【摘要】：AY酒店——成都一家以音樂為主題的三星商務(wù)酒店,迄今已有近七年的經(jīng)營歷程。近年來,酒店依托地理位置的壟斷優(yōu)勢,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、員工流動大、營銷推廣不足等方面的原因,AY并沒有效利用資源發(fā)揮出應(yīng)有的競爭優(yōu)勢。同時,隨著成都本土酒店數(shù)量不斷增長,外資酒店和國內(nèi)酒店紛紛來蓉,AY酒店開始面臨著激烈的競爭和壓力。因此,AY酒店要想實現(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。本文擬通過對AY酒店發(fā)展戰(zhàn)略的研究,為AY酒店發(fā)展戰(zhàn)略規(guī)劃與實施提供參考。本文分為五個部分。 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、營銷、財務(wù)、企業(yè)文化)狀況從而對酒店目前的經(jīng)營現(xiàn)狀有一個全面認識,指出對酒店進行戰(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。運用PEST工具分析酒店的宏觀環(huán)境。運用五力模型,對行業(yè)內(nèi)的五種力量(供應(yīng)方、買方、替代品、潛在進入者、行業(yè)競爭者)進行分析。指出,餐飲、住宿、會展、旅游等相關(guān)產(chǎn)業(yè)鏈的良好發(fā)展勢頭為AY酒店帶來了難得的機遇,但是AY酒店也面臨著新建同檔次酒店的威脅；AY的主要客源市場是商務(wù)市場和高校文化市場,優(yōu)異的地理位置使酒店的客源相對穩(wěn)定,但是酒店內(nèi)部也存在一些劣勢制約著酒店的發(fā)展。其次,在前文分析的基礎(chǔ)上,用SWOT組合對AY酒店的總體戰(zhàn)略和競爭戰(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、資源實力,在加強型戰(zhàn)略實施的基礎(chǔ)上,根據(jù)市場的環(huán)境變化并把握機遇,以連鎖經(jīng)營的方式進行穩(wěn)步的擴張,最終建立自己的酒店管理集團。同時AY作為音樂酒店,應(yīng)充分利用現(xiàn)有的資源和能力來塑造產(chǎn)品或服務(wù)的獨特型,以差異化戰(zhàn)略來獲得相對于競爭對手的優(yōu)勢。 第四部份提出保障戰(zhàn)略實施的舉措。主要從五個方面進行闡述,強化人力資源管理,調(diào)動員工的積極性；提升營銷能力,鞏固現(xiàn)有客源開發(fā)新客源；加強財務(wù)管理,提升經(jīng)濟效益；創(chuàng)造出“賓至如歸”的文化氛圍,將音樂文化資源通過酒店這架機器加工生產(chǎn)出特色產(chǎn)品與服務(wù),形成難以模仿的競爭優(yōu)勢；培養(yǎng)學(xué)習(xí)氛圍,促進酒店不斷創(chuàng)新。 第五部分展望和思考,展望這些戰(zhàn)略實施后會給酒店帶來那些積極變化；思考在實施中可能會遇到的一些困難。
[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】：西南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2010
【分類號】：F719

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