本文選題：酒店 + 投資�。� 參考：《華南理工大學(xué)》2013年碩士論文

【摘要】：本商業(yè)計(jì)劃書是關(guān)于酒店投資的項(xiàng)目，，文章首先對項(xiàng)目的宏觀和微觀環(huán)境進(jìn)行了分析，采用了PEST分析方法和SWOT分析方式，分析了酒店建設(shè)的有利條件和不利條件，中國經(jīng)濟(jì)的蓬勃發(fā)展給酒店業(yè)的發(fā)展創(chuàng)造了很好的條件，也要求酒店必須在符合國家政策和法律約束條件下，進(jìn)行發(fā)展和經(jīng)營；分析了DH酒店的優(yōu)勢、劣勢和機(jī)會(huì)和威脅，權(quán)衡利弊，DH酒店優(yōu)勢在于定理位置好、配套齊全等，而劣勢在于經(jīng)驗(yàn)欠缺、投資回收期長等，應(yīng)該發(fā)揚(yáng)優(yōu)勢，克服劣勢，采取有針對性的舉措。經(jīng)過對DH酒店的競爭環(huán)境和策略進(jìn)行分析，認(rèn)為DH酒店應(yīng)該采取成本領(lǐng)先戰(zhàn)略和差異化戰(zhàn)略結(jié)合的方式。 其次，針對成本領(lǐng)先戰(zhàn)略和差異化戰(zhàn)略結(jié)合的方式，采取STP市場定位策略和4P營銷策略，提出了酒店建設(shè)完成后將采取的市場定位、營銷策略等，指出DH酒店主要面對商務(wù)客人，針對商務(wù)客人采取差異化的戰(zhàn)略，圍繞商務(wù)客人的需要，提供有針對性的服務(wù)。DH酒店應(yīng)該采取多種渠道銷售酒店的產(chǎn)品，在定價(jià)時(shí)和促銷時(shí)圍繞酒店產(chǎn)品的6個(gè)要素進(jìn)行：地理位置、設(shè)施與設(shè)備、服務(wù)、酒店形象、價(jià)格氣氛。為顧客提供切切實(shí)實(shí)地服務(wù)，提供一個(gè)商務(wù)溝通和交往的平臺(tái)。 最后，對DH酒店的財(cái)務(wù)數(shù)據(jù)進(jìn)行預(yù)測，并對是否可行和融資方向進(jìn)行了闡述。從財(cái)務(wù)分析和風(fēng)險(xiǎn)控制的角度對項(xiàng)目建設(shè)期3年和運(yùn)營期20年的現(xiàn)金流作了預(yù)測，得出項(xiàng)目的回收期、內(nèi)部收益率等財(cái)務(wù)指標(biāo)，進(jìn)而驗(yàn)證了本計(jì)劃書的可行性。同時(shí)，針對酒店投資和運(yùn)營可能涉及的風(fēng)險(xiǎn)因素，提出針對性的對策。 通過本文的研究表明，DH酒店的盈利性較高，具有可行性。但也必須注意有關(guān)風(fēng)險(xiǎn)因素，做到合法經(jīng)營和提前預(yù)防。
[Abstract]:This business plan is about the project of hotel investment. Firstly, the paper analyzes the macro and micro environment of the project, adopts PEST analysis method and SWOT analysis method, and analyzes the favorable and unfavorable conditions of hotel construction. The vigorous development of China's economy has created very good conditions for the development of the hotel industry, which also requires hotels to develop and operate in accordance with state policies and legal constraints, and analyzes the strengths, weaknesses, opportunities and threats of DH hotels. The advantages and disadvantages of DH hotel lie in its good position and complete matching, but the disadvantage lies in the lack of experience and the long payback period of investment, so it is necessary to carry forward its advantages, overcome its disadvantages and take targeted measures. After analyzing the competitive environment and strategy of DH hotel, it is concluded that DH hotel should adopt the combination of cost leading strategy and differentiation strategy. Secondly, aiming at the combination of cost leading strategy and differentiation strategy, adopting STP market positioning strategy and 4P marketing strategy, the paper puts forward the market positioning and marketing strategy that will be adopted after the hotel construction is completed. It is pointed out that DH Hotel is mainly faced with business guests, and takes a differentiated strategy for business guests. According to the needs of business guests, the DH Hotel should take various channels to sell its products. During pricing and promotion around the hotel product 6 elements: geographical location, facilities and equipment, services, hotel image, price atmosphere. To provide customers with practical services, to provide a business communication and communication platform. Finally, the financial data of DH hotel are forecasted, and the feasibility and financing direction are discussed. From the angle of financial analysis and risk control, the cash flow of the project during the construction period of 3 years and the operation period of 20 years is predicted, and the financial indexes such as the payback period and the internal rate of return of the project are obtained, and the feasibility of this plan is verified. At the same time, aiming at the risk factors involved in hotel investment and operation, some countermeasures are put forward. The research in this paper shows that the hotel has high profitability and feasibility. But also must pay attention to relevant risk factors, to achieve legal management and prevention ahead of time.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F719.2;F722

【參考文獻(xiàn)】

相關(guān)期刊論文 前2條

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2 金高軍;楊保建;;我國酒店企業(yè)戰(zhàn)略管理范式研究[J];科技進(jìn)步與對策;2003年18期

本文編號(hào)：1958128