民航业是我国经济社会发展重要的战略产业。进入新时代我国着力推动形成陆海 内外联动、东西双向互济的全面开放新格局，发展更高层次的开放型经济，自“一带一 路”推进以来，我国民航业率先行动，航空运输市场获得了迅猛发展。四川省作为“一 带一路”建设和长江经济带发展的战略纽带与核心腹地，在全国发展大局中具有重要 地位，全国民航“十三五”规划将成都机场列为国家重点发展的十大国际航空枢纽之 一。2021年天府国际机场投入运营，成都将成为继上海、北京之后全国第三个“一市两 场”的城市，SC航空作为成都“一市两场”主基地航空公司正迎来百年难遇的发展机遇。 如何牢牢抓住此次重大发展机遇，实现公司的跨越式发展，还需要管理团队运筹帷幄。 本论文将SC航空公司做为研究对象，运用战略管理理论和使用定性与定量相结合 的分析方法，基于“一市两场”背景分析研究了SC航空公司的战略选择。首先，陈述了 研究SC航空公司发展战略的背景和意义，列举总结了相关问题国内外的研究现状并对 本文中使用的分析工具进行了简单介绍；其次，运用PEST分析法、波特五力模型、 外部评价（EFE）矩阵、内部评价（IFE）矩阵、SWOT分析矩阵、QSPM矩阵模型等 分析方法，综合分析了SC航空的外部宏观环境、行业竞争环境，SC航空外部机会和 威胁、内部优势和劣势，得出SC航空可选择的最优发展战略为增长型战略，即：把握 “一市两场”机遇，发挥优势，扩大市场份额，大力发展国际航线，全力打造两场枢 纽，提升品牌价值，以优质的服务推动效益的增加，最后，针对SC航空增长型战略提 出了具体的实施措施。 通过本文的分析研究，得出SC航空公司面临的机会远大于挑战，企业内部优势明 显，如果制定适合自身的发展战略，把握机遇发挥优势，全面提升市场竞争力，将为 公司将来的长期发展打下良好基础，希望本文的研究能够对SC航空公司以及其他航空 公司在“一市两场”运营方面提供一定借鉴。 关键词：SC航空；发展战略；一市两场；环境分析 西南交通大学硕士研究生学位论文 第II页 Abstract Civil aviation industry is an important strategic industry in China's economic and social development. Entering the new era, China is striving to promote the formation of a new pattern of comprehensive opening up with land and sea linkage and east and west mutual assistance, and develop a higher level of open economy. Since the promotion of "One Belt And One Road", China's civil aviation industry has taken the lead and the air transport market has achieved rapid development. As the strategic link and core hinterland of "One Belt And One Road" construction and the development of the Yangtze river economic belt, SiChuan province plays an important role in the overall development of the country. In the national civil aviation "13th five-year plan", ChengDu airport is listed as one of the top ten international aviation hubs of national key development. In 2021, TianFu international airport will be put into operation, and ChengDu will become the third city of " multi-airports " after Shanghai and Beijing. As the main base airline of ChengDu "one city and two airports", SC aviation is facing a once-in-a-century development opportunity. How to grasp this major development opportunity firmly and realize the leap-forward development of the company still requires the management team to formulate strategies. In this paper, SC airlines, a local state-owned aviation enterprise, is selected as the research object, and the strategic choice of SC airlines is studied based on the background analysis of " multi-airports " by using strategic management theory and qualitative and quantitative analysis methods. Firstly, the background and significance of the research on the development strategy of SC airlines are stated. The research status of relevant issues at home and abroad is listed and summarized, and the analytical tools used in this paper are briefly introduced. Second, using PEST analysis, porter five model, external evaluation (EFE) matrix and internal evaluation (IFE) matrix, SWOT analysis matrix, QSPM matrix model analysis method, comprehensive analysis of the SC airlines external macro environment, industry competition environment, SC airlines, internal strengths and weaknesses, external opportunities and threats of SC airlines can choose the optimal development strategy ,that is 西南交通大学硕士研究生学位论文 第III页 growth strategy ,seize the opportunity of "multi-airports ", give full play to its advantages, expand its market share, vigorously develop international routes, make every effort to build t multi-airports, enhance the brand value, and promote the increase of benefits with high-quality service. Finally, specific measures are proposed for SC aviation growth strategy. Through analysis and study of this paper, it is concluded that SC airlines are faced with the opportunities outweigh the challenges, the enterprise internal advantage obviously, if a suitable for their own development strategy, to grasp the opportunity, advantage comprehensive market competitiveness, will for the company's long-term development to lay a good foundation in the future, hope this research can be of SC airlines and other airlines in " multi-airports " operations to provide certain reference. Key Words: SC aviation ；Development strategy； Multi-Airports ；Environmental analysis 西南交通大学硕士研究生学位论文 第IV页 目 录 第1章 绪论 1 1.1 研究背景及意义 ······ 1 1.1.1 研究背景 ······· 1 1.1.2 研究意义 ······· 4 1.2 国内外研究现状 ······ 5 1.2.1 国外研究现状 · 5 1.2.2 国内研究现状 · 7 1.2.3 研究综述 ······· 9 1.3 研究内容与方法 ······ 9 1.3.1 研究内容 ······· 9 1.3.1 研究方法 ····· 10 1.4 技术路线 ············· 11 第2章 相关理论基础 ............. 13 2.1 一市两场的内涵与模式 ············· 13 2.1.1 一市两场的内涵 ·············· 13 2.1.2 一市两场的主要模式 ········ 13 2.1.3 一市两场运营对于航空公司的影响 ········ 14 2.2 战略管理相关概念综述 ············· 15 2.2.1 战略管理的内涵 ·············· 15 2.2.2 战略管理的意义 ·············· 16 2.2.3 战略管理的过程 ·············· 16 2.3 战略管理相关分析工具 ············· 17 2.3.1 波特五力竞争模型 ··········· 17 2.3.2 PEST分析模型 ················ 18 2.3.3 EFE矩阵分析法 ··············· 19 西南交通大学硕士研究生学位论文 第V页 2.3.4 IFE矩阵分析法················ 19 2.3.5 SWOT分析模型··············· 19 2.3.6 QSPM矩阵分析模型 ········· 20 2.3.7 战略转型理论 ················· 21 第3章 基于一市两场的SC航空外部环境分析 . 22 3.1 宏观环境分析 ······· 22 3.1.1 政治环境分析 ················· 22 3.1.2 经济环境分析 ················· 23 3.1.3 社会环境分析 ················· 24 3.1.4 技术环境分析 ················· 25 3.2 行业环境分析 ······· 26 3.2.1 主要竞争者分析 ·············· 26 3.2.2 潜在进入者威胁 ·············· 27 3.2.3 替代品的威胁 ················· 27 3.2.4 供应商的议价能力 ··········· 27 3.2.5 客户的议价能力 ·············· 28 3.3 SC航空外部因素评价矩阵分析 ··· 28 3.3.1 关键因素分析 ················· 28 3.3.2 关键因素的权重确定 ········ 34 3.3.3 EFE矩阵分析 36 第4章 基于一市两场的SC航空内部条件分析 . 38 4.1 SC航空公司简介 ···· 38 4.1.1 SC航空发展历程及经营现状 ················ 38 4.2 SC航空成都基地发展概况 ·········· 38 4.2.1 SC航空成都基地经营现状 · 38 4.2.2 SC航空发展中存在的主要问题 ············· 39 4.3 SC航空内部环境分析 ················ 40 西南交通大学硕士研究生学位论文 第VI页 4.3.1 SC航空资源禀赋分析 ······· 40 4.3.2 SC航空劣势分析 ············· 43 4.3.3 内部因素评价矩阵分析 ····· 44 第5章 SC航空发展战略选择分析 ...................... 47 5.1 基于一市两场的SC航空SWOT分析 ············· 47 5.2 基于一市两场的SC航空发展战略选择 ··········· 48 5.2.1 发展战略选择 ················· 48 5.2.2 SC航空公司战略调整和转变 ················ 50 第6章 SC航空增长