中小国际物流企业的竞争战略探析

后经济危机时代,我国外贸的强劲反弹带动国际物流市场加快复苏。资源相对较为匮乏的中小国际物流企业应紧抓新的发展机遇,在对国际物流行业现有企业、潜在竞争对手、替代品、供应商和客户五种竞争力量分析的基础上,结合自身的优势和劣势,选择专一化战略,做精做专核心业务,实行标准化操作流程;实施差异化战略,追求创新的、差别化的服务;构建虚拟物流企业联盟,在不增加资产投入的情况下获得适度的规模优势和提供综合物流服务的能力。

In the post -economic crisis era, strong rebounding of our country＇s foreign trade has accelerated the recovery of international logistics. International small and medium -sized logistic enterprises with relative scanty resources should make use of new development opportunities, and on the basis on analysis on five competition powers of the existing companies, potential competitors, substitutes, suppliers, and customers, and combined with their own advantages and disadvantaged, choose focus strategy to concentrate core businesses and carry out standardized operation process, implement differentiation strategy to pursue innovative different service, build dummy logistic company alliance to obtain moderate scale advantages and provide the capability of comprehensive logistic service without additional asset investment.