| ACKNOWLEDGEMENTS | 第4-5页 |
| ABSTRACT | 第5页 |
| 摘要 | 第6-15页 |
| Chapter 1 Introduction | 第15-22页 |
| 1.1 Research Background | 第16-17页 |
| 1.2 Research Significance | 第17-18页 |
| 1.3 Research Objective | 第18页 |
| 1.4 Research Methods | 第18-19页 |
| 1.4.1 Documentary Analysis | 第18-19页 |
| 1.4.2 Investigation and Study | 第19页 |
| 1.4.3 Case Study | 第19页 |
| 1.4.4 Method of Comparative Analysis | 第19页 |
| 1.5 Research Technological Route | 第19-20页 |
| 1.6 Main Framework of the Research | 第20-21页 |
| 1.7 Innovation and Deficiency | 第21-22页 |
| Chapter 2 Literature Overview | 第22-30页 |
| 2.1 Literature Review | 第22-28页 |
| 2.1.1 Business Model | 第22-24页 |
| 2.1.2 Platform Business Model | 第24-25页 |
| 2.1.3 Business Models of Air Transportation Enterprises | 第25-26页 |
| 2.1.4 Strategies | 第26-28页 |
| 2.1.4.1 Enterprise Strategy Perspective of the Design School | 第26页 |
| 2.1.4.2 Enterprise Strategy Perspective of the Positioning School | 第26-27页 |
| 2.1.4.3 Strategic Turning Point Theory | 第27页 |
| 2.1.4.4 Ultra-Competition Theory | 第27-28页 |
| 2.2 Literature Comments | 第28-30页 |
| Chapter 3 Background Research of Business Model Transformation of ChinaSouthern Airlines | 第30-45页 |
| 3.1 Profile of China Southern Airlines | 第30-31页 |
| 3.2 Analysis of China Southern Airlines’ Current Business Model | 第31-38页 |
| 3.2.1 Enterprise Positioning | 第31-32页 |
| 3.2.2 Key Resources Management Capabilities | 第32-33页 |
| 3.2.3 Business System | 第33-35页 |
| 3.2.4 Cash Flow Structure | 第35-36页 |
| 3.2.5 Profit Model | 第36-37页 |
| 3.2.6 Enterprise Value | 第37页 |
| 3.2.7 Conclusion | 第37-38页 |
| 3.3 Problems and Risks of the Current Business Model | 第38-45页 |
| 3.3.1 Serious Homogeneous Business Models with its Main Rivals | 第39页 |
| 3.3.2 Lagged Behind Construction of the E-business Platforms | 第39-41页 |
| 3.3.3 Insufficient Resource Integration Capabilities | 第41-42页 |
| 3.3.4 Imbalanced Industrial Structure | 第42-43页 |
| 3.3.5 The Relevant Resources of the Value Chain Still Have Not FormedMulti-win Mechanism | 第43-45页 |
| Chapter 4 Environment Analysis of China Southern Airlines Business ModelTransformation | 第45-53页 |
| 4.1 External Environment | 第45-48页 |
| 4.1.1 Development Opportunities | 第45-46页 |
| 4.1.2 Challenges | 第46-48页 |
| 4.2 Internal Environment | 第48-50页 |
| 4.2.1 Competitive Advantages | 第48-49页 |
| 4.2.2 Disadvantages | 第49-50页 |
| 4.3 Platform Business Model is the Best Choice for China Southern AirlinesBusiness Model Transformation | 第50-53页 |
| Chapter 5 Implications for the Transformation of China Southern Airlines’ PlatformBusiness Model | 第53-58页 |
| 5.1 Differentiated Business Model Design | 第53-54页 |
| 5.2 O2O Business Model for Transforming Traditional Industries | 第54页 |
| 5.3 Resource Aggregation with Platform Model | 第54-55页 |
| 5.4 Diversify Development Based on Platforms | 第55-56页 |
| 5.5 Win the Initiative with Platform Model | 第56-58页 |
| Chapter 6 Policy Suggestions on Transforming China Southern Airlines’ PlatformBusiness Model | 第58-66页 |
| 6.1 Build Differentiated Platform Business Model | 第58-59页 |
| 6.2 Vigorously Implement“Internet Plus” | 第59-61页 |
| 6.3 Improve the Capacity of Utilizing Key Resource | 第61-63页 |
| 6.4 Improve the Industrial Distribution | 第63-64页 |
| 6.5 Build Interactive Multi-win Mechanism in Platform Ecosystem | 第64-66页 |
| Conclusions | 第66-67页 |
| REFERENCE | 第67-69页 |
