發(fā)布時(shí)間：2017-07-18 01:32

  本文關(guān)鍵詞：JS酒店提高入住率的發(fā)展戰(zhàn)略研究

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【摘要】：JS酒店是韶關(guān)市仁化縣一家中型商務(wù)酒店。JS酒店曾是某國有礦山企業(yè)的后勤接待部門,隨著國企改革的深入,為適應(yīng)經(jīng)濟(jì)體制改革的需要,減輕礦山經(jīng)濟(jì)負(fù)擔(dān),該企業(yè)招待所在2000年改制為JS酒店,成為獨(dú)立核算、自負(fù)盈虧的全民所有制企業(yè),獨(dú)立承擔(dān)民事和法律責(zé)任,行政上隸屬某國有礦山企業(yè)行政處。近年來,酒店依托地理位置的優(yōu)勢及企業(yè)的扶持,一直保持著較穩(wěn)的發(fā)展。但由于其自身的局限性,管理薄弱、員工流動(dòng)大、營銷推廣不足等方面的原因,JS酒店并沒有有效利用資源發(fā)揮出應(yīng)有的競爭優(yōu)勢。同時(shí),隨著丹霞山景區(qū)申遺成功,游客增多,本土和外資的酒店數(shù)量不斷增長,JS酒店開始面臨著激烈的競爭和壓力,酒店入住率也嚴(yán)重下降。因此,JS酒店要想提高入住率,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。本文通過對JS酒店發(fā)展概況、內(nèi)外部環(huán)境及優(yōu)劣勢的分析,找出酒店入住率低的原因,然后制定出適合酒店發(fā)展的戰(zhàn)略,通過戰(zhàn)略的實(shí)施和監(jiān)控來提高酒店入住率,為酒店以后的發(fā)展提供參考。
【關(guān)鍵詞】：JS酒店 入住率 發(fā)展戰(zhàn)略
【學(xué)位授予單位】：廣東外語外貿(mào)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F274;F719.2
【目錄】：

• ACKNOWLEDGEMENTS4-5
• ABSTRACT5-6
• 摘要6-15
• ChapterⅠ Introduction15-25
• 1.1 The research background15-16
• 1.2 Research objectives and methods16
• 1.2.1 Research objectives16
• 1.2.2 Research methods16
• 1.3 Literature review16-22
• 1.3.1 Related research of strategic management16-18
• 1.3.2 The basic strategic analysis methods18-20
• 1.3.3 Theory review of business hotel development20-22
• 1.3.4 Theory review of hotel occupancy rate22
• 1.4 Thesis structure22-25
• Chapter Ⅱ Case description25-32
• 2.1 JS Hotel development situation25-31
• 2.1.1 The development history25-26
• 2.1.2 Services and facilities26-27
• 2.1.3 Organization structure27-28
• 2.1.4 Staff situation28-29
• 2.1.5 Marketing situation29-30
• 2.1.6 Financial situation30-31
• 2.2 The challenges JS Hotel is facing31-32
• Chapter Ⅲ Case analysis32-47
• 3.1 Internal environment analysis of low occupancy rate in JS Hotel32-34
• 3.1.1 Interview analysis32
• 3.1.2 The advantages32-33
• 3.1.3 The disadvantages33-34
• 3.2 External environment analysis of low occupancy rate in JS Hotel34-45
• 3.2.1 Macro environment analysis35-37
• 3.2.2 Industry environment analysis37-39
• 3.2.3 Competitive analysis39-43
• 3.2.4 Opportunities and challenges43-45
• 3.3 summary of this chapter by SWOT analysis45-47
• Chapter Ⅳ Increasing occupancy rate development strategy formulation47-56
• 4.1 Market positioning strategy formulation47-48
• 4.1.1 Product positioning47
• 4.1.2 Customer positioning47
• 4.1.3 Price positioning47-48
• 4.1.4 Service positioning48
• 4.2 Marketing strategy formulation48-52
• 4.2.1 Service marketing49
• 4.2.2 Relationship marketing49-50
• 4.2.3 Internet marketing50-51
• 4.2.4 Diversification marketing51-52
• 4.3 Operation strategy formulation52-54
• 4.3.1 Brand strategy52-53
• 4.3.2 Service strategy53
• 4.3.3 Human resources optimization strategy53-54
• 4.4 Summary of this chapter54-56
• Chapter Ⅴ The development strategy implementation and control56-68
• 5.1 Innovate business model to increase occupancy56-57
• 5.1.1 Improve service standard and service quality56-57
• 5.1.2 Broaden sales channels by making use of information technology57
• 5.2 Innovate management model57-60
• 5.2.1 Improve the internal management57-58
• 5.2.2 Manage human resources effectively58-59
• 5.2.3 Carry out staff incentive system59
• 5.2.4 Train employees effectively59-60
• 5.3 Improve financing management model60-63
• 5.3.1 Improve capital operation ability60-61
• 5.3.2 Promote pay in advance61
• 5.3.3 Control costs effectively61-63
• 5.4 Development strategy control63-67
• 5.4.1 The necessity of strategic control64
• 5.4.2 Procedures of development strategy control64-67
• 5.5 Summary of this chapter67-68
• Chapter Ⅵ Conclusion68-69
• References69-71
• APPENDIX71-74
• Appendix 1:71-73
• Appendix 2:73-74

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