直营与加盟模式下快递企业差异化战略比较研究
--以顺丰速运与“通达系”为例
陈静希
(珠海科技学院学院，广东珠海519087)
[摘要]在快递行业高质量发展转型背景下，本文以顺丰控股(直营)与“通达系"(加盟)为对象，运用案例研究与比较分析法，结合波特五力模型和交易成本理论，探究两种模式下快递企业的差异化战略及竞争力。研究发现:直营与加盟模式决定了不同成本结构与竞争逻辑，顺丰单票成本约18.5元(顺丰控股2024年年度报告，2024),通达系仅1.83-2.3元(中金公司研究报告及信达证券研报统计,2024);顺丰从产品、服务、品牌、技术四个维度构建差异化壁垒，但面临成本攀升、价格战等挑战，应对策略包括科技降本、服务升级与模式创新。研究表明，顺丰差异化战略需持续技术创新与服务升级方可维持，通达系正通过数字化转型提升服务品质，推动行业从“以价换量”转向“以质取胜”。
[关键词]直营模式;加盟模式;差异化战略;顺丰速运;通达系
A Comparative Study on Differentiation Strategies of Express
Delivery Enterprises under Direct-operated and Franchise Models: A
Case Study of SF Express and the "Tongda" Companies
CHEN Jingxi
[Abstract] Against the hackdrop of the express industry shifing from scale expansion to high qualitydevelopment, this paper compares differentiation strategies under direct operated (SF Holding) and franchise(Tongda System) models. Using case study and comparative analysis methods, along with Porter's Five Forcesand Transaction Cost Theory, the study finds that the two models create distinct cost structures and competitivelogics: SFs unit cost is about RMB18.5, while Tongda's is only RMB 1.83 2.3. SF builds its differentiationharriers through product, service, brand, and technology, but faces rising costs, competition, and price wars, Itsresponse strategies include technology enabled cost reduction, service upgrading, and model innovation. SF'sdifferentiation strategy is sustainable with continuous innovation and service improvement, Meanwhile, Tongdaenterprises are enhancing service quality via digital transformation, driving the industry from price hased toquality based competition.
[Keywords] Direct Operation Model; Franchise Model; Differentiation Strategy; SF Express; Tongda System
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