基于平衡計(jì)分卡的A酒店績效管理體系的研究
發(fā)布時(shí)間：2018-09-13 10:29
【摘要】： A酒店曾被譽(yù)為湖北江漢平原上“會(huì)議之都”,但由于該酒店市場定位隨總經(jīng)理的更換而經(jīng)常變更,內(nèi)部績效管理體系極不健全,出現(xiàn)大量的酒店經(jīng)營區(qū)域資產(chǎn)閑置,餐飲市場不斷萎縮,客房入住率遠(yuǎn)低于市場平均水平,經(jīng)營毛利不斷滑坡,經(jīng)營形勢嚴(yán)峻。作者通過閱讀大量的關(guān)于績效管理的文獻(xiàn)資料,明確了平衡計(jì)分卡的內(nèi)涵及其實(shí)施步驟,提煉出基于戰(zhàn)略的酒店績效管理體系框架。作者試圖通過對A酒店績效管理體系的研究,引導(dǎo)該酒店充分利用自身優(yōu)勢,強(qiáng)化規(guī)范化管理,為A酒店建立基于戰(zhàn)略的績效管理體系。同時(shí),也為中國本土酒店業(yè)的健康發(fā)展提出意見和建議。 一方面,作者深入調(diào)查A酒店以及對國內(nèi)酒店管理專家的訪談,以了解本土酒店的績效管理現(xiàn)狀,另一方面,通過案例收集了解國際品牌酒店的績效管理水平階段。進(jìn)行本土酒店與國際品牌酒店績效管理現(xiàn)狀的對比,得出本土酒店績效管理水平的八大差距。 作者采納SWOT分析法及成功因素分析法的思維,對A酒店的戰(zhàn)略進(jìn)行了梳理,明確了A酒店應(yīng)采取的戰(zhàn)略,研究得出“做會(huì)議會(huì)展專家與娛樂休閑中心”的差異化競爭戰(zhàn)略的結(jié)論,繪制出了A酒店的戰(zhàn)略地圖,并在此基礎(chǔ)上開發(fā)出了讓A酒店戰(zhàn)略落地實(shí)施的績效管理工具—平衡計(jì)分卡。同時(shí)提出A酒店實(shí)施基于平衡計(jì)分卡的績效管理體系的實(shí)施步驟與保障條件。 隨著我國酒店業(yè)更進(jìn)一步融入世界經(jīng)濟(jì)一體化的浪潮之中,經(jīng)濟(jì)型酒店的異軍突起,國際連鎖品牌酒店的市場占有率不斷提高,中國本土酒店將面臨越來越復(fù)雜的競爭環(huán)境和強(qiáng)悍的競爭對手。本文的研究的樣本雖然只是一家單體酒店的績效管理體系,但由于中國本土酒店絕大多數(shù)酒店是單體酒店,所以本論文得出的一些通用性的結(jié)論對中國本土單體酒店提升績效管理水平,提升市場競爭能力會(huì)起到一定的借鑒作用。
[Abstract]:Hotel A was once known as the "conference capital" in Jianghan Plain of Hubei Province, but as the market position of the hotel changed frequently with the change of the general manager, the internal performance management system was extremely imperfect, and a large number of hotel regional assets were idle. The catering market is shrinking, the occupancy rate of guest rooms is far below the market average, gross operating profit is declining, and the operating situation is grim. By reading a lot of literature on performance management, the author clarifies the connotation of balanced Scorecard and its implementation steps, and abstracts the framework of hotel performance management system based on strategy. By studying the performance management system of hotel A, the author tries to guide the hotel to make full use of its own advantages, strengthen the standardized management, and establish a performance management system based on strategy for hotel A. At the same time, also for the healthy development of China's local hotel industry advice and suggestions. On the one hand, the author makes a thorough investigation of hotel A and interviews with domestic hotel management experts in order to understand the performance management status of local hotels, on the other hand, through the case collection to understand the international brand hotel performance management level. By comparing the performance management between local hotels and international brand hotels, eight major gaps in the performance management level of local hotels are obtained. The author adopts the thinking of SWOT analysis and success factor analysis, combs the strategy of hotel A, and clarifies the strategy that hotel A should adopt. The paper draws the conclusion of the differentiated competition strategy of "meeting, meeting and meeting experts and Entertainment and Leisure Center", and draws out the strategic map of A Hotel. On this basis, a performance management tool, balanced Scorecard, is developed to implement A hotel strategy. At the same time, the implementation steps and guarantee conditions of A hotel performance management system based on balanced scorecard are put forward. With the further integration of the hotel industry in China into the tide of the world economic integration, the market share of the international chain brand hotels has been increasing. Chinese local hotels will face more and more complex competitive environment and tough competitors. Although the sample of this study is only a performance management system of a single hotel, the vast majority of local hotels in China are single hotels. Therefore, this paper draws some general conclusions to improve the performance management level of Chinese local single hotel, enhance the competitiveness of the market will play a certain role in reference.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2009
【分類號(hào)】：F272;F719
本文編號(hào)：2240917
[Abstract]:Hotel A was once known as the "conference capital" in Jianghan Plain of Hubei Province, but as the market position of the hotel changed frequently with the change of the general manager, the internal performance management system was extremely imperfect, and a large number of hotel regional assets were idle. The catering market is shrinking, the occupancy rate of guest rooms is far below the market average, gross operating profit is declining, and the operating situation is grim. By reading a lot of literature on performance management, the author clarifies the connotation of balanced Scorecard and its implementation steps, and abstracts the framework of hotel performance management system based on strategy. By studying the performance management system of hotel A, the author tries to guide the hotel to make full use of its own advantages, strengthen the standardized management, and establish a performance management system based on strategy for hotel A. At the same time, also for the healthy development of China's local hotel industry advice and suggestions. On the one hand, the author makes a thorough investigation of hotel A and interviews with domestic hotel management experts in order to understand the performance management status of local hotels, on the other hand, through the case collection to understand the international brand hotel performance management level. By comparing the performance management between local hotels and international brand hotels, eight major gaps in the performance management level of local hotels are obtained. The author adopts the thinking of SWOT analysis and success factor analysis, combs the strategy of hotel A, and clarifies the strategy that hotel A should adopt. The paper draws the conclusion of the differentiated competition strategy of "meeting, meeting and meeting experts and Entertainment and Leisure Center", and draws out the strategic map of A Hotel. On this basis, a performance management tool, balanced Scorecard, is developed to implement A hotel strategy. At the same time, the implementation steps and guarantee conditions of A hotel performance management system based on balanced scorecard are put forward. With the further integration of the hotel industry in China into the tide of the world economic integration, the market share of the international chain brand hotels has been increasing. Chinese local hotels will face more and more complex competitive environment and tough competitors. Although the sample of this study is only a performance management system of a single hotel, the vast majority of local hotels in China are single hotels. Therefore, this paper draws some general conclusions to improve the performance management level of Chinese local single hotel, enhance the competitiveness of the market will play a certain role in reference.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2009
【分類號(hào)】：F272;F719
【引證文獻(xiàn)】
相關(guān)期刊論文 前1條
1 紀(jì)國明;;單體酒店經(jīng)營對策探析[J];現(xiàn)代商貿(mào)工業(yè);2012年19期
相關(guān)碩士學(xué)位論文 前3條
1 梁海蘭;中國三星級飯店經(jīng)營績效研究[D];西南大學(xué);2011年
2 閆雨田;PE模式公司構(gòu)建及監(jiān)管策略研究[D];燕山大學(xué);2011年
3 傅婧圓;連鎖經(jīng)濟(jì)型酒店績效評價(jià)研究[D];廣東工業(yè)大學(xué);2012年
，本文編號(hào)：2240917
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