扶搖直上—日本航空業之經營與發展策略分析: 以日本全日空航空為例

Abstract

日本航空業在第二次世界大戰結束以後開始蓬勃發展，藉著乘客與貨物的運送，成為日本與外國相互連接的架橋，ANA身為日本航空業的領頭羊，自開始營運以來便不斷擴張航點，並且克服對自己不利的產業關鍵因素。然而近年由於受到疫情、減少碳排放等因素的影響，ANA的營收受到衝擊。本論文想要對於ANA在航空業當中所遇到不利於自己的因素以及未來趨勢當中潛在的威脅進行探討，作為提供ANA未來制定成長策略的基礎。

本論文採用的是個案分析法，先從航空業整體進行市場分析，了解航空業在客運和貨運上，各家航空公司的市占率整體目前的市場，以及未來的成長潛力，還有ANA目前在航空客運以及貨運市場上主要競爭對手。接下來，會透過五力分析去了解航空業的產業關鍵因素，並且透過策略系統活動圖的繪製，來了解公司內部具有那些能力足以面對不利於自己的產業關鍵因素。另外，透過BCG矩陣分析，了解ANA集團旗下各事業體的市占率與成長率，最後對於ANA集團整體以及各個事業別提出因應未來產業趨勢的策略。

ANA目前主要經營的事業為客運和貨物，兩個事業都面對供應商議價能力強、服務本身同質性高、不可抗力因素使航班無法營運等問題。本論文根據ANA本身的內部資源以及未來的產業趨勢提出以下建議與結論。ANA應該藉由其品牌形象維持高水準服務，和對手之間做出差異化，並且加強所屬航空聯盟的合作，同時也應多角化經營或是投資其他事業分散經營風險，藉由異業合作推出聯名商品，擴大目前的營運事業種類，讓品牌能夠融入消費者的日常生活，提升品牌知名度，找到新的品牌定位。

Japan's aviation industry began to flourish after the end of World War II. Through the transportation of passengers and cargo, it became a bridge connecting Japan and foreign countries. It has now become an indispensable part for Japanese people to travel or do business abroad. As a leader in Japan's aviation industry, ANA has continued to expand its destinations and upgrade its own capabilities to overcome key industry factors that are unfavorable to itself.

However, in recent years, due to the impact of the epidemic, request of carbon emissions reduction and other factors, ANA's revenue has been impacted. However, in recent years, due to the impact of the epidemic, reduction of carbon emissions and other factors, ANA's revenue has been impacted. This paper wants to discuss the weaknesses that ANA has encountered in the aviation industry that are not conducive to itself and the potential threats in future trends to formulate future growth strategies.

This paper conducts analysis by case analysis method. We first conduct a market analysis from the whole aviation industry to understand the market share of each aviation company in the passenger and cargo transportation business, and future growth potential power for both business fields and also current main competitors of ANA. Next, we will use five forces analysis to understand the key industry factors of aviation industry, and to understand what capabilities the company must face to overcome unconducive key industry factors. In addition, BCG matrix analysis will be conducted to understand the market share and growth rate of each business unit of ANA Group. Finally, strategies for the whole ANA Group and each business unit will be proposed to respond to future industry trends. This paper hopes to help ANA Group develop competitive advantages promising enable and stable development in the future. In addition, BCG matrix analysis will be conducted to understand the market share and growth rate of each business unit of ANA Group. Finally, we will propose strategies for the whole ANA Group and for each business unit of ANA to make ANA able to react to future industry trends.

Through further research, it can be learned that ANA's current main business operations are passenger transportation and cargo transportation. Both business fields need to face problems such as strong bargaining power of suppliers, high homogeneity of services, and force majeure factors that prevent flights from operating. This paper gives the following suggestions and conclusions based on ANA's own internal resources and future industry trends. ANA should maintain high quality services through its brand image, differentiate itself from its competitors, and strengthen cooperation with its airline alliances. At the same time, it should also diversify its operations or invest in other business fields to diversify business risk and launch cross-industry cooperation. Co-branded products expand the current business categories, allowing the brand to integrate into consumers' daily lives, enhance brand awareness and find new brand positioning. ANA should launch co-branded products through cross-industry cooperation to expand the range of current operating businesses. By doing so ANA can make its brand integrate into consumers' daily lives more closely and find new brand positioning.