本文選題：商務會所　切入點：SWOT分析　出處：《中國海洋大學》2012年碩士論文　論文類型：學位論文

【摘要】：自改革開放以來,中國的經(jīng)濟、文化迅速發(fā)展,社會不斷進步,使得成功商務人士的生活和工作意識也隨之發(fā)生了變化,不再一味的坐在四四方方的辦公室里洽談業(yè)務,不再入住標準統(tǒng)一化的商務酒店,他們更希望能有一個工作生活一體化的空間,此外,商務人士需要生意上的溝通,需要補充新鮮的信息,結識更多的合作伙伴,這些都是在其它場合沒辦法得到的,而商務會所的出現(xiàn),極大的滿足了商務人士的這種需求。隨著中國更加國際化和經(jīng)濟的繁榮,為高檔的商務會所提供了肥沃土壤,近幾年,商務會所在國內發(fā)展迅速,可以說是當今服務業(yè)中的新興產(chǎn)業(yè),也是目前正面臨重大發(fā)展機遇和重要挑戰(zhàn)的行業(yè)。會所作為一種特殊的商業(yè)形態(tài),有著獨特的商業(yè)運作的價值。 本論文通過六章的分析,運用企業(yè)戰(zhàn)略管理理論與工具以及SWOT分析法,對會所的外部宏觀環(huán)境和行業(yè)環(huán)境進行分析,找出AB商務會所面臨的機會和威脅,通過對會所內部環(huán)境的分析,結合會所自身的實際情況,找出AB商務會所的優(yōu)勢和劣勢,幫助會所發(fā)揮自身的優(yōu)勢,消除或者改進自身劣勢,充分把握機遇,因勢利導,化解威脅,以此為AB商務會所制定出切實可行的戰(zhàn)略定位和目標；針對AB商務會所的實際情況,制定會所發(fā)展戰(zhàn)略,即合作共贏的發(fā)展戰(zhàn)略、差異化的競爭戰(zhàn)略和利基成長戰(zhàn)略,以及具體的戰(zhàn)略實施保障措施。這對于AB商務會所參與市場競爭,獲得競爭優(yōu)勢以及良性發(fā)展具有積極、重要的現(xiàn)實意義,也對會所未來幾年的發(fā)展有著積極的戰(zhàn)略指導意義,同時希望能夠給其他會所的發(fā)展提供一定的參考價值和借鑒作用。
[Abstract]:Since the reform and opening up, China's rapid economic and cultural development, social progress, the successful business people's sense of life and work has also changed, no longer blindly sitting in the four sides of the office to negotiate business. Instead of staying at the standard The Business Inn, they want a space where work and life are integrated. In addition, business people need business communication, fresh information, and more partners. These are not available on other occasions, and the emergence of business clubs has greatly met the needs of business people. As China becomes more international and economically prosperous, it has provided fertile ground for upscale business clubs in recent years. Business clubhouse is developing rapidly in our country, which is a new industry in service industry, and it is also facing great development opportunity and challenge. As a special commercial form, clubhouse has a unique value of commercial operation. Through the analysis of six chapters, using the theory and tools of enterprise strategic management and SWOT analysis, this paper analyzes the external macro environment and industry environment of the club, and finds out the opportunities and threats that AB business club faces. Through the analysis of the inner environment of the clubhouse and the actual situation of the clubhouse, we can find out the advantages and disadvantages of the AB business clubhouse, help the clubhouse bring its own advantages into full play, eliminate or improve its inferiority, fully grasp the opportunity, and guide the situation in the light of the situation. In order to resolve the threat, we can work out the feasible strategic orientation and target for AB business club. According to the actual situation of AB business club, we should formulate the development strategy of AB business club, that is, cooperation and win-win development strategy. The differentiated competition strategy and niche growth strategy, as well as the specific strategy implementation safeguard measures, have positive and important practical significance for AB business club to participate in market competition, gain competitive advantage and develop healthily. It also has positive strategic guiding significance for the development of clubhouse in the next few years, and hopes to provide certain reference value and reference function for the development of other clubs at the same time.
【學位授予單位】：中國海洋大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F272;F719

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本文編號：1643144