基于動(dòng)態(tài)能力觀的中國中檔飯店企業(yè)競(jìng)爭(zhēng)力研究
發(fā)布時(shí)間：2018-10-19 12:55
【摘要】：飯店業(yè)是中國1978年改革開放之后,與國際接軌最早的行業(yè)之一。在走過的30余年歷程中,以三星級(jí)飯店為代表的中檔飯店群體,作為飯店業(yè)的中流砥柱,為中國的旅游接待業(yè)作出了極大的貢獻(xiàn)。但是,隨著中國社會(huì)、經(jīng)濟(jì)的持續(xù)發(fā)展、旅游市場(chǎng)結(jié)構(gòu)的變化和消費(fèi)觀念的不斷更新,中國中檔飯店企業(yè)的生存環(huán)境發(fā)生了巨大的改變,原有的競(jìng)爭(zhēng)格局已被打破,中檔飯店要抓住中國旅游業(yè)大發(fā)展的機(jī)遇,再創(chuàng)昔日的輝煌,就必須建立動(dòng)態(tài)的競(jìng)爭(zhēng)反應(yīng)機(jī)制。本文基于動(dòng)態(tài)能力觀的企業(yè)競(jìng)爭(zhēng)力理論,結(jié)合中檔飯店外部競(jìng)爭(zhēng)環(huán)境,從中檔飯店企業(yè)能力、資源及動(dòng)態(tài)能力機(jī)制如何匹配的視角下對(duì)中檔飯店企業(yè)競(jìng)爭(zhēng)力問題進(jìn)行研究。 本文首先對(duì)中檔飯店的概念進(jìn)行了界定,認(rèn)為中檔飯店是以舒適的客房和物有所值的服務(wù)吸引中端消費(fèi)人群的介于高檔飯店和經(jīng)濟(jì)型酒店兩者之間的一類飯店。在當(dāng)今中國,包括傳統(tǒng)的三星級(jí)標(biāo)準(zhǔn)的綜合型飯店和部分較為高端的有限服務(wù)型飯店,日平均客房?jī)r(jià)格在200～400元人民幣之間。 本文第二章對(duì)中國中檔飯店發(fā)展歷程進(jìn)行了梳理,從中檔飯店增長趨勢(shì)、投資主體類型、經(jīng)營效益情況、營業(yè)收入構(gòu)成以及客源結(jié)構(gòu)變化等方面總結(jié)了以三星級(jí)飯店為代表的傳統(tǒng)中檔飯店的發(fā)展軌跡。之后,對(duì)近年來新興的中檔有限服務(wù)型飯店發(fā)展?fàn)顩r進(jìn)行了研究,指出了它們?cè)跇I(yè)態(tài)、品牌發(fā)展戰(zhàn)略、經(jīng)營管理模式以及設(shè)計(jì)風(fēng)格與理念上的創(chuàng)新。在對(duì)中檔飯店的新、舊業(yè)態(tài)進(jìn)行比較分析后,認(rèn)為企業(yè)成長中過度的路徑依賴、過度競(jìng)爭(zhēng)與競(jìng)爭(zhēng)不足并存現(xiàn)象以及企業(yè)能力低下導(dǎo)致的資源配置低效是中檔飯店發(fā)展中存在的主要問題。 之后,本文第三章對(duì)國內(nèi)外中檔飯店的相關(guān)研究文獻(xiàn)以及企業(yè)競(jìng)爭(zhēng)力的基礎(chǔ)理論進(jìn)行了梳理和評(píng)述,從中汲取了大量的研究靈感。 本文第四章重點(diǎn)對(duì)中國中檔飯店競(jìng)爭(zhēng)力的決定因素和形成機(jī)理進(jìn)行理論研究。認(rèn)為,企業(yè)資源、能力和動(dòng)態(tài)能力機(jī)制構(gòu)成了中檔飯店企業(yè)競(jìng)爭(zhēng)力的三大決定性因素,外部環(huán)境則是中檔飯店企業(yè)競(jìng)爭(zhēng)力的重要影響因素,由此確定了中檔飯店企業(yè)競(jìng)爭(zhēng)力研究的基本框架。在對(duì)中檔飯店企業(yè)資源、能力、動(dòng)態(tài)能力機(jī)制和外部環(huán)境的構(gòu)成體系進(jìn)行了理論研究之后,筆者構(gòu)建了中檔飯店企業(yè)競(jìng)爭(zhēng)力形成機(jī)制模型,并提出了一系列假設(shè)。 在第五章,筆者對(duì)中檔飯店企業(yè)競(jìng)爭(zhēng)力的決定因素和形成機(jī)理進(jìn)行了實(shí)證研究。在獲取了足夠樣本的情況下,采用SPSS16.0軟件和AMOS18.0軟件,對(duì)調(diào)研結(jié)果進(jìn)行了一系列的分析,提取了中檔飯店企業(yè)資源、能力和動(dòng)態(tài)能力機(jī)制中的主要競(jìng)爭(zhēng)力影響因子,驗(yàn)證了中檔飯店企業(yè)競(jìng)爭(zhēng)力形成機(jī)理模型。為了進(jìn)一步了解中國中檔飯店企業(yè)競(jìng)爭(zhēng)力現(xiàn)狀,筆者展開了第二輪問卷調(diào)研,之后將調(diào)研結(jié)果運(yùn)用AMOS結(jié)構(gòu)方程模型進(jìn)行了分析,得出了中檔飯店企業(yè)資源、能力和動(dòng)態(tài)能力機(jī)制三者間的相互關(guān)系,構(gòu)建了中檔飯店企業(yè)競(jìng)爭(zhēng)力決定因素中三者關(guān)系的路徑模型。 在第六章,本文從宏觀和微觀兩個(gè)維度對(duì)影響中國中檔飯店企業(yè)競(jìng)爭(zhēng)力的外部環(huán)境進(jìn)行了研究。宏觀環(huán)境主要從制度環(huán)境、經(jīng)濟(jì)環(huán)境、市場(chǎng)環(huán)境、社會(huì)文化環(huán)境、技術(shù)環(huán)境五個(gè)方面進(jìn)行分析；微觀環(huán)境研究中,筆者采用了波特的“五力模型”作為分析框架,分別從新進(jìn)入企業(yè)、替代品企業(yè)、購買者、供應(yīng)商、中檔飯店同行之間這五個(gè)角度對(duì)中檔飯店企業(yè)面對(duì)的壓力進(jìn)行了剖析。 如何提升中檔飯店企業(yè)競(jìng)爭(zhēng)力,是本研究的出發(fā)點(diǎn)。因此,在第七章,基于之前的理論和實(shí)證研究成果,本文結(jié)合中檔飯店企業(yè)競(jìng)爭(zhēng)力現(xiàn)狀,對(duì)以下迫切需要變革的問題進(jìn)行了探討：首先,通過對(duì)不同類型中檔飯店企業(yè)績(jī)效的比較分析,指出中檔飯店各自不同的發(fā)展方向；其次,結(jié)合外部環(huán)境的動(dòng)態(tài)變化,指出中檔飯店應(yīng)該細(xì)分市場(chǎng)、精準(zhǔn)定位,進(jìn)行多渠道的營銷；再次,從改進(jìn)動(dòng)態(tài)能力機(jī)制的角度,分析了中檔飯店組織變革的必要性及創(chuàng)新模式；第四,為了與強(qiáng)大的連鎖品牌進(jìn)行抗衡,單體中檔飯店必須基于網(wǎng)絡(luò)進(jìn)行企業(yè)資源整合,可以構(gòu)建以提升營銷能力、提高獲取資源能力、降低成本、提高顧客滿意度等為主要目的的多種網(wǎng)絡(luò)聯(lián)盟方式；最后,筆者對(duì)國有三星級(jí)飯店的管理體制創(chuàng)新提出了自己的思考。
[Abstract]:The hotel industry is one of the earliest industries in China after the reform and opening-up of China in 1978. During the course of more than 30 years, China's tourism hospitality industry has made a great contribution to China's tourism hospitality industry as the middle-range hotel group represented by the three-star hotel. However, with the continuous development of Chinese society and economy, the change of tourism market structure and the renewal of consumption concept, the living environment of Chinese middle-grade hotel enterprises has changed greatly, and the original competition pattern has been broken. In order to seize the opportunity of the great development of China's tourism industry and create the former glory, the hotel must establish a dynamic competitive reaction mechanism. Based on the theory of enterprise competitiveness based on dynamic capability view, combined with the external competition environment of mid-range hotel, this paper studies the competitiveness of middle-grade hotel enterprises from the perspective of how to match the enterprise's ability, resources and dynamic capability mechanism. First of all, this paper defines the concept of mid-range hotel, and believes that the middle-grade hotel is a kind of high-grade hotel and economy hotel with comfortable rooms and good value for value. Hotel. In today's China, including traditional three-star hotels and some relatively high-end limited service hotels, the daily average room price is between 200 and 400 yuan The second chapter of this paper summarizes the development history of China's mid-range hotel, and sums up the traditional Chinese restaurant represented by the three-star hotel from the aspects of the growth trend of the middle-grade hotel, the type of investment subject, the operation benefit, the composition of operating income and the change of the source structure. After that, the development status of the emerging middle-grade limited service hotels in recent years has been studied, and points out that they are in the developing countries, the brand development strategy, the management mode and the design style and the theory. On the basis of comparative analysis of the new and old enterprises in the middle-grade hotel, the phenomenon of excessive path dependence, excessive competition and insufficient competition, and inefficient resource allocation caused by low enterprise's ability are considered to exist in the development of middle-grade hotels. After that, the author combs and comments on the relevant research literature and the basic theory of enterprise competitiveness in the third chapter of this paper, and draws lessons from it. The fourth chapter focuses on the determinants of the competitiveness of China's mid-range hotels. The author holds that the enterprise resource, ability and dynamic capability mechanism constitute the three decisive factors of the enterprise's competitiveness of the middle-grade hotel, and the external environment is the important influencing factor of the enterprise's competitiveness of the middle-grade hotel, thus confirming the middle-grade hotel enterprise. After theoretical research on the system of enterprise resource, capacity, dynamic capability and external environment, the author constructs the mechanism model of enterprise competitiveness of middle-grade hotel. The author puts forward a series of hypotheses. In chapter 5, the author's decision on the competitiveness of middle-grade hotel enterprises The factors and the mechanism of formation are studied. In the case of obtaining enough samples, the SPSS16. 0 software and SPCS18. 0 software are adopted to analyze the research results, and the main competitive factors in the resource, capacity and dynamic capability of the middle-range hotel are extracted, and the results are verified. In order to further understand the current situation of enterprise competitiveness in China, the author conducted a second round of questionnaire investigation, and then analyzed the results using AMOS structure equation model, and got the resource and capacity of middle-grade hotel enterprises. The relationship between dynamic capability mechanism and dynamic capability mechanism constructs the competitiveness of middle-grade hotel enterprises. In chapter 6, the paper analyzes the influence of the two dimensions of macro-and micro-dimension on China. The external environment of the competitiveness of hotel enterprises has been studied. The macro-environment is mainly analyzed from five aspects: system environment, economic environment, market environment, social culture environment and technical environment. In the micro-environment research, the author adopts Porter's five-force model as the analysis framework and points. Don't look at these five angles from new entrants, substitutes, buyers, suppliers, and mid-range hotels This paper analyzes the pressure faced by the middle-grade hotel enterprises. It is the starting point of this study to improve the competitiveness of middle-grade hotel enterprises. Therefore, in chapter 7, based on the previous theoretical and empirical research results, this paper discusses the problems that need to be changed urgently: firstly, Through the comparative analysis of the performance of different types of hotel enterprises, it is pointed out that the different development directions of the middle-grade hotels are different; secondly, the dynamic changes of the external environment are combined, it is pointed out that the middle-grade hotels should be divided into market, accurate positioning and multi-channel. Secondly, from the angle of improving the dynamic capability mechanism, this paper analyzes the necessity and innovation mode of the organization change of the middle-grade hotel. Fourth, in order to compete with the powerful chain brand, the single-grade hotel must be based on the network for enterprise resource integration, can be built to To improve marketing capability, improve the ability to acquire resources, reduce costs, improve customer satisfaction, etc., and finally, the author is responsible for the state-owned enterprises.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：博士
【學(xué)位授予年份】：2012
【分類號(hào)】：F719
本文編號(hào)：2281176
[Abstract]:The hotel industry is one of the earliest industries in China after the reform and opening-up of China in 1978. During the course of more than 30 years, China's tourism hospitality industry has made a great contribution to China's tourism hospitality industry as the middle-range hotel group represented by the three-star hotel. However, with the continuous development of Chinese society and economy, the change of tourism market structure and the renewal of consumption concept, the living environment of Chinese middle-grade hotel enterprises has changed greatly, and the original competition pattern has been broken. In order to seize the opportunity of the great development of China's tourism industry and create the former glory, the hotel must establish a dynamic competitive reaction mechanism. Based on the theory of enterprise competitiveness based on dynamic capability view, combined with the external competition environment of mid-range hotel, this paper studies the competitiveness of middle-grade hotel enterprises from the perspective of how to match the enterprise's ability, resources and dynamic capability mechanism. First of all, this paper defines the concept of mid-range hotel, and believes that the middle-grade hotel is a kind of high-grade hotel and economy hotel with comfortable rooms and good value for value. Hotel. In today's China, including traditional three-star hotels and some relatively high-end limited service hotels, the daily average room price is between 200 and 400 yuan The second chapter of this paper summarizes the development history of China's mid-range hotel, and sums up the traditional Chinese restaurant represented by the three-star hotel from the aspects of the growth trend of the middle-grade hotel, the type of investment subject, the operation benefit, the composition of operating income and the change of the source structure. After that, the development status of the emerging middle-grade limited service hotels in recent years has been studied, and points out that they are in the developing countries, the brand development strategy, the management mode and the design style and the theory. On the basis of comparative analysis of the new and old enterprises in the middle-grade hotel, the phenomenon of excessive path dependence, excessive competition and insufficient competition, and inefficient resource allocation caused by low enterprise's ability are considered to exist in the development of middle-grade hotels. After that, the author combs and comments on the relevant research literature and the basic theory of enterprise competitiveness in the third chapter of this paper, and draws lessons from it. The fourth chapter focuses on the determinants of the competitiveness of China's mid-range hotels. The author holds that the enterprise resource, ability and dynamic capability mechanism constitute the three decisive factors of the enterprise's competitiveness of the middle-grade hotel, and the external environment is the important influencing factor of the enterprise's competitiveness of the middle-grade hotel, thus confirming the middle-grade hotel enterprise. After theoretical research on the system of enterprise resource, capacity, dynamic capability and external environment, the author constructs the mechanism model of enterprise competitiveness of middle-grade hotel. The author puts forward a series of hypotheses. In chapter 5, the author's decision on the competitiveness of middle-grade hotel enterprises The factors and the mechanism of formation are studied. In the case of obtaining enough samples, the SPSS16. 0 software and SPCS18. 0 software are adopted to analyze the research results, and the main competitive factors in the resource, capacity and dynamic capability of the middle-range hotel are extracted, and the results are verified. In order to further understand the current situation of enterprise competitiveness in China, the author conducted a second round of questionnaire investigation, and then analyzed the results using AMOS structure equation model, and got the resource and capacity of middle-grade hotel enterprises. The relationship between dynamic capability mechanism and dynamic capability mechanism constructs the competitiveness of middle-grade hotel enterprises. In chapter 6, the paper analyzes the influence of the two dimensions of macro-and micro-dimension on China. The external environment of the competitiveness of hotel enterprises has been studied. The macro-environment is mainly analyzed from five aspects: system environment, economic environment, market environment, social culture environment and technical environment. In the micro-environment research, the author adopts Porter's five-force model as the analysis framework and points. Don't look at these five angles from new entrants, substitutes, buyers, suppliers, and mid-range hotels This paper analyzes the pressure faced by the middle-grade hotel enterprises. It is the starting point of this study to improve the competitiveness of middle-grade hotel enterprises. Therefore, in chapter 7, based on the previous theoretical and empirical research results, this paper discusses the problems that need to be changed urgently: firstly, Through the comparative analysis of the performance of different types of hotel enterprises, it is pointed out that the different development directions of the middle-grade hotels are different; secondly, the dynamic changes of the external environment are combined, it is pointed out that the middle-grade hotels should be divided into market, accurate positioning and multi-channel. Secondly, from the angle of improving the dynamic capability mechanism, this paper analyzes the necessity and innovation mode of the organization change of the middle-grade hotel. Fourth, in order to compete with the powerful chain brand, the single-grade hotel must be based on the network for enterprise resource integration, can be built to To improve marketing capability, improve the ability to acquire resources, reduce costs, improve customer satisfaction, etc., and finally, the author is responsible for the state-owned enterprises.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級(jí)別】：博士
【學(xué)位授予年份】：2012
【分類號(hào)】：F719
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