AY酒店發(fā)展戰(zhàn)略研究
發(fā)布時(shí)間：2018-12-15 19:06
【摘要】：AY酒店——成都一家以音樂(lè)為主題的三星商務(wù)酒店,迄今已有近七年的經(jīng)營(yíng)歷程。近年來(lái),酒店依托地理位置的壟斷優(yōu)勢(shì),一直保持著較穩(wěn)定的發(fā)展。但由于其自身的局限性,管理薄弱、員工流動(dòng)大、營(yíng)銷(xiāo)推廣不足等方面的原因,AY并沒(méi)有效利用資源發(fā)揮出應(yīng)有的競(jìng)爭(zhēng)優(yōu)勢(shì)。同時(shí),隨著成都本土酒店數(shù)量不斷增長(zhǎng),外資酒店和國(guó)內(nèi)酒店紛紛來(lái)蓉,AY酒店開(kāi)始面臨著激烈的競(jìng)爭(zhēng)和壓力。因此,AY酒店要想實(shí)現(xiàn)持續(xù)發(fā)展,迫切需要制定一套行之有效的發(fā)展戰(zhàn)略。本文擬通過(guò)對(duì)AY酒店發(fā)展戰(zhàn)略的研究,為AY酒店發(fā)展戰(zhàn)略規(guī)劃與實(shí)施提供參考。本文分為五個(gè)部分。 第一部分,緒論,主要闡述研究背景、研究目的、意義和方法等。 第二部分,通過(guò)分析AY酒店的發(fā)展歷程、內(nèi)部資源(服務(wù)設(shè)施、組織結(jié)構(gòu)、人員、營(yíng)銷(xiāo)、財(cái)務(wù)、企業(yè)文化)狀況從而對(duì)酒店目前的經(jīng)營(yíng)現(xiàn)狀有一個(gè)全面認(rèn)識(shí),指出對(duì)酒店進(jìn)行戰(zhàn)略研究的迫切性和必要性。 第三部分,首先,分析了AY酒店的內(nèi)外環(huán)境。運(yùn)用PEST工具分析酒店的宏觀環(huán)境。運(yùn)用五力模型,對(duì)行業(yè)內(nèi)的五種力量(供應(yīng)方、買(mǎi)方、替代品、潛在進(jìn)入者、行業(yè)競(jìng)爭(zhēng)者)進(jìn)行分析。指出,餐飲、住宿、會(huì)展、旅游等相關(guān)產(chǎn)業(yè)鏈的良好發(fā)展勢(shì)頭為AY酒店帶來(lái)了難得的機(jī)遇,但是AY酒店也面臨著新建同檔次酒店的威脅；AY的主要客源市場(chǎng)是商務(wù)市場(chǎng)和高校文化市場(chǎng),優(yōu)異的地理位置使酒店的客源相對(duì)穩(wěn)定,但是酒店內(nèi)部也存在一些劣勢(shì)制約著酒店的發(fā)展。其次,在前文分析的基礎(chǔ)上,用SWOT組合對(duì)AY酒店的總體戰(zhàn)略和競(jìng)爭(zhēng)戰(zhàn)略作出選擇。指出,AY酒店作為一家中檔規(guī)模的商務(wù)酒店,結(jié)合資金、資源實(shí)力,在加強(qiáng)型戰(zhàn)略實(shí)施的基礎(chǔ)上,根據(jù)市場(chǎng)的環(huán)境變化并把握機(jī)遇,以連鎖經(jīng)營(yíng)的方式進(jìn)行穩(wěn)步的擴(kuò)張,最終建立自己的酒店管理集團(tuán)。同時(shí)AY作為音樂(lè)酒店,應(yīng)充分利用現(xiàn)有的資源和能力來(lái)塑造產(chǎn)品或服務(wù)的獨(dú)特型,以差異化戰(zhàn)略來(lái)獲得相對(duì)于競(jìng)爭(zhēng)對(duì)手的優(yōu)勢(shì)。 第四部份提出保障戰(zhàn)略實(shí)施的舉措。主要從五個(gè)方面進(jìn)行闡述,強(qiáng)化人力資源管理,調(diào)動(dòng)員工的積極性；提升營(yíng)銷(xiāo)能力,鞏固現(xiàn)有客源開(kāi)發(fā)新客源；加強(qiáng)財(cái)務(wù)管理,提升經(jīng)濟(jì)效益；創(chuàng)造出“賓至如歸”的文化氛圍,將音樂(lè)文化資源通過(guò)酒店這架機(jī)器加工生產(chǎn)出特色產(chǎn)品與服務(wù),形成難以模仿的競(jìng)爭(zhēng)優(yōu)勢(shì)；培養(yǎng)學(xué)習(xí)氛圍,促進(jìn)酒店不斷創(chuàng)新。 第五部分展望和思考,展望這些戰(zhàn)略實(shí)施后會(huì)給酒店帶來(lái)那些積極變化；思考在實(shí)施中可能會(huì)遇到的一些困難。
[Abstract]:AY Hotel, a music-themed Samsung The Business Inn in Chengdu, has been operating for nearly seven years. In recent years, hotel rely on the monopoly advantage of geographical location, has been maintaining a relatively stable development. However, due to its own limitations, weak management, large turnover of staff, insufficient marketing promotion and other reasons, AY has not effectively utilized resources to play its due competitive advantage. At the same time, as the number of local hotels in Chengdu continues to grow, foreign and domestic hotels are coming, and AY hotels are facing fierce competition and pressure. Therefore, AY hotel to achieve sustainable development, urgent need to formulate a set of effective development strategy. Through the study of AY hotel development strategy, this paper provides a reference for AY hotel development strategy planning and implementation. This paper is divided into five parts. The first part, introduction, mainly elaborates the research background, the research goal, the significance and the method and so on. The second part, through the analysis of the development course of AY hotel, internal resources (service facilities, organizational structure, personnel, marketing, finance, corporate culture) in order to have a comprehensive understanding of the hotel's current operating situation. The urgency and necessity of strategic research on hotel are pointed out. The third part, first of all, analyzes the inside and outside environment of AY hotel. Use PEST tools to analyze the macro environment of the hotel. The five forces model is used to analyze the five forces in the industry (supply side, buyer, substitute, potential entrant, industry competitor). It is pointed out that the good development momentum of catering, accommodation, exhibition, tourism and other related industrial chains has brought a rare opportunity for AY hotels, but AY hotels are also facing the threat of building new hotels of the same grade; The main customer market of AY is commercial market and university culture market. The excellent geographical position makes the hotel's guest source relatively stable, but there are some disadvantages in the hotel interior which restrict the hotel's development. Secondly, on the basis of the above analysis, we choose the overall strategy and competitive strategy of AY hotel with SWOT combination. It is pointed out that AY hotel, as a medium scale The Business Inn, combines capital and resource strength, on the basis of the implementation of the enhanced strategy, according to the changes of the market environment and seize the opportunity, and expands steadily in the way of chain operation. Finally establish their own hotel management group. At the same time, as a music hotel, AY should make full use of the existing resources and capabilities to shape the unique type of product or service, and gain the advantage over the competitors by the differentiation strategy. The fourth part puts forward the measures to guarantee the implementation of the strategy. Mainly from five aspects to elaborate, strengthen the human resources management, mobilize the enthusiasm of the staff, enhance the marketing ability, consolidate the existing source of customers to develop new sources, strengthen the financial management, enhance the economic benefits; To create a cultural atmosphere of "feeling at home", to produce characteristic products and services through the processing of musical cultural resources through the machine of the hotel, to form a competitive advantage which is difficult to imitate, to cultivate the learning atmosphere and to promote the innovation of the hotel. The fifth part looks forward to the implementation of these strategies will bring about those positive changes to the hotel; thinking about the implementation of some difficulties may be encountered.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2010
【分類號(hào)】：F719
本文編號(hào)：2381144
[Abstract]:AY Hotel, a music-themed Samsung The Business Inn in Chengdu, has been operating for nearly seven years. In recent years, hotel rely on the monopoly advantage of geographical location, has been maintaining a relatively stable development. However, due to its own limitations, weak management, large turnover of staff, insufficient marketing promotion and other reasons, AY has not effectively utilized resources to play its due competitive advantage. At the same time, as the number of local hotels in Chengdu continues to grow, foreign and domestic hotels are coming, and AY hotels are facing fierce competition and pressure. Therefore, AY hotel to achieve sustainable development, urgent need to formulate a set of effective development strategy. Through the study of AY hotel development strategy, this paper provides a reference for AY hotel development strategy planning and implementation. This paper is divided into five parts. The first part, introduction, mainly elaborates the research background, the research goal, the significance and the method and so on. The second part, through the analysis of the development course of AY hotel, internal resources (service facilities, organizational structure, personnel, marketing, finance, corporate culture) in order to have a comprehensive understanding of the hotel's current operating situation. The urgency and necessity of strategic research on hotel are pointed out. The third part, first of all, analyzes the inside and outside environment of AY hotel. Use PEST tools to analyze the macro environment of the hotel. The five forces model is used to analyze the five forces in the industry (supply side, buyer, substitute, potential entrant, industry competitor). It is pointed out that the good development momentum of catering, accommodation, exhibition, tourism and other related industrial chains has brought a rare opportunity for AY hotels, but AY hotels are also facing the threat of building new hotels of the same grade; The main customer market of AY is commercial market and university culture market. The excellent geographical position makes the hotel's guest source relatively stable, but there are some disadvantages in the hotel interior which restrict the hotel's development. Secondly, on the basis of the above analysis, we choose the overall strategy and competitive strategy of AY hotel with SWOT combination. It is pointed out that AY hotel, as a medium scale The Business Inn, combines capital and resource strength, on the basis of the implementation of the enhanced strategy, according to the changes of the market environment and seize the opportunity, and expands steadily in the way of chain operation. Finally establish their own hotel management group. At the same time, as a music hotel, AY should make full use of the existing resources and capabilities to shape the unique type of product or service, and gain the advantage over the competitors by the differentiation strategy. The fourth part puts forward the measures to guarantee the implementation of the strategy. Mainly from five aspects to elaborate, strengthen the human resources management, mobilize the enthusiasm of the staff, enhance the marketing ability, consolidate the existing source of customers to develop new sources, strengthen the financial management, enhance the economic benefits; To create a cultural atmosphere of "feeling at home", to produce characteristic products and services through the processing of musical cultural resources through the machine of the hotel, to form a competitive advantage which is difficult to imitate, to cultivate the learning atmosphere and to promote the innovation of the hotel. The fifth part looks forward to the implementation of these strategies will bring about those positive changes to the hotel; thinking about the implementation of some difficulties may be encountered.
【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2010
【分類號(hào)】：F719
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