中國的國內(nèi)快遞業(yè)發(fā)展戰(zhàn)略分析外文翻譯

中國的國內(nèi)快遞業(yè)發(fā)展戰(zhàn)略分析外文翻譯AnalysisofChina'sdomesticexpressdeliveryindustrydevelopmentstrategy[Abstract]ThispaperintroducestheDevelopmentofChina'sdomesticexpressdeliveryIndustryinthestatusquo,thenusetheSWOTanalysismethod,analysisofChina'sdomesticexpressdeliverymarketinwhichtheindustry'scurrentsituationanditscompetitiveadvantagesanddisadvantages,andgivesthecorrespondingcountermeasuresandsuggestions,hopetopromoteChina'sdomesticexpressdeliveryindustry,healthyandrapiddevelopment[Keywords:]thelocalcourierindustrySWOTanalysisStrategyExpressindustryisoriginatedinthelate20thcentury,60ofanewindustry,itistobusinessdocuments,smallpackagedeliveryasthemaintargetforrapid,safe,efficient,door-to-real-timeverificationischaracterizedbytheestablishmentofasetoftraditionalthepostalsystem,adifferentmodeofoperation.After30yearsofrapiddevelopment,expressdeliveryhasbecometheworld'sfastestgrowingeconomy,industries.TheU.S.CoalitionofServicesIndustriesexpectsChina'sexpressdeliveryindustryinthenextthreeyearsthemarketwillbeatleast33%oftherateofgrowthastheworld'sfastest-growingregion;anddomesticexpressindustryinChina'sindustrialadjustmentprocessplaysanimportantrole,sothestudyofChinesedomesticexpressdeliveryindustryinthedevelopmentofthecompetitivesituationanditssurroundingsinthestrengths,weaknessesanalysisisnecessary1China'sdomesticexpressdeliveryindustrystatusquoSince1979,expressindustryinChinahasgonethrough27years,rangingfromexpressdeliverycompanieshavethescaleofabout20000,thebasicshapeofthethreemajormarketsegments,namely,internationalcourier,domesticcourierandTongChengoffsitedelivery.27years,China'sexpressdeliveryindustry,fromsmalltolargecontinuousdevelopment,isnowbeginningtotakeshape.However,theuseofadvancedTechnologyandmanagementaspectsincomparisonwithforeignexpressdeliverygiantsarestillmanyproblems,China'sdomesticexpressdeliveryindustryshouldclearlyunderstandtheirownstrengthsandweaknesses,andcontinuouslydevelopandstrengthenourselves,tohavesufficientcapacitywithforeignexpressdeliveryindustry,contend,mustalsobepreparedforentryintotheinternationalmarketOperatingstatus.Atpresent,China'sexpressdeliveryindustry,themarketconsistsoftwopartscomposedof:First,thedomesticexpressdeliverymarket,controlledbyChina's40%shareofthepostalsectorandtherestbyprivateandoccupiedHongKong-ownedexpressdeliverycompanies,businesssizetoHongKong-ownedcompanyisthelargestofShunfengExpress.Privateenterprises,agroupoflikethegoodluck,ShenTong,ZJS,etc.,haveexcellentdeliveryhaveanimpactonlargeandmediumenterpriseshavetothrive,butthenumberwassmall.Mostoftheprivateexpressdeliverycompanieshaveshownasmall,scattered,weakandsoon;degreeofmutualtrustandco-ordinationispoor,totheregionalexpressserviceoriented.Secondly,theinternationalexpressdeliverymarket,byDHLDHL,FedExFederalExpress,TNTTNTandUPSUnitedParcelServiceandotherlargeserviceproviderscontrol.AlthoughChinaPostEMScontrolofasmallpartoftheinternationalexpressdeliverymarket,butanindirectwayofprivateexpressdeliverycompaniesintotheinternationalcourierDHL,FedEx,TNTandUPSthefourmajornetworksinforeignsales,infactstilldependentonthefourmajornetworkchannelsManagementstatus.Inadditiontopostalandgoodluck,ShenTong,ZJSaddition,themajorityoftheprivatecourieragencysystemusinganetworkorDirectSalesAgenthybridnetwork,thenetwork'scentralmanagementgenerallymoreloose,itisdifficulttoprovidecustomerswithhomogeneousservices,andevenfrequentnetworkcrashes.Inthefinancialsettlement,includingthepostaldeliverysystem,including,asbackwardandcommercialcreditInformationsystemsislow,whichoftencannotachievethemainareastopaythefreightservicestoenablebusinessdevelopmentislimited.Inthequalityofpersonnel,sincethedomesticcourierindustrywithlowbarrierstoentry,businesscompetition,profitmarginslow,sothedomesticcourierindustryisgenerallylowlevelofknowledgeofemployeeshasseriouslyaffectedthequalityofservice,reducingtheabilitytocompetewithforeigncounterpartsTechnologystatusquo.Thedomesticindustry,includingpostaldelivery,havenotcarriedoutaccordingtothecustomeraccountdocumentsordered,andnoperformance,goodcustomeraunifiedclearingsystem,aglobalcargotrackingsystem,onlineautogoods,suchasdynamicquerysystem,thekeyinformationmanagementsystems,serviceandefficiencyarefarbehindtheirforeigncounterparts.Cargosorting,duetooutdatedfacilitiesanduseofbarcodetechnologyrelativelysimple,thelackofordertothebodyfrequencyidentificationtechnologyRFID-basedsub-piecesofequipment,sothatoperationtimeistoolong,reducingthevelocityofturnoverofgoodsandunderminecompetitioninthemarketforce2StrategicAnalysis-China'sdomesticexpressdeliveryindustry,SWOTAnalysisSuperiorityStrength①localdeliverynetworkformationalongtime,thenetworkcoveragearea.InthefaceofforeigngiantstoobtaininternationalexpressbusinessinmorethanhalfofJiangshantheoccasion,China'sEMSalreadyhasmorethan30,000urbanandruralareasacrossthecountryoutlets,andwithmorethan200countriesandregionsintheworldtoestablishbusinesscontacts②low-pricedprivatecourier.Privateexpressdeliverycompaniesfightforcustomersmoreflexibilityinthemodesofoperation,services,priceswererelativelylow,tobringforeignInvestmenttoitsunparalleledadvantages③ThelocalcouriercompaniesintheenterprisecanbetterintegrateintotheChineseCultureanditsservicesbettersuitedtotheChinesepeople'sneeds.China'sdomesticexpressdeliverycompaniesisthebiggestadvantageofthepopularityofthelocalmarketnetworksandfamiliaritydegree.China'snationalconditionsrathercomplex,andthecustoms,geography,environment,regionaldevelopment,roadconditionsandsonotthesame.China'sdomesticexpressdeliverybusinessisrootedinChina,themorein-depthunderstandingofChineseculture,socialrelationsnetworksarealsorelativelycloserelationshipwiththegovernmenthandledtheincidentbetter.Theseconditionsofforeignexpressdeliverycompaniesintheshorttermcannotcatchup.Chineseandforeignpartiesintermsofculturalunderstandingthereisalsoacleargap,foreign-fundedenterprisesontheconceptofWesternculture,theconceptofblendtheseingredients,aswellasthelanguagebarrierisalsonotoneortwoyearstosolvetheproblem,sothelocalizationofforeign-fundedenterpriseswillbeveryslow,andtheChineseexpressindustrytothelocalcustomerstoenjoyatraditionalreputation,abletograsptheprimarymarket.DisadvantageWeakness①expressquitecompetitivebusinesstoosmall,little.China'sdomesticexpressdeliverycompanyEMSboss'smarketsharecontinuestodecline,decliningcompetitiveness,privatecouriercompaniesbecauseofinstitutional,technical,personnelandotherfactors,isnotyetcomeintovogue②Themanagementofinstitutionalissues.EMSoperationsasaresultofmanyyearsofmonopolyofinstitutionaldefects,andasaresultofoperatingsystemconceptsandthewaybusinessislaggingbehind,thecompetitivenessofdiminishing.Privateexpressdeliverycompaniesbecausetheindustryisrelativelylowbarrierstoentry,management,variesgreatly,thewholesystemwasveryincomplete③Competitioninthedomesticexpressdeliverymarket,astateofdisorder.Intensecompetition,andmarketdisorder,themainmarketregulationisnotclear④Informationprocessingtechnology.Localcouriercompaniesintheglobalcargotrackingsystem,onlineautogoods,suchasdynamicquerysystem,thekeyinformationmanagementsystems,serviceandefficiencyarefarbehindtheirforeigncounterparts⑤Thequalityofmanagementpersonnel.Atpresent,thelackoflogisticspersonnel,especiallyhigh-qualitytalentishardtofind,newexpressserviceaswell.TheopportunityOpportunity①GDPgrowthrateofthelevelofdevelopmentandhasremainedatahighlevel,thedevelopmentofChina'sexpressdeliveryindustry,providingaverygoodexternalenvironment.In2001and2004,thewhole,GDPgrowthof1%,expressdeliverymarketgrowthof3%.2006to2010,China'sGDPgrowthratewillremainabove8%,accordingtopreliminaryestimatesoftheMinistryofCommerceTaskForce,expressdeliverymarket,thepaceofdevelopmentshouldbemorethan25%.②thegrowthofimportsandexportsfortheexpressdeliveryindustry,openedupabiggermarketshare.Expressdeliverymarketgrowthandforeigntradegrowthinthesizeofalinearpositivecorrelation.AccordingtotheMinistryofCommercetaskforceestimates,2006and2010,China'sexpressdeliverymarketgrowthrateshouldbeabove30%③Theexpresslogisticsmarketgrowthasthegrowthofthesizeofthegrowth.Accordingtostatistics,in2004,China'stotalamountofthewholesocietyLogistics38.4trillionyuan,anincreaseof29.9%overthepreviousyear.Expressthegrowthrateofmarketgrowthrateslightlyhigherthanthelogistics.Turnoverfromgoodsperspective,in1995and2004,theNationalCargoturnovergrowthrateof7.6%,ofwhichrailfreightturnoverincreasedby4.4%,roadfreightturnoverincreasedby5.9%,whilethecivilaviationcargoturnoverincreasedby13.9%Accordingly,theMinistryofCommercetaskforceestimates,2006and2010,China'sexpressdeliverymarketgrowthrateshouldbe25%④InformationtechnologydevelopmentinparticularthedevelopmentoftheInternettopromotethedevelopmentofadeliverydevice.Inrecentyears,thepopularityoftheInternetandtherapidgrowthoftheonlinepopulation,sothattherapiddevelopmentofe-commerce,andthecourierbusinesstobecomeanimportantcomponentofe-commerce,e-commercethemainwaytoachievethephysicaldistribution.In1995and2004,thelogisticsgrowthrateof29.9%;in2001and2004,China'stelecombusinessvolumegrowthwas31.1%,thenumberofinternetusersgrowthrateof40.8%.Accordingly,theMinistryofCommerceResearchgroupestimatesthefuture,courierande-commerce-relatedbusinesseswillhaveafasterdevelopment⑤TheimprovementoftransportconditionsforChina'sdomesticexpressnetworkweavingindustry,providesthemostbasicconditions,inparticularthedevelopmentofaviationandhighways.1990to2004,thenationalrailwaymileageofthegrowthrateof1.8%;highwaymileageofthegrowthrateof4.4%,withgrowthrateofhighwaymileageof35.2%;CivilAviationRoutesgrowthrateof10.5%,consumergrowthrateofcarownership23.7%.WiththeimprovementoftheoveralllevelofChina'sservice,expressdeliveryindustry,capital,technology,managementandpersonnelandsowillbebasicallymetAthreatthreat①Firstisthecompetitionfromforeignexpressdeliverycompanies,DHL,FEDEX,TNT,andups.Theseforeign-ownedexpressdeliverygiantswithabundantcapitalandrichexperience,advancedtechnologyandtalentedpeopletoentertheChineseexpressdeliverymarket,tolosegroundtogiveaseriousthreattothelocalcouriercompanies②Theregulatoryissues.Expresspoliciesandregulationstowardsunknown,corporatemarketenvironmentofuncertainty.Expresscorporatedecision-makingandoperationstoalargeextentbytheimpactofchangesinthepolicyenvironment,butwiththeexpressindustryinthecurrentpolicyenvironmentisuncertain,theindustryisstillinthepositionofuncertainty,whichhasbecomeanon-postalexpressdeliverycompaniesforfurtherdevelopmentthebiggestconfusion③Thereisnounifiedmarketregulatorybody,expressdeliverymarketpoliciesandregulationsarenotsound,bullmanagement,leadingtoexpressthenormalorderofthemarkethasnotbeenformed.Withtheincreaseofthosewhoenteredatdifferentlevels,expresssharpincreaseincorporatesectormorecompetitive,isbeginningtoshowthestatedisorderlycompetition④InternationalExpressisthesoftunderbellyofChina'sdomesticexpressdeliveryindustry.In2000and2004,theAssociationofAsiaPacificExpressbelongstothefourmajorinternationalexpresscompaniesoperatingintheChinesemarketaveragegrowthrateofnearly50%,whiletheChinaPost'slocalcourierservicecompany-ownedaverageannualgrowthrateoflessthan15%.Atpresent,China'sinternationalexpressdeliverymarketshare,nearly80%oftheinternationalexpressmarketshare,whileDHL,FEDEX,TNT,andupsfourcompaniesaccountforthesemarkets4/53Conclusionsandrecommendations-SWOTanalysisresultsaregivenforthecorrespondingstrategySWOTanalysisresultsshowthatChina'sdomesticexpressdeliverycompaniesinthedomesticexpressdeliverymarket,basicallyabletograsptheinitiative,butintheinternationalexpressmarketandtherelativelylargegapbetweentheforeignexpressdeliverycompanies;alsopointedoutthatChina'sEconomicandsocialdevelopmentforthecourierindustryhashugemarketpotential,However,onlyexpressindustryincomplyingwiththeinevitablelawofdevelopmentoffaircompetitionandorderlycompetitivemarketenvironment,inordertoexpressthehealthydevelopmentoftheindustryandestablishafull-featuredcouriercompanies,andonlythiswaycanweexpressindustryofChina'sWTOadmissiontheopportunitytochangetorevitalizethenationalexpressdeliveryindustry,therealopportunitytopromotethehealthydevelopmentofChina'seconomyChina'sdomesticexpressdeliverycompaniesshouldcontinuetoplaystrengths,developeffectivestrategiestocombatcompetition.IntheDecember11,2005thelogisticscourierindustryfullyopened,theChineseinternationalexpressmarketshareof80%wasalreadyoccupiedbythefourmajorinternationalexpressdeliverygiants.Withtheshacklesofforeigngiantsfurtherawayfromthepolicy,China'sdomesticexpressdeliverymarketwillalsobeanewfocusofforeigncompetition.Inthiscase,thestate-ownedexpressdeliverycompaniesshouldspeedupthepaceofreform,deepenreformtoenableittogetridoftheheavyshackles,freerapiddevelopment;privateexpressdeliverycompaniesandalsofromtheinfrastructure,technology,andhumanresourcescontinuetogrowthemselvesandenhancetheirInformationSystemsinvestment,andenhancetheirowncompetitiveness,.譯文中國的國內(nèi)快遞業(yè)發(fā)展戰(zhàn)略分析資料來源:研究所網(wǎng)站作者:崴樂瑞[摘要]本文介紹了中國國內(nèi)快遞行業(yè)發(fā)展現(xiàn)狀,然后使用SWOT分析方法,分析中國國內(nèi)快遞市場現(xiàn)狀和該行業(yè)的競爭優(yōu)勢和劣勢,并給出了相應(yīng)的對策和建議,希望促進中國的國內(nèi)快遞行業(yè)健康快速發(fā)展。[關(guān)鍵詞]本地快遞行業(yè);SWOT分析策略快遞業(yè)是起源于20世紀60年代的一個新的行業(yè),它是以商業(yè)文件、小包裹為主要目標的運送快速、安全、高效、門到門實時系統(tǒng)為特征的建立起的一套傳統(tǒng)的設(shè)置不同的操作模式的郵政系統(tǒng)。經(jīng)過30多年的快速發(fā)展,快遞成為世界上經(jīng)濟增長最快的行業(yè)。在美國服務(wù)行業(yè)聯(lián)盟預(yù)計,未來三年內(nèi),中國的快遞產(chǎn)業(yè)市場將至少以33%的增速作為世界上發(fā)展最快的地區(qū),中國的工業(yè)產(chǎn)業(yè)結(jié)構(gòu)調(diào)整過程中快遞業(yè)起著重要作用,因此研究中國國內(nèi)快遞行業(yè)競爭格局的發(fā)展和其周圍地區(qū)的優(yōu)勢、劣勢分析是必要的。(1)中國的國內(nèi)快遞業(yè)現(xiàn)狀自1979年以來,在中國快遞業(yè)已經(jīng)走過了27年,從快遞公司大約2萬的規(guī)模、三大市場細分的基本形成,即國際快遞、國內(nèi)速遞及通程營地以外交貨。27年來,中國的快遞業(yè),從小到大不斷發(fā)展,現(xiàn)已初具規(guī)模。但是,在使用先進技術(shù)和管理方面與外資快遞巨頭比較還存在許多問題,中國的國內(nèi)快遞業(yè)應(yīng)該清醒地認識自己的長處和弱點,不斷發(fā)展和壯大自己,有足夠的能力與外資快遞快遞行業(yè)抗衡,也必須準備好進入國際市場。運行狀態(tài)。目前,中國的快遞行業(yè)市場由兩部分組成:第一,國內(nèi)快遞市場,控制中國40%份額的郵政部門,其余的由私人和港資快遞公司控制,業(yè)務(wù)規(guī)模以港資公司中的順豐快遞最大。民營企業(yè),如好運、申通、宅急送等集團,擁有良好交貨都對大中型企業(yè)產(chǎn)生影響并已茁壯成長,但數(shù)量很少。民營快遞企業(yè)大多數(shù)都表現(xiàn)出小、散、弱等;對區(qū)域快遞服務(wù)為導向上的相互信任和合作協(xié)調(diào)度較差。第二,國際上的快遞市場被敦豪快遞公司(DHL)、聯(lián)邦快遞(聯(lián)邦快遞)、梯恩梯(TNT炸藥)和UPS(聯(lián)合包裹運送服務(wù)公司)和其他大型服務(wù)供應(yīng)商控制。雖然中國郵政EMS控制了國際快遞市場的一小部分,但對民營快遞公司以間接方式進入DHL國際快遞、聯(lián)邦快遞、TNT和UPS的四個主要在國外銷售網(wǎng)絡(luò),實際上仍然依賴四個主要的網(wǎng)絡(luò)渠道。管理狀況。除郵政和好運、申通、宅急送此外,民營快遞機構(gòu)使用網(wǎng)絡(luò)或直接銷售代理混合網(wǎng)絡(luò)系統(tǒng),網(wǎng)絡(luò)的中央管理普遍較為松散,很難為客戶提供均勻的服務(wù),甚至網(wǎng)絡(luò)經(jīng)常崩潰;在財務(wù)結(jié)算,包括郵政遞送系統(tǒng)落后,商業(yè)信用信息系統(tǒng)低下,往往不能達到主要領(lǐng)域的到付運費的服務(wù),使企業(yè)發(fā)展受到限制;在人員素質(zhì),因為國內(nèi)快遞行業(yè)進入門檻低,企