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如何调整经营思路应对竞争,是以SYLQ公司为代表的传统出租车经营企业需要深入研
宄的问题
本文以SYLQ公司为研宄对象。首先,综合梳理了国内外关于传统出租车行业、网
约车的规制管理政策,指明了两者未来发展的方向。其次,利用STP理论、4C理论,
对出租车行业新老两种业态进行对比,分析二者在目标市场选择及定位、营销方式等方
面的区别。利用访谈法了解网约车对SYLQ公司乘客、驾驶员/承包人、企业经营者带
来的影响。再次,利用PEST理论和五力模型理论,对SYLQ公司外部环境进行了分析,
探讨行业监管政策、经济社会发展、市场竞争结构等变化,对传统出租车业务所带来的
或利或弊的影响,以及未来发展所要面临的机遇和挑战。另一方面,分析梳理了 SYLQ
公司出租车业务的经营情况,结合SWOT分析矩阵模型对公司出租车业务的内外部因
素进行了分析,初步提出SYLQ公司出租车业务的竞争战略构想。最后,在迈克尔波
特竞争战略理论的指导下,公司传统出租车业务版块将围绕WO、ST战略进行竞争策
略的选择和部署,即,分别从内部、外部两方面实施品牌领先策略、创新发展策略和价
值链拓展策略,同时在组织、人力资源、企业文化、内部管控、财务管控等方面为竞争
策略的实施提供有力保障
从国内外该行业的发展趋势来看,传统出租车不可能被网约车取代,而网约车也将
逐步纳入到行业监管体系内,面临更为严格的审查、核准等监管规制,从而防止过度竞
争对社会福利造成的损害。由此可见,SYLQ公司出租车业务版块必将经历一个改革的
“阵痛期”。原有的高额“份子钱”、车辆经营权有偿使用等盈利模式,将随着此轮改革
得到调整。在公司未来的出租车业务经营中,与互联网企业融合,打破传统垄断经营,
有效利用互联网时代大数据的信息价值,才是SYLQ公司传统出租车业务版块应对消费
环境变化的竞争策略调整优化方向。既能保证服务质量,又能降低企业经营风险;既能
I ’
西北大学硕士学位论文
满足更多的消费需求,又能有效地解决企业经营过程中的利益冲突。符合互联网时代出
租车行业企业的未来发展趋势
关键词:传统出租车,网约车,政府管制,竞争策略
II ABSTRACT
ABSTRACT
The thriving of online car-hailing platform and tailored taxi services under the Intemet+
background,and increasing requirement for high-quality traveling services, are now
challenging the traditional taxi industry which used to rely on “franchising” and ‘licensing
monoploy’,to achieve high profit. The market share of the traditional industry is being
grapped, and the comflicts between taxi contractors and the companies are rising. What
measures shall be taken to face the challenge is an urgent problem for traditioanl taxi
companies, represented by SYLQ company.
This thesis takes SYLQ Company as the research target. First, the article reviews the
regulations on traditional taxi industry and online car-hailing at home and abroad, and
indicates the future development of these two industries. Second, the article compares the two
operation ways of the taxi industry by applying STP and 4C theories, to analyze the
differences in target market, positioning, and promotion measures, etc.The article also reviews
and analyzes the operation situation of the taxi servivces of SYLQ company and the impact of
online car-hailing on their passengers, drivers/contractors, and company operators by inteview.
Thirdly application of PEST theory and Five Forces Models, the article analyzises the
industry environment of traditioanl taxi industry in macro and micro ways; discusses the
changes in industry supervision regulations, economic and social development and the
structure of market competition, and the consequential impact, good or bad, by these changes,
and the future opportunities and challenges. It also anaylzes the internal and external factors
in the SWOT of its taxi services, and proposes a primary competitive strategy idea to its taxi
services. Last,under the instruction of Michael Porter’s Competitive strategy theories,the
company^ traditional taxi services factor will take measures in brand promotion strategy,
innovative development strategy, and value chain development strategy, as well as will
provide assurance to the execution of competitive strategies in the aspects of company
management, human resources, enterprises culture, internal control, financial control and etc.
By analyzing the industry development of China and overseas, the traditional taxi services
could not be replaced by car-hailing services. The online car-hailing will be gradually
included in the industry supervision and control system, and will face strict inspection,
hi
西北￥学硕士学位论文
approval and other supervision regulations,so as to avoid the damages generated by excessive
competition. These changes also indicates that the taxi services of SYLQ Company would
undergo a choking period during reforms. The previous high monthly franchise fees
for taxi drivers, the paid car operation and other profit-making models shall be adjusted in the
coming reforms. Integrating with online companies, breaking the monoply operation, and
effectively taking the advantages brought be the big data of Internet times are the adjusting
directions of SYLQ company in complying Avith the changes of consumption environment
changes. These measures not only guarantee the service quality, but also reduce the operation
risks; not only satisfy the increasing consumption requirements, but also effectively solve the
profit conflicts in operation.; They meet the future development trend of taxi service
companies in Internet times.
Keywords: Traditioanl taxi, Online car-hailing Government Control, Competitive Strategies
IV
§5
目录
m ^ i
ABSTRACT Ill
m-M i
u选题背景及意义
i
l.u企业介绍1.1.2研宄意义1.2研宄思路与方法1.2.1研宄思路1.2.2研究方法1.3论文基本框架第二章文献综述与理论研究2.1基本概念综述2.1.1出租车的基本概念2.1.2 tB租车的服务模式2.1.3出租车的属性特征2.1.4网约车的基本概念2.1.5网约车的特点2.2国内外关于传统出租车行业的管理研究2.2.1国外相关管理研宄2.2.2国内相关管理研宄2.3竞争战略的相关理论和研究2.4涉及其它理论及分析工具2.4.1 PEST 分析法2.4.2 SWOT 分析法2.4_3 STP 理论2.4.4 4C 理论第三章网约车对传统出租车行业的影响V
西北大学硕士学位论文
’
3.1传统出租车行业的发展现状3.1.1国外传统出租车市场规制现状3.1.2国内传统出租车市场规制现状3.2网约车在我国的发展现状3.3传统出租车与网约车的对比分析3.4网约车对SYLQ公司出租车业务的经营影响3.4.1对目标客户(乘客)的影响3.4.2对出租车驾驶员/承包人的影响3.4.3对经营管理者的影响
22
第四章SYLQ公司出租车业务内外部环境分析
23
4.1宏观环境分析
23
4.1.1政治法律因素
23
4.1.2经济因素
25
4.1.3社会因素
26
4.1.4技术因素
27
4.2行业环境分析
28
4.2.1购买者议价能力
28
4.2.2现有竞争对手分析
29
4.2.3新进入者威胁
29
4.2.4供应商议价能力
29
4.2.5替代品的替代能力
29
4.3企业内部环境分析
30
4.3.1公司基本情况
30
4.3.2出租车业务经营模式
32
4.3.3出租车业务财务情况分析
32
第五章SYLQ公司出租车业务SWOT分析
35
.
5.1 优势(Strengths)
35
5.2 劣势(Weaknesses)
36
5.3 机会(Opportunities)
37
VI
&39;
5.4 威胁(Threats)
38
5.5SWOT组合战略分析
38
5.5.1 SO 战略
39
5.5.2 W0 战田各
39
5.5.3 ST 战略
39
5.5.4 WT 战略
40
第六章SYLQ公司出租车业务竞争策略选择
41
6.1公司战略目标
41
6.2竞争策略选择
41
6.2.1策略选择依据及实施步骤
41
6.2.2外部策略实施
—
—品牌领先策略
42
6.2.3内部策略实施
—
—创新发展策略和价值链拓展策略
43
6.3竞争策略的实施保障
45
6.3.1组织保障
45
6.3.2人力资源保障
45
6.3.3企业文化保障
46
6.3.4内部管控保障
46
6.3_5财务管理保障
47
48
5〇
Sc it 53
储_ 54
VII I
第一章绪论
第一章绪论
1.1选题背景及意义
1.1.1企业介绍
SYLQ公司是SY集团投资设立的国有独资企业。公司于2011年6月成立,注册资
本1500万元,是一家专注于交通运输产业的综合服务型企业。依托于浐灞生态区和SY
集团的优势资源平台,经过近五年的发展,在完全市场化的运作模式下,SYLQ公司形
成了以出租车营运、公交车营运为主的业务体系,已投入双燃料环保出租车辆300辆、
天然气公交车15辆及纯电动公交车36辆。SYLQ公司远景目标是成为区域综合交通运
营服务提供商
1.1.2研究意义
近年来,随着互联网+背景下网络租约车平台和专车服务的兴起,以及社会大众多
元化出行需求的迅速发展,传统出租车行业、企业经营困境日益凸显,包括SYLQ公司
在内的众多企业都面临着如下几个问题:
一是出租车行业依靠“行业准入壁垒”(特许经营权/牌照)获取高额利润的市场竞
争结构正在受到冲击。以滴滴打车、Uber等为代表的网络约车平台依靠互联网为依托,
在相应的条件和机制下,只要符合条件的驾驶人员或车辆在理论上都可能成为营运者或
营运车辆,一定程度上降低了行业的准入门槛和退出成本
二是出租车市场份额被专车等抢占,传统巡游出租车经营成本加大,经营收益下滑,
而互联网专车则借助资金、技术、营销手段等优势,在营运成本(份子钱和各种税费等)、
营运效率等方面占据优势。得益于地理信息数据、导航、大
。。。以上简介无排版格式，详细内容请下载查看
