【摘要】：當前我國旅游飯店業(yè)已經(jīng)進入了行業(yè)微利,飯店業(yè)急需尋求一個突破口來應(yīng)對日趨嚴重的內(nèi)外部雙重壓力。由于受原先酒店星級評定制度的影響,我國飯店內(nèi)部組織結(jié)構(gòu)存在一些問題：組織結(jié)構(gòu)大而全,部門設(shè)置冗繁,人員眾多,資本投入較大,缺少核心競爭力,面對不斷變化的外部市場和競爭,往往顯得缺乏柔性,因此亟須進行一場內(nèi)部的變革。飯店外部則面臨來自經(jīng)濟型酒店和外資酒店的競爭壓力,管理水平和經(jīng)濟效益還有待提高。 業(yè)務(wù)外包是一種全新的飯店運作方式,能夠使飯店從原來的縱向一體化轉(zhuǎn)變?yōu)闄M向一體化,為飯店進行流程再造提供一條全新的思路和借鑒。業(yè)務(wù)外包能使飯店自身獲得更好的生存與發(fā)展,這表現(xiàn)在它能夠提升飯店的核心競爭力,精簡機構(gòu)；能夠降低成本,增強飯店的經(jīng)濟效益；能夠提高服務(wù)質(zhì)量,增強顧客滿意度；還能規(guī)避風險,提高飯店組織機構(gòu)的柔性。在適當?shù)臈l件下飯店可以考慮將非核心業(yè)務(wù)進行外包,但若決策錯誤,則會給飯店帶來不必要的損失。科學的決策是飯店業(yè)務(wù)外包成功的關(guān)鍵。 本文將飯店的業(yè)務(wù)外包決策作為研究對象,采用文獻研究法、定量分析和定性分析相結(jié)合的研究方法,首先對相關(guān)文獻進行整理和分析,介紹了業(yè)務(wù)外包和業(yè)務(wù)外包決策,并綜合運用核心競爭力理論、價值鏈理論、委托代理理論、交易成本理論等經(jīng)濟學和企業(yè)管理學的理論。然后分析了我國飯店實施業(yè)務(wù)外包的意義、業(yè)務(wù)外包運作的現(xiàn)狀及業(yè)務(wù)外包決策制定中存在的問題。接著分析了飯店業(yè)務(wù)外包決策的步驟及影響因素,并通過運用網(wǎng)絡(luò)分析法的思想構(gòu)建了一個包括戰(zhàn)略因素、經(jīng)濟因素、組織因素、環(huán)境因素和風險因素在內(nèi)的飯店業(yè)務(wù)外包決策模型,以此將定性因素和定量因素相結(jié)合來做出決策。同時以哈爾濱某飯店為例,說明了飯店業(yè)務(wù)外包決策模型在飯店中的具體應(yīng)用。最后對飯店業(yè)務(wù)外包決策的后續(xù)管理提出了建議,在關(guān)系層面、組織層面、制度層面和風險層面給出了相應(yīng)的對策和措施。通過本文的研究以求能夠為飯店業(yè)務(wù)外包決策提供決策步驟、決策影響因素、決策方法等方面的借鑒和思路,從而提高飯店業(yè)務(wù)外包的成功率,進而提升飯店面臨激烈競爭的綜合競爭力,改善飯店的經(jīng)濟效益。
[Abstract]:At present, China's tourism hotel industry has entered into the industry of small profits, hotel industry urgently need to find a breakthrough to cope with the increasingly serious internal and external pressure. Due to the influence of the original hotel star rating system, there are some problems in the internal organizational structure of Chinese hotels: large and complete organizational structure, redundant departmental setup, numerous personnel, large capital investment and lack of core competitiveness. In the face of constantly changing external market and competition, it is often lack of flexibility, so it is urgent to carry out an internal change. The outside of the hotel is facing the competition pressure from the economy hotel and the foreign capital hotel, and the management level and the economic benefit still need to be improved. Business outsourcing is a new hotel operation mode, which can change the hotel from vertical integration to horizontal integration, and provide a new way of thinking and reference for hotel process reengineering. Outsourcing can make the hotel itself survive and develop better, which can enhance the core competitiveness of the hotel, streamline the organization, reduce the cost, enhance the economic benefits of the hotel, and improve the service quality. Enhance customer satisfaction; also can avoid risks and improve the flexibility of hotel organizations. Under appropriate conditions, the hotel may consider outsourcing non-core business, but if the decision is wrong, it will bring unnecessary losses to the hotel. Scientific decision is the key to the success of hotel outsourcing. In this paper, the hotel outsourcing decision is taken as the research object, and the research method of literature research, quantitative analysis and qualitative analysis is adopted. Firstly, the related documents are sorted and analyzed, and the decision of business outsourcing and business outsourcing is introduced. And the core competence theory, the value chain theory, the principal-agent theory, the transaction cost theory and so on economics and the enterprise management theory. Then it analyzes the significance of implementing business outsourcing in Chinese hotels, the present situation of business outsourcing operation and the problems existing in the decision making of business outsourcing. Then it analyzes the steps and influencing factors of hotel outsourcing decision, and constructs a strategy factor, economic factor and organizational factor by using the network analysis method. The decision model of hotel outsourcing, which includes environmental factors and risk factors, combines qualitative and quantitative factors to make decisions. At the same time, taking a hotel in Harbin as an example, the paper illustrates the application of hotel outsourcing decision model in hotel. Finally, some suggestions are put forward for the follow-up management of hotel outsourcing decision, and the corresponding countermeasures and measures are given at the level of relationship, organization, system and risk. Through the research of this paper, it can provide decision-making steps, decision influencing factors, decision methods and other aspects for hotel outsourcing decision-making, so as to improve the success rate of hotel outsourcing. Then the hotel is faced with fierce competition comprehensive competitiveness, and improve the economic benefits of the hotel.
【學位授予單位】：哈爾濱商業(yè)大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F719

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