本文選題：M商業(yè)俱樂部 + 戰(zhàn)略管理��； 參考：《山東大學(xué)》2012年碩士論文

【摘要】：經(jīng)過二百多年的發(fā)展,很多俱樂部的規(guī)模越來越大,性質(zhì)也由原來的非營(yíng)利性轉(zhuǎn)為營(yíng)利性。商業(yè)俱樂部、企業(yè)俱樂部或職業(yè)俱樂部開始以贏利為目的。在這種背景下,很多俱樂部都進(jìn)行了企業(yè)化運(yùn)作,聘用職業(yè)經(jīng)理人,建立現(xiàn)代商業(yè)化管理制度。濟(jì)南M商業(yè)俱樂部便是在俱樂部發(fā)展過程中成立的較早期的會(huì)員制商業(yè)俱樂部。 本文的寫作目的是,運(yùn)用發(fā)展戰(zhàn)略的相關(guān)理論,結(jié)合濟(jì)南M商業(yè)俱樂部的實(shí)際情況,通過對(duì)濟(jì)南M商業(yè)俱樂部外部環(huán)境和內(nèi)部因素的分析,確定有利于俱樂部中長(zhǎng)期發(fā)展的企業(yè)戰(zhàn)略,并提出一系列戰(zhàn)略保障措施。 文章通過PEST分析法對(duì)宏觀環(huán)境的分析以及五種競(jìng)爭(zhēng)力模型對(duì)行業(yè)競(jìng)爭(zhēng)環(huán)境的分析,總結(jié)出濟(jì)南M商業(yè)俱樂部面臨的外部機(jī)會(huì)有：國家政策對(duì)商務(wù)服務(wù)業(yè)的扶持；國家政策對(duì)中小企業(yè)的扶持；國民經(jīng)濟(jì)發(fā)展對(duì)商務(wù)服務(wù)業(yè)的影響；中小企業(yè)的快速增長(zhǎng)；東西方文化的交流促使俱樂部被廣為人知；山東濃郁的儒商環(huán)境；CRM系統(tǒng)的推出,有利于更好地服務(wù)客戶；網(wǎng)絡(luò)的發(fā)展為俱樂部的營(yíng)銷提供契機(jī)。濟(jì)南M商業(yè)俱樂部所面臨的威脅主要來自：和本地商務(wù)俱樂部的競(jìng)爭(zhēng)關(guān)系；廣告、公關(guān)公司、酒店、高檔飯店等供應(yīng)商的議價(jià)能力；會(huì)員和商業(yè)贊助強(qiáng)大的談判和議價(jià)能力；政界高層人士退休后進(jìn)入此行業(yè)的威脅；奢侈品會(huì)員制俱樂部帶來的威脅；銀行、保險(xiǎn)、證券等財(cái)富管理中心帶來的威脅。隨著會(huì)員需求的多樣化,服務(wù)平臺(tái)的不斷充實(shí)也是濟(jì)南M商業(yè)俱樂部亟待面臨的問題；加上同行業(yè)之間,由于存在一定的服務(wù)同質(zhì)化的問題,為了更好地吸引客戶,防止一味的價(jià)格競(jìng)爭(zhēng),濟(jì)南M商業(yè)俱樂部的發(fā)展面臨諸多挑戰(zhàn)。 文章通過價(jià)值鏈分析法,總結(jié)可以給俱樂部帶來利潤(rùn)的優(yōu)勢(shì)資源和能力以及不能夠給俱樂部帶來資源的劣勢(shì)資源和能力。俱樂部的內(nèi)部資源優(yōu)勢(shì)主要體現(xiàn)在：俱樂部基礎(chǔ)方面,創(chuàng)建了先進(jìn)有效的組織架構(gòu)；人力資源方面,工作人員綜合素質(zhì)高、學(xué)習(xí)力強(qiáng)；市場(chǎng)營(yíng)銷方面,強(qiáng)有力的校友資源和網(wǎng)絡(luò)營(yíng)銷；客戶服務(wù)方面,人性化服務(wù)。當(dāng)然在某些方面也存在一定劣勢(shì)需要改進(jìn),如沒有會(huì)所,會(huì)員的粘度和歸屬感低；缺乏完善的培訓(xùn)和內(nèi)部晉升機(jī)制、缺乏有效的激勵(lì)機(jī)制；會(huì)員營(yíng)銷不夠積極主動(dòng)；會(huì)員服務(wù)過程中,服務(wù)標(biāo)準(zhǔn)化程度難以統(tǒng)一、信息化水平低等。 根據(jù)濟(jì)南M商業(yè)俱樂部的外部環(huán)境和內(nèi)部條件分析,結(jié)合訪談法的部分回饋,理論結(jié)合實(shí)際,本文通過比較分析得出結(jié)論：濟(jì)南M商業(yè)俱樂部的發(fā)展戰(zhàn)略應(yīng)將重點(diǎn)放在業(yè)務(wù)環(huán)節(jié)如俱樂部營(yíng)銷和客戶服務(wù)方面,如加大俱樂部營(yíng)銷力度、建立會(huì)所、實(shí)施信息化、推廣服務(wù)標(biāo)準(zhǔn)化等；當(dāng)然為實(shí)現(xiàn)業(yè)務(wù)穩(wěn)步增長(zhǎng)的輔助環(huán)節(jié)如人力資源等也做了相關(guān)的措施建議,如增強(qiáng)人才晉升體制,加強(qiáng)人才培訓(xùn)等。 由于濟(jì)南M商業(yè)俱樂部在商務(wù)服務(wù)業(yè)業(yè)內(nèi)具有一定的代表性,濟(jì)南M商業(yè)俱樂部的發(fā)展戰(zhàn)略研究,不僅對(duì)指導(dǎo)自身發(fā)展有現(xiàn)實(shí)意義,對(duì)同行業(yè)的其它俱樂部或相似機(jī)構(gòu)的戰(zhàn)略管理應(yīng)該有一定的借鑒和指導(dǎo)意義。
[Abstract]:After more than 200 years of development, many clubs have become more and more large, and their nature has been turned from nonprofit to profit. Business clubs, business clubs, or professional clubs are starting to make profit. In this context, many clubs have carried out business operations, employed professional managers, and established modern commercial management. The Ji'nan M Commercial Club is the earlier member business club established in the course of club development.
The purpose of this article is to use the related theory of development strategy, combine the actual situation of the Ji'nan M Commercial Club, analyze the external environment and internal factors of the Ji'nan M Commercial Club, determine the enterprise strategy which is beneficial to the long-term development of the club, and put forward a series of strategic guarantee measures.
Through the analysis of the macro environment by PEST analysis and the analysis of the competitive environment of the five competitive models, the paper concludes that the external opportunities for the Ji'nan M Commercial Club are: the support of the national policy to the business service industry, the support of the national policy to the small and medium enterprises, the influence of the national economic development on the business service industry; The rapid growth of small enterprises; the communication between East and west culture encourages the club to be widely known; Shandong's strong Confucian business environment; the introduction of the CRM system is beneficial to the better service of customers; the development of the network provides opportunities for the marketing of the club. The threats facing the Ji'nan commercial club are mainly from the local business clubs. Competitive relations; the bargaining power of suppliers, such as advertising, public relations, hotels, and high-end restaurants; the strong negotiation and bargaining power of member and commercial sponsorship; threats to the industry after the retirement of politicians; threats posed by luxury membership clubs; the threats posed by wealth management centers, such as banks, insurance, and securities. With the diversification of the needs of the members and the continuous enrichment of the service platform, the M Commercial Club in Ji'nan is facing a problem. With the same industry, the development of Ji'nan M commercial club faces many challenges in order to attract customers and prevent the price competition.
Through the value chain analysis, the article summarizes the advantage resources and abilities that can bring the club profits and the inferior resources and abilities that can not bring the club resources. The advantages of the club's internal resources are mainly reflected in the club foundation, the establishment of the advanced and effective organizational structure; the human resources, the staff comprehensive. High quality, strong learning ability; marketing, strong alumni resources and network marketing; customer service, humanized service. Of course, there are certain disadvantages that need improvement in some aspects, such as lack of club, low viscosity and sense of belonging, lack of perfect training and internal promotion mechanism, lack of effective incentive mechanism The member marketing is not active enough; in the process of member service, the standardization of service is difficult to be unified and the information level is low.
According to the analysis of the external environment and internal conditions of the Ji'nan M Commercial Club, combined with some feedback from the interview method and the theory combined with the reality, this paper draws the conclusion that the development strategy of the Ji'nan M commercial club should focus on the business links, such as club marketing and customer service, such as increasing the strength of club marketing and establishing the club marketing. Clubs, implementation of information, promotion of service standardization, and so on; of course, to achieve the steady growth of the auxiliary links such as human resources, such as human resources also made relevant measures, such as enhancing the talent promotion system, and strengthening the training of talents.
As the Ji'nan M commercial club has certain representativeness in the business service industry, the research on the development strategy of the Ji'nan M commercial club not only has practical significance for guiding its own development, but also has certain reference and guiding significance to the strategic management of other clubs and similar institutions in the same industry.

【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F719.5

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