本文選題：成長(zhǎng)期 + 發(fā)展戰(zhàn)略�。� 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：隨著我國(guó)社會(huì)主義市場(chǎng)經(jīng)濟(jì)不斷發(fā)展完善,改革開放進(jìn)入深層次的攻堅(jiān)階段,經(jīng)濟(jì)社會(huì)信息化、全球化的全面發(fā)展,人民群眾日益增長(zhǎng)的變化,旅游需求不斷增長(zhǎng),文化、旅游行業(yè)上升為國(guó)家戰(zhàn)略發(fā)展層面,服務(wù)行業(yè)從單一投資經(jīng)營(yíng)性行業(yè)變?yōu)槿裥�、跨行業(yè)、跨地區(qū)進(jìn)行投資建設(shè),經(jīng)營(yíng)多元性體系。因規(guī)�；焖侔l(fā)展,形成了行業(yè)內(nèi)單體酒店發(fā)展的挑戰(zhàn)性機(jī)遇,任何一個(gè)成長(zhǎng)性公司都處于持續(xù)變動(dòng)的國(guó)內(nèi)外環(huán)境中,存在激烈的市場(chǎng)份額的爭(zhēng)奪,優(yōu)缺點(diǎn)共存,機(jī)會(huì)和威脅共同發(fā)生作用。所以,如何跟緊時(shí)代脈搏,形成和市場(chǎng)條件相匹配的發(fā)展戰(zhàn)略與大政方針在公司成長(zhǎng)階段最為關(guān)鍵。 天津JB國(guó)際大酒店“十一五”期間投資建設(shè)、投入運(yùn)營(yíng)、經(jīng)營(yíng)管理獲得了較大進(jìn)步,然而,伴隨酒店投資發(fā)展空間不斷增加,經(jīng)營(yíng)、管理、投資、內(nèi)外環(huán)境持續(xù)變動(dòng),不確定性增加,怎樣使公司保持穩(wěn)定并獲得更深層次進(jìn)步一直都是困擾的重要課題。因此,面對(duì)企業(yè)成長(zhǎng)期發(fā)展戰(zhàn)略這一課題,借助企業(yè)成長(zhǎng)期發(fā)展的諸多內(nèi)部、外部關(guān)聯(lián)因素,充分應(yīng)用企業(yè)不同階段發(fā)展戰(zhàn)略基本理論,全面分析國(guó)內(nèi)外同行業(yè)面臨的形勢(shì)和發(fā)展趨勢(shì),進(jìn)行戰(zhàn)略規(guī)劃。對(duì)于本文,主要是基于JB國(guó)際大酒店成長(zhǎng)期的第一個(gè)五年期的發(fā)展戰(zhàn)略,進(jìn)行全面系統(tǒng)的歸納總結(jié),并為第二個(gè)五年發(fā)展周期提供建議參考。 本文主要闡述了企業(yè)內(nèi)部的管理體制和運(yùn)行機(jī)制以及在發(fā)展過(guò)程中經(jīng)營(yíng)管理面對(duì)的內(nèi)外部環(huán)境影響因素。揭示了企業(yè)在運(yùn)營(yíng)中存在的問(wèn)題,應(yīng)用戰(zhàn)略管理的各種工具,比如借助SWOT分析的理論架構(gòu),清理出企業(yè)在該成長(zhǎng)階段發(fā)展戰(zhàn)略,并對(duì)其作出對(duì)應(yīng)的實(shí)施效果評(píng)價(jià),形成一個(gè)較為完整的發(fā)展戰(zhàn)略模型,對(duì)于企業(yè)長(zhǎng)期健康發(fā)展起支撐作用。 基于上述全面論述,文章對(duì)JB國(guó)際大酒店成長(zhǎng)期發(fā)展戰(zhàn)略實(shí)施過(guò)程中存在的問(wèn)題進(jìn)行分析,并提出改進(jìn)建議：在現(xiàn)有基礎(chǔ)上,應(yīng)實(shí)施由內(nèi)部的綜合發(fā)展戰(zhàn)略模型向內(nèi)外結(jié)合的組合式戰(zhàn)略模型轉(zhuǎn)化,主要是從多元化、信息化、企業(yè)文化、員工榮譽(yù)體系、人力資源等方面強(qiáng)化,從而實(shí)現(xiàn)企業(yè)第二個(gè)五年健康發(fā)展。
[Abstract]:With the continuous development and perfection of China's socialist market economy, the reform and opening up has entered a deep stage of attack, the overall development of economic and social information, the overall development of globalization, the increasing changes of the masses of the people, the growing demand for tourism, and the culture,The tourism industry has become a national strategic development level, the service industry has changed from a single investment and management industry to a whole people, cross-industry, cross-regional investment construction, management diversity system.Because of the rapid development of scale, a challenging opportunity for the development of individual hotels in the industry has been formed. Any growth company is in a constantly changing domestic and international environment, and there is a fierce competition for market share, and the advantages and disadvantages coexist.Opportunities and threats work together.Therefore, how to keep up with the pulse of the times, the formation and market conditions of the development strategy and policy in the company's growth stage is the most critical.During the 11th Five-Year Plan period, Tianjin JB International Hotel has made great progress in investment, operation and management. However, with the increasing space for hotel investment, management, management, investment and internal and external environment are constantly changing.Increasing uncertainty, how to keep the company stable and make deeper progress has always been an important problem.Therefore, in the face of the subject of enterprise growth strategy, with the help of many internal and external related factors of enterprise growth, the basic theory of enterprise development strategy in different stages is fully applied.Comprehensive analysis of the domestic and foreign industry facing the situation and development trends, strategic planning.For this paper, based on the first five-year development strategy of JB International Hotel, a comprehensive and systematic summary is made, and suggestions are provided for the second five-year development cycle.This paper mainly expounds the internal management system and operation mechanism of the enterprise and the internal and external environmental factors that the management faces in the process of development.This paper reveals the problems existing in the operation of the enterprise, applies various tools of strategic management, such as the theoretical framework of SWOT analysis, clears out the development strategy of the enterprise in the growth stage, and evaluates the corresponding implementation effect.Form a relatively complete development strategy model, for the long-term healthy development of enterprises play a supporting role.Based on the above comprehensive discussion, this paper analyzes the problems existing in the implementation of the JB international hotel development strategy in the growing period, and puts forward some suggestions for improvement: on the basis of the existing situation,The transformation from the internal comprehensive development strategy model to the internal and external combination strategy model should be implemented, mainly from the aspects of diversification, information technology, enterprise culture, staff honor system, human resources, etc.In order to achieve the second five years of healthy development of enterprises.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272;F719

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本文編號(hào)：1773159