A Study Of Differentiated Competition Strategy Of Post

The decision of organization reform made by the state in March 1998, broke up the monopolized operation of China post and set up the Ministry of Information Industry and the State Post Bureau based on different technological foundation and network post and telecommunication share. The State Post Bureau was endowed with function of managing both national postal sectors and postal enterprises as well. 2002 witnessed the first year for China Post to enhance and expand its success after "turning losses into profits within three years", and reached a profit of 120 million yuan. After the reform, China post changed from deficit to profit, but it is still facing many problems, such as poorly-equipped machine, technological obsolescence, staffing in organization and inflexibility in management As part of infrastructure of the state, China post is an administration organization as well as a public enterprise. There are many ways to study the development of China post. China's entry into WTO has brought fierce market competition to post operation and urged China post to work out proper competition strategy to bring new force into the service, technology and management , thus achieve the virtuous circle and sustainable development of post.This dissertation gives a thorough analysis to the actuality, circumstances, advantages and disadvantages of post and the opportunities and the menace post faces. The introduction of Detrand Paradox, Hotelling Model, and the research results of an American, Olav.Sorenson, helps to analyze the implementation of differentiation strategy of American Post and the achievement it got and leads to the conclusion that differentiated strategy can bring profits to post. This dissertation proposes differentiation strategy for China post and discusses ways of applying this strategy by introducing many aspects of it, such as the source of differentiation, procedure differentiation, brand differentiation, service differentiation, product differentiation, marketing differentiation, price differentiation, technological differentiation, financial management differentiation, personnel differentiation and corporate culture differentiation. Meanwhile, an in-depth study into the advantages and risk aversion of implementation of differentiation strategy in the post finance and EMS, two major service sectors of post operation is done. Based on the results of the study, this dissertation presents three original opinions. First, the organization and implementation of "sub-brand" strategy of Post. Second, the post operation management and conformity criteria. Third, post finance management analysis system.