现阶段，快递业正日益成为我国第三产业中的支柱性欧亿·体育（中国）有限公司，对国民经济的 发展起着重要的推动作用。我国快递业得到蓬勃发展的态势主要是由于网络、 物流、信息技术的不断发展，该欧亿·体育（中国）有限公司的市场机制不断完善，但是市场竞争却日 趋激烈。圆通速递股份有限公司迅速占据市场，然而自身顶层设计、战略、竞 争、发展思路的局限严重阻碍了企业的发展。不仅如此，国有快递企业的快速 发展、国际快递巨头的强势入驻都给圆通速递的发展带来巨大挑战。当前，对 于圆通速递公司来说，如何应对外部的机遇和威胁、如何选择发展战略、如何 提升核心竞争力等都成为极为关键的问题。 本文首先对圆通速递公司的资源和核心能力进行分析，该公司有设计较为 全面的组织机构、绿色的流程管理、良好的经营状况、自营和加盟相结合的运 营模式，还有不断优化的设施设备。而且在核心业务方面紧抓每个环节，让自 身的核心竞争力凸显出来。在此基础上，本文借助内部因素评价矩阵，将圆通 速递公司的优劣势进行了详细分析，结果表明，与欧亿·体育（中国）有限公司平均水平相比，其评分 较高，可见公司应继续发挥内部优势，改进服务质量，提升服务水平和竞争力。 接着文章考察了圆通速递的宏观和欧亿·体育（中国）有限公司环境，发现互联网和电子商务给快 递业创造了巨大的需求，服务技术也不断更新，欧亿·体育（中国）有限公司业务量呈持续增加态势， 但欧亿·体育（中国）有限公司竞争日趋激烈。利用外部因素评价矩阵的定量分析表明，圆通速递能够 对外部的机会和威胁做出及时反应，未来宜着力利用好外部机会，避开不利威 胁，实现突破。进一步运用 SWOT 矩阵分析圆通快递的四种备选战略，得出其 选择为优势-机会组合战略（SO战略）。这进一步验证了其抓住外部机遇、发挥 核心竞争力优势的发展思路。 最后，文章提出以成本领先战略稳定低端市场、以高质量有特色服务开拓 中高端市场、从点上突破向亚洲国家拓展海外市场的竞争战略；以及借助产品- 市场战略扩大公司规模、积累资金向电子商务领域发展、最后在一体化运营中 实现综合竞争力提升的多角化、规模化、一体化发展战略。 关键词：圆通速递 竞争战略 发展战略 综合评价 II Abstract Playing the role of the backbone in the tertiary industry in our country, express industry has made a huge contribution to national economy. Owing to the development of network, logistics and information technology, express industry in our country is showing a booming trend with its market mechanism improved while facing increasingly fierce market competition. YTO Express Co., Ltd. rapidly occupies the market, but the limitations of its top-level design, strategy, competition and development ideas seriously hinder the development of the enterprise. Furthermore, the rapid development of state-owned express enterprises and the strong entry of international express giants have greatly threatened the development of YTO Express. Therefore, under the circumstances of coexistence of opportunities and threats, how to survive the competition via strategic choices and further enhance its core competitiveness becomes a challenge facing YTO Express. This article firstly analyzes the resources and core abilities of YTO Express. Well equipped with improving facilities, the company has all-round organizations and green process management. Combining the self-run and franchising policies, the company has been in good running condition. And in the aspect of core business, it pays close attention to every link to highlight its core competitiveness. Based on the analysis, the article sets forth the advantages and disadvantages of the company, and establish the internal factor evaluation matrix, through which we find that the company performs better than the average ones in this industry. It’s concluded that the company should continue to draw on its internal advantages, improve the service quality, and strengthen its competitiveness. Then the article investigates the macro and industry environment of express and finds that the Internet and e-commerce have created a huge demand for express industry. With service and technology updated, trade volume is growing against the background of increasingly fierce competition in the industry. Use of external factor evaluation matrix quantitative analysis shows that the YTO Express is able to quickly III respond to external opportunities and threats. It’s suggested that it should strive to make good use of external opportunities and avoid unfavorable threats to make a breakthrough. The SWOT matrix is used to analyze the four alternative strategies of YTO Express, leading to the conclusion that its choice is the advantage - opportunity combination strategy (SO strategy). This further verifies its development idea of seizing external opportunities and giving full play to the advantages of core competitiveness. Finally, the paper puts forward the competitive strategy of stabilizing the low-end market with cost leading strategy, exploring the middle and high-end market with high-quality and featured services, and expanding overseas markets to Asian countries from point to point. And by adopting a product - market strategy to expand the company scale, and by accumulating capital to develop e-commerce, the comprehensive competitiveness will be greatly enhanced in the integrated operation. Key Words: YTO Express; Competitive strategy, development strategy, comprehensive evaluation V 目 录 摘要 ............................................................. I Abstract .......................................................... II 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 ...................................................................................................... 1 1.2 国内外研究现状及评述 .......................................... 2 1.2.1国外研究现状 ............................................................................................... 2 1.2.2 国内研究现状 .............................................................................................. 3 1.3 研究的内容和方法 .............................................. 5 1.3.1 研究内容 ...................................................................................................... 5 1.3.2 研究方法 ...................................................................................................... 6 1.4 创新点与不足 .................................................. 6 第2章 快递欧亿·体育（中国）有限公司相关概念及竞争和发展理论 ............................ 7 2.1 快递的内涵特点及经营模式 ...................................... 7 2.1.1 快递的含义 .................................................................................................. 7 2.1.2 快递的特点 .................................................................................................. 7 2.1.3 快递公司经营模式 ...................................................................................... 8 2.2 快递欧亿·体育（中国）有限公司发展及竞争的相关理论 .................................. 9 2.2.1 物流管理流程优化理论 .............................................................................. 9 2.2.2 竞争战略理论 ............................................................................................ 11 第3章 圆通速递公司及其资源和能力分析 ............................. 13 3.1 圆通速递公司概况 ............................................. 13 3.2 公司的资源分析 ............................................... 14 3.2.1 组织与流程资源 ........................................................................................ 14 3.2.3 公司的经营状况 ........................................................................................ 17 3.2.4 设施设备状况 ............................................................................................ 18 3.3 公司的核心能力分析 ........................................... 18 VI 3.3.1 核心业务分析 ............................................................................................ 18 3.3.2 核心能力分析 ............................................................................................ 19 3.4 公司资源和能力的综合评价 ..................................... 20 3.4.1 内部因素评估矩阵法 ................................................................................ 20 3.4.2 公司资源和能力的综合分析 .......