I 摘要 进入21世纪，中国民航运输业蓬勃发展,民航运输机队规模持续扩大 ,带动航空 维修业迅速发展。截止2018年底全国民航有60家运输航空公司，3639架运输飞机， 飞机维修市场巨大。近年来,国产飞机ARJ21投入运营，C919大飞机项目也在稳步推 进,促使维修市场空间进一步扩大。另一方面，加入WTO后国外维修企业和原设备生 产厂家纷纷进军国内飞机维修市场，加剧了市场竞争，同时，国内航空维修企业还面 临着飞机和原设备制造厂商的技术垄断等不利因素。外部机遇与挑战并存，航空维修 企业如何利用自身资源和能力,扬长避短，建立市场竞争优势,选择合适的发展战略至 关重要。 GA公司是一家维修能力非常全面的民用航空维修企业,主营业务涵盖有航线维护、 机体大修、附件维修、航空培训和零部件制造五个战略单元，运营收入主要来源于南 航和第三方客户。自1989年成立起,抓住维修产业髙速増长的机遇,企业迅速发展,成 长为亚洲一流、世界知名的飞机维修企业。近年来,飞机维修业务相对饱和,GA公司增 长势头有所放缓。本文研究GA公司为了持续健康发展，如何选择发展战略和确定实施 保障措施。 本文分为五章，第一章分析GA公司所处的时代背景和研究公司发展战略的意义， 列举了研究方法、研究思路和创新之处。第二章运用企业战略分析中常用的pest模型 分析GA公司所处的宏观环境，用波特五力模型分析GA公司的行业环境和行业竞争态 势，同时结合公司的竞争现状,据此找出GA公司在经营发展过程中存在的机会和威胁。 第三章分析GA公司的内部环境，分析公司的发展概况、拥有的资源和核心能力,找出 其优势与劣势。第四章采用SWOT分析模型对GA公司内外部环境进行总结归纳,根据外 部环境中的机会、威胁和内部环境中的优势和劣势，进行战略选项分析和战略对比， 结合行业政策矩阵,确定了GA公司的高差异发展战略，并指出了战略实施方向。第五 章从技术研发创新、市场营销、效益管控、人才培养、组建战略联盟等多个环节对战 略的实施保障给出具体措施。 关键词: 发展战略；战略单元；高差异战略；研发创新 广东工业大学硕士学位论文 II Abstract In the 21st century, China's civil aviation industry is booming, and the scale of civil aviation transportation fleet continues to expand, driving the rapid development of the aviation maintenance industry. As of the end of 2018, there were 60 transport airlines and 3,639 transport aircrafts in the country's civil aviation, and the aircraft maintenance market was huge. In recent years, the domestically produced aircraft ARJ21 has been put into operation, and the C919 large aircraft project is also steadily advancing, prompting the maintenance market to expand further. On the other hand, after entering the WTO, foreign maintenance companies and original equipment manufacturers have entered the domestic aircraft maintenance market one after another, which has intensified market competition. At the same time, domestic aviation maintenance companies are also faced with unfavorable factors such as technological monopoly of aircraft and original equipment manufacturers. External opportunities and challenges coexist, and it is very important for aviation maintenance companies to use their own resources and capabilities, develop strengths and avoid weaknesses, establish market competitive advantages, and choose appropriate development strategies. GA Company is a civil aviation maintenance company with very comprehensive maintenance capabilities. Its main business covers five strategic units: line maintenance, heavy maintenance, component maintenance, aviation training, and parts manufacturing. Its operating income mainly comes from China Southern Airline and the third parties. client. Since its establishment in 1989, seizing the opportunity of the rapid growth of the maintenance industry, the company has developed rapidly and has grown into a first-class, world-renowned aircraft maintenance company in Asia. In recent years, the aircraft maintenance business has been relatively saturated, and the growth momentum of GA Company has slowed down. This article studies how GA Company chooses its development strategy and determines the implementation of safeguards for its sustainable and healthy development. This article is divided into five chapters. The first chapter analyzes the current background of the GA Company and the significance of the research company's development strategy, enumerating research methods, research ideas and innovations. The second chapter uses the PEST model commonly used in corporate strategic Abstract III analysis to analyze the macro environment of GA Company, and uses the Porter Five Forces model to analyze the industry environment and industry competition situation of GA Company. This is to find out the opportunities and threats in the operation and development of GA Company. The third chapter analyzes the internal environment of GA Company, analyzes the company's development profile, resources and core capabilities, and finds its advantages and disadvantages. Chapter 4 uses the SWOT analysis model to summarize the internal and external environment of GA Company. According to the opportunities, threats and advantages and disadvantages in the external environment, strategic options analysis and strategic comparison, combined with industry policy matrix, determines The high difference development strategy of GA Company，and points out the direction of strategy implementation, and Chapter 5 provides safeguard measures for the implementation of the strategy from multiple links such as technology research and development innovation, marketing, benefit management and control, talent training, and formation of strategic alliances. Key words: development strategy; strategic unit; high-difference strategy; research and development innovation 广东工业大学硕士学位论文 IV 目录 摘要 ............. I Abstract ...... II 目 录 .......... IV Contents ... VII 第一章 绪论 1 1.1 研究背景和意义 ........... 1 1.1.1 研究背景 ............. 1 1.1.2 研究意义 ............. 1 1.2 国内外研究现状 ........... 2 1.2.1 术语解释 ............. 2 1.2.2 航空维修行业研究 ............................ 2 1.2.3 航空维修企业发展方向研究 ............ 3 1.3 硏究思路和框架 ........... 5 1.3.1 研究思路 ............. 5 1.3.2 硏究框架 ............. 5 1.4 研究方法与创新 ........... 6 1.4.1 研究方法 ............. 6 1.4.2 硏究创新 ............. 6 第二章 GA公司外部环境分析 7 2.1 宏观环境分析--pest分析 ............................ 7 2.1.1 政治和法律因素分析 ........................ 7 2.1.2 经济因素分析 ..... 8 2.1.3 社会和文化因素分析 ...................... 10 2.1.4 技术因素分析 ... 11 2.2 航空维修行业竞争环境分析--波特五力分析 ........................ 12 2.2.1 产业内竞争对手 .............................. 13 2.2.2 潜在进入者 ....... 13 2.2.3 替代品 ............... 13 广东工业大学硕士学位论文 V 2.2.4 供应商 ............... 13 2.2.5 客户 ................... 13 2.3 GA公司竞争现状分析 .............................. 18 2.4 GA公司的机会和威胁 .............................. 21 2.4.1 机会 ................... 21 2.4.2 威胁 ................... 22 第三章 GA公司的内部现状分析 ......................... 24 3.1 GA公司基本情况 ....... 24 3.1.1 GA公司背景 ..... 24 3.1.2 GA公司的发展 . 25 3.2 GA公司资源分析 ....... 29 3.2.1 实物资源 ........... 29 3.2.2 技术资源 ........... 30 3.2.3 组织资源 ........... 30 3.2.4 财务资源 ........... 31 3.2.5 人力资源 ........... 31 3.2.6 创新资源 ........... 31 3.2.7 品牌资源 ........... 32 3.3 GA公司能力分析 ....... 32 3.3.1 全面的飞机维修能力 ...................... 32 3.3.2 航空培训能力 ... 33 3.3.3 零部件制造能力 .............................. 33 3.3.4 市场营销能力 ... 33 3.3.5 管理能力 ........... 34 3.3.6 开发能力 ........... 34 3.4 GA公司优势和劣势 ... 34 3.4.1 优势 ................... 34 3.4.2 劣势 ................... 35 第四章 GA公司的战略分析和战略选择 ............. 36 4.1 SWOT分析及可能的战略选择 ................. 36 广东工业大学硕士学位论文 VI 4.1.1 SWOT分析 ........ 36 4.1.2 可能的战略选择 .............................. 38 4.2 GA公司的战略业务单元分析 .................. 39 4.2.1 业务单元的行业前景分析 .............. 39 4.2.2 战略业务单元在行业中的竞争能力分析 ..................... 43 4.2.3 用政策指导矩阵匹配公司业务战略 ............................. 45 4.3 GA公司的战略承诺 ... 46 4.3.1 GA公司的价值理念 ........................ 46 4.3.2 GA公司的战略目标 ........................ 46 4.