随着全球经济的发展变化，全球航空业的发展相当迅猛，在民航飞行网络辐射世界 的同时，也带动了各国公务航空的快速成长。 中国公务航空市场起步比较晚，当前处于市场初级发展阶段，属于新兴市场，在近 五年内国内公务航空市场发展速度相比前几年的爆发式增长又明显放缓。制约我国公务 航空市场发展的阻碍和挑战较多，特别是来自于国家政策法规层面的红利显得过少。我 国公务飞行和私人飞机属于通用航空范畴，我国通用航空种类分为甲乙丙丁四大类，而 本文提到的公务航空隶属于通用航空甲类。针对市场出现这样的问题，我国也相继提出 要加大力度培育通用航空市场，如通用航空器达到 5000 架以上、加快通用机场建设到 2020 年、建成 500 个以上通用机场、促进产业转型升、扩大低空空域开放等。从长远看， 整体市场环境仍存在有利因子，促进了公务航空市场发展，使其面临非常广阔的发展空 间。 通过调查研究国内公务航空行业的发展状况，我们发现国内公务航空企业现处于红海竞争阶段，而企业普遍存在竞争力不足、服务模式非国际化、消费理念局限、专业人才缺乏等劣势状。 本文基于服务创新理论、服务质量管理理论、服务满意理论、以及服务创新四维度 模型，通过实证研究金鹿公务航空服务创新案例，结合 SWOT 和服务创新四维度模型对金 鹿公务航空的服务创新过程进行总结和反思，重点运用“服务创新四维度”模型对金鹿 其服务创新策略进行多层次、多角度、多方位的分析。从新服务理念、新顾客界面、新 服务传递系统和新服务技术的四个维度展开金鹿的服务创新策略研究。以期通过理论的 呈现来明确金鹿处于服务创新时期的企业优劣势、机遇和挑战，并指导其他企业服务创 新自身及环境的参考维度，在此基础上客观评价出金鹿在服务创新中的成功关键因素， 同时提炼其在创新实践过程中所遇到的挑战、经验、方法，再提出改进建议。服务创新 四维度模型的四个层面关键点也在案例分析中得到理论的升华。 本文通过金鹿的服务创新案例研究，认为应对市场红海竞争的有利方式是服务创新。 因此，公务航空企业须在不断发展变化的市场中，寻求服务创新路径，完善服务质量管 理，为提供客户优质服务作为服务竞争策略，应从服务概念、客户界面、服务传递系统 和技术层面去统筹规划新的发展方向，并将政策法规、市场前景、公司管理等灵活地与 服务创新结合，开发出具体的创新策略。并且在整个创新过程中，要将服务质量与客户满意纳入考量，以求服务创新定位准确且符合预期，策略实施落地和成效的检验。而对于传统服务行业，必须转变落后的发展理念，依靠创新，企业才能保持强大的发展动力和一流的竞争力。同时，通过金鹿公务服务创新案例分析，也可以为我国公务航空企业应对市场红海，提高服务质量和竞争力的进一步发展提供理论指导和实践参考价值。

With the development and change of the global economy, the aviation industry has been developing rapidly. While the civil aviation flight network radiates around the world, it also drives the rapid growth of global business aviation. China's business aviation market, which started relatively late, is now in the primary stage of development and belongs to the emerging market. In the past five years, the growth rate has slowed down significantly. It can be seen from the internal and external environmental analysis, challenges and obstacles in the development of China's business aviation market appears more, but at the same time, our country also offered to intensify efforts to foster the general aviation market, such as the number of general aircraft will reach more than 5000, accelerate the construction of general airport in 2020, build more than 500 general airports, promote the industry transformation, and expand the opening of low-altitude airspace. In the long run, there are still favorable factors in the overall market environment, and the business aviation market is still full of prospects for development. Through the research on the development of domestic business aviation industry, we find that domestic business aviation enterprises are now in the red sea competition stage, and the enterprises generally have disadvantages such as insufficient competitiveness, non-internationalization of service mode, limited consumption concept and lack of professional talents. The best way to respond to the red sea of market competition is through service innovation. Therefore, business aviation enterprises should seek service innovation paths, improve service quality management, and formulate appropriate service competition strategies for providing customers with high-quality services. In the traditional service industry, only by optimizing the development concept accompanied by social progress and continuous innovation, can enterprises develop sustainably and enhance competitiveness. This paper is based on service innovation theory, service quality management theory, service satisfaction theory, and four dimensions of service innovation model. Summarize and rethink the service innovation process of Deer Jet through the empirical study of Deer Jet business aviation service innovation case, combined with SWOT and service innovation four-dimensional model. Utilize the "service innovation four-dimensional model" on Deer Jet service innovation strategy by multi-level, multi-angle, multi-directional analysis. This paper on service innovation strategy of Deer Jet is studied from four dimensions of new service concept, new customer interface, new service delivery system and new service technology. It is expected to present clear advantages and disadvantages, opportunities and challenges of the enterprise through the paper, and guide the reference dimension of enterprise service innovation. On this basis, evaluate the key factors for the success of Deer Jet in service innovation, and extract challenges, experience and methods it encountering in the process of innovation practice, and then put forward Suggestions for improvement. The four key points of the four-dimensional model of service innovation are also theoretically sublimated in the case study. Through the case of study of Deer Jet service innovation, it can provide theoretical guidance and practical reference value for China's business aviation enterprises to cope with the red sea market, improve service quality and competitiveness. The new development direction should be planned from the aspects of service concept, customer interface, service delivery system and technology, and the specific innovation strategy should be developed by flexibly combining policies and regulations, market prospect and company management with service innovation. And in the whole process of innovation, service quality and customer satisfaction should be taken into consideration, in order to accurately locate the service innovation and meet the expectations, implement the strategy and test the effectiveness.