白天鵝酒店集團公司戰(zhàn)略研究
發(fā)布時間：2018-10-22 07:40
【摘要】：在當前酒店市場快速增長和激烈競爭的環(huán)境中，白天鵝酒店集團應該如何迎接挑戰(zhàn)、沖出重圍，保持在酒店行業(yè)中的領導地位？這里面包括制定戰(zhàn)略方向，確定管理模式和商業(yè)模式，進一步調整結構，整合資源，，增強核心能力等等問題，為了解決好這些決定集團生存和發(fā)展的問題，必須進行戰(zhàn)略研究，制定發(fā)展戰(zhàn)略。 本文采用理論研究和現(xiàn)實案例分析相結合的方式，基于戰(zhàn)略管理理論和核心能力理論進行分析，分析企業(yè)集團發(fā)展戰(zhàn)略的基本要素和產業(yè)升級的動力，并探討如何為白天鵝酒店集團構建戰(zhàn)略模型，推動產業(yè)優(yōu)化升級。 本文借用PEST、“五力模型”分析框架對白天鵝酒店集團的宏觀環(huán)境和產業(yè)競爭環(huán)境進行分析，預測了酒店行業(yè)的發(fā)展前景，指出白天鵝酒店集團的外部環(huán)境已經發(fā)生了重大變化，酒店行業(yè)的競爭格局深刻逆轉，競爭日趨白熱化，機會與威脅共存。集團迫切需要解決的問題是如何利用自身優(yōu)勢進行品牌擴張，以保持企業(yè)在市場中的競爭地位和競爭能力。 本文回顧了白天鵝酒店集團的發(fā)展歷程，分析了企業(yè)的資源和能力，并運用VRIO模型分析了企業(yè)核心能力，進而分析其優(yōu)勢劣勢。指出白天鵝酒店集團經過近30年的發(fā)展，積累了良好的資源基礎，培育了較強的核心能力，優(yōu)勢明顯大于劣勢，戰(zhàn)略發(fā)展的潛力很大。 本文利用SWOT配比進行戰(zhàn)略制定，確定戰(zhàn)略宗旨、戰(zhàn)略方向、業(yè)務定位和管理模式定位等。指出白天鵝酒店集團的戰(zhàn)略方向是：實行目標集中化戰(zhàn)略，利用品牌效應，通過品牌連鎖經營的途徑，集中優(yōu)勢主攻本土高檔酒店市場和高檔酒店輸出管理，發(fā)展其它細分市場。以上研究，為白天鵝酒店集團轉型升級、實現(xiàn)可持續(xù)發(fā)展指明了目標和方向。 圍繞戰(zhàn)略定位和規(guī)劃目標，明確提出作為戰(zhàn)略的具體支撐，必須做強做大集團主營業(yè)務、完善治理結構和組織架構，建立健全母子公司運行的體制機制，加強制度建設、基礎建設和品牌建設，啟動旗艦店改造工程，加快高端品牌連鎖經營，以確保戰(zhàn)略取得成效。
[Abstract]:In the current hotel market rapid growth and fierce competition environment, how should White Swan Hotel Group meet the challenge, break out of the siege, and maintain the leading position in the hotel industry? These include formulating strategic directions, defining management and business models, further restructuring, integrating resources, enhancing core competencies, and so on. In order to solve these problems that determine the survival and development of the group, we must conduct strategic research. Formulation of development strategies Based on the theory of strategic management and the theory of core competence, this paper analyzes the basic elements of enterprise group development strategy and the motive force of industrial upgrading. And discusses how to build a strategic model for the White Swan Hotel Group to promote industrial optimization and upgrading. This paper analyzes the macro environment and industrial competition environment of White Swan Hotel Group by using the PEST, "five Force Model" analysis framework, forecasts the development prospects of the hotel industry, and points out that the external environment of the White Swan Hotel Group has changed greatly. The competition pattern of hotel industry is deeply reversed, competition is becoming more and more intense, opportunity and threat coexist. The urgent problem that the group needs to solve is how to make use of its own advantages to expand its brand so as to maintain the competitive position and competitive ability of the enterprise in the market. This paper reviews the development of White Swan Hotel Group, analyzes the resources and capabilities of the enterprise, and analyzes the core competence of the enterprise by using VRIO model, and then analyzes its advantages and disadvantages. It is pointed out that after nearly 30 years of development, White Swan Hotel Group has accumulated a good resource base, cultivated a strong core competence, its advantages are obviously greater than its disadvantages, and the potential of strategic development is great. In this paper, SWOT matching is used to make strategy, to determine strategic tenet, strategic direction, business orientation and management mode positioning. It is pointed out that the strategic direction of White Swan Hotels Group is to implement the target centralization strategy, make use of the brand effect, and focus on the local high-end hotel market and the export management of high-grade hotels through the way of brand chain management. Develop other market segments. The above research has pointed out the goal and direction for the transformation and upgrading of White Swan Hotel Group and the realization of sustainable development. Focusing on the strategic positioning and planning objectives, it is clearly put forward that as the concrete support of the strategy, we must strengthen the main business of the big group, perfect the governance structure and organizational structure, establish and perfect the system mechanism for the operation of the parent and subsidiary companies, and strengthen the system construction. Infrastructure and brand building, starting the flagship store renovation project, speeding up high-end brand chain operation to ensure that the strategy is effective.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F719
本文編號：2286534
[Abstract]:In the current hotel market rapid growth and fierce competition environment, how should White Swan Hotel Group meet the challenge, break out of the siege, and maintain the leading position in the hotel industry? These include formulating strategic directions, defining management and business models, further restructuring, integrating resources, enhancing core competencies, and so on. In order to solve these problems that determine the survival and development of the group, we must conduct strategic research. Formulation of development strategies Based on the theory of strategic management and the theory of core competence, this paper analyzes the basic elements of enterprise group development strategy and the motive force of industrial upgrading. And discusses how to build a strategic model for the White Swan Hotel Group to promote industrial optimization and upgrading. This paper analyzes the macro environment and industrial competition environment of White Swan Hotel Group by using the PEST, "five Force Model" analysis framework, forecasts the development prospects of the hotel industry, and points out that the external environment of the White Swan Hotel Group has changed greatly. The competition pattern of hotel industry is deeply reversed, competition is becoming more and more intense, opportunity and threat coexist. The urgent problem that the group needs to solve is how to make use of its own advantages to expand its brand so as to maintain the competitive position and competitive ability of the enterprise in the market. This paper reviews the development of White Swan Hotel Group, analyzes the resources and capabilities of the enterprise, and analyzes the core competence of the enterprise by using VRIO model, and then analyzes its advantages and disadvantages. It is pointed out that after nearly 30 years of development, White Swan Hotel Group has accumulated a good resource base, cultivated a strong core competence, its advantages are obviously greater than its disadvantages, and the potential of strategic development is great. In this paper, SWOT matching is used to make strategy, to determine strategic tenet, strategic direction, business orientation and management mode positioning. It is pointed out that the strategic direction of White Swan Hotels Group is to implement the target centralization strategy, make use of the brand effect, and focus on the local high-end hotel market and the export management of high-grade hotels through the way of brand chain management. Develop other market segments. The above research has pointed out the goal and direction for the transformation and upgrading of White Swan Hotel Group and the realization of sustainable development. Focusing on the strategic positioning and planning objectives, it is clearly put forward that as the concrete support of the strategy, we must strengthen the main business of the big group, perfect the governance structure and organizational structure, establish and perfect the system mechanism for the operation of the parent and subsidiary companies, and strengthen the system construction. Infrastructure and brand building, starting the flagship store renovation project, speeding up high-end brand chain operation to ensure that the strategy is effective.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F719
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