国际货运代理是国际运输的主要组织者，在国际贸易中发挥着重要作用。自 2005 年，我国实施外商投资国际货运代理企业管理办法，标志着国际货运代理 业从“外商投资产业限制”向完全开放转变，而且近几年我国进出口总量和总值 都呈现持续增长的状态，国民经济体现了良好的势头，同时借助“一带一路”国 家战略强势推进，中国国际货运代理业发展迅速，但总体上仍落后于世界货运代 理业水平。五联国际货运代理公司于 2012 年成立，发展迅速。但是，它仍然面 临着自身的发展瓶颈，需要进行战略调整，以确保公司的可持续发展。 本文是从五联国际货运代理公司面临的挑战和困境入手，探讨了五联国际货 运代理公司面临的问题。基于 PEST 理论对该公司所处的的政法环境、经济环境、 社会文化环境、技术环境等外部环境深入探讨与剖析。并通过五力模型分析了现 阶段货运代理业的竞争态势，从而发现公司在当前宏观环境下面临的机遇和威 胁。在此基础上，本文运用战略分析工具确定了差异化作为公司的整体竞争战略 的新战略。在此目标的指导下，将公司面临的机遇和威胁与公司的优势和劣势资 源相匹配，确定了适合公司当前实际实施差异化竞争战略思路:巩固传统核心市 场，开拓亚洲地区市场，完善 IT 系统，发展第三方物流。基于这四项战略，本 文还提出竞争战略实施内容以及四项保障措施:组织机构调整、加大财政投入、 完善激励机制、加强营销和人力资源体系，以保证战略的成功和有效实施。通过 实施上述战略，确保五联国际货运代理公司在激烈的市场竞争中保持持续的竞争 优势，获得超过行业平均水平的利润，占据有利的竞争地位，同时为客户提供更 好的物流服务，实现客户物流资产负债表不断优化的愿景。 本文通过研究，明确了五联国际货运代理公司目前所处的市场现状形势，因 而据此制定适应公司的全新的竞争战略，本文探讨得出的结论对五联国际货运代 理公司在市场竞争中有较大的指导和现实意义。同时本文也可以为国内同行分 析、选择和实施竞争战略提供参考价值。 关键词：国际货运代理，竞争战略，战略实施II RESEARCH ON COMPETITIVE STRATEGY OF WULIAN INTERNATIONALFREIGHT COMPANY Abstract As the main organizer of international transportation, international freight forwarding plays an important role in international trade. Since 2005, China has implemented the management measures of foreign investment in international freight forwarding enterprises, marking the transformation of the international freight forwarding industry from the foreign investment industrial restriction to the completely open international trade system. In recent years, the total export volume and total value of our country have shown a sustained growth. The national economy has shown a good momentum, and with the help of the one belt and one road national initiative. China's international freight forwarding industry is developing rapidly, but still lags behind the world freight forwarding industry in general. Five United International Freight Forwarding Company was established in 2012 and has developed rapidly. However, it still faces its own development bottleneck and needs strategic adjustment to ensure the sustainable development of the company. Starting from the challenges and difficulties faced by Wulian International Freight Forwarders, this paper discusses the problems faced by Wulian International Freight Forwarders. Based on the PEST theory, the external environment of the company, such as political and legal environment, economic environment, social and cultural environment, technological environment, is discussed and analyzed in depth. And through the five-force model analysis of the competition situation of the freight industry at this stage, we can find the opportunities and threats faced by the company in the current macro environment. On this basis, this paper uses strategic analysis tools to determine differentiation as a new strategy of the company's overall competitive strategy. Under the guidance of this goal, the opportunities and threats faced by the company are matched with the strengths and weaknesses of the company's resources, and the strategy of differentiated competition suitable for the actual implementation of the company is determined: consolidating the traditional core market, opening up the Asian market, improving the IT system and developingIII the third-party logistics. Based on these four strategies, this paper also puts forward the implementation content of competitive strategy and four safeguard measures: organizational restructuring, increasing financial input, improving incentive mechanism, strengthening marketing and human resources system to ensure the successful and effective implementation of the strategy. Through the implementation of the above strategy, we can ensure that Wulian International Freight Forwarders maintain a sustained competitive advantage in the fierce market competition, obtain profits above the average level of the industry, occupy a favorable competitive position, and provide better logistics services to customers, so as to realize the vision of continuous optimization of customer logistics balance sheet. Through the research, this paper clarifies the current market situation of Wulian International Freight Forwarding Company, and then formulates a new competitive strategy for the company. The conclusions drawn in this paper have great guidance and practical significance for Wulian International Freight Forwarding Company in the market competition. At the same time, this paper can also provide reference value for domestic peer analysis, selection and implementation of competitive strategy. Key words: international freight forwarders, competitive strategy, strategy implementationIV 目 录 中文摘要......................................................................................................I Abstract......................................................................................................II 目 录.........................................................................................................IV 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 研究问题和内容······································································· 2 1.3 研究方法和技术路线·································································3 1.3.1 研究方法···········································································3 1.3.2 技术路线···········································································3 第二章 文献综述.......................................................................................5 2.1 相关概念················································································ 5 2.1.1 第三方物流········································································5 2.1.2 竞争战略···········································································5 2.1.3 国际货运代理·····································································5 2.2 国际货运代理业务概念及企业研究···············································5 2.2.1 国际货运代理业务的概念······················································5 2.2.2 国际货运代理企业研究·························································6 2.3 企业战略管理理论···································································· 7 2.3.1 战略及其内涵·····································································7 2.3.2 竞争战略及相关研究····························································8 第三章 五联国际货运代理公司外部环境分析.....................................11 3.1 宏观环境分析·········································································11V 3.1.1 政治和法律环境分析·························································· 11 3.1.2 经济环境分析··································································· 12 3.1.3 技术环境分析··································································· 12 3.1.4 社会文化环境分析····························································· 13 3.2 行业环境分析·········································································14 3.2.1 潜在竞争者进入能力·························································· 14 3.2.2 行业现有竞争者的能力······················································· 15 3.2.3 替代品的替代能力····························································· 16 3.2.4 供应商议价能力································································ 18 3.2.5 购买者议价能力································································ 18 3.3 外部环境总结·········································································18 3.3.1 机会分析········································································· 18 3.3.2 威胁分析········································································· 20 第四章 五联国际货运代理公司内部环境分析.....................................22 4.1 公司资源分析·········································································22 4.1.1 有形资源········································································· 22 4.1.2 无形资源········································································· 22 4.2 能力分析···············································································23 4.2.1 组织管理能力··································································· 23 4.2.2 市场营销能力··································································· 24 4.2.3 客户服务能力··································································· 24 4.2.4 盈利能力········································································· 24 4.3 价值链分析············································································24 4.3.1 公司价值链······································································ 24 4.3.2 行业价值链······································································ 25 4.3.3 业务流程········································································· 26VI 4.4 内部环境总结·········································································27 4.4.1 优势分析········································································· 27 4.4.2 劣势分析········································································· 27 第五章 五联国际货运代理公司竞争战略的制定与选择.................... 31 5.1 战略选择···············································································31 5.1.1 公司战略选择··································································· 31 5.1.2 竞争战略匹配··································································· 32 5.2 竞争战略实施方案···································································34 5.2.1 竞争战略确定及目标·························································· 34 5.2.2 竞争战略实施思路····························································· 35 第六章 五联国际货运代理公司竞争战略的实施与保障.................... 38 6.1 差异化竞争战略的实施·····························································38 6.1.1 差异化策略中的导向·························································· 38 6.1.2 差异化策略中的服务·························································· 38 6.1.3 市场营销策略··································································· 39 6.2 差异化竞争战略的保障·····························································39 6.2.1 改善内部组织结构····························································· 39 6.2.2 提高服务质量的服务策略···················································· 40 6.2.3 优化人力资源结构····························································· 40 6.2.4 加强财政支持和保障·························································· 40 第七章 结论与展望.................................................................................42 7.1 结论·····················································································42 7.2 展望·····················································································43