國內(nèi)商旅管理業(yè)務(wù)盈利模式研究
發(fā)布時間：2018-11-13 13:07
【摘要】：經(jīng)濟(jì)的發(fā)展、企業(yè)業(yè)務(wù)對外擴(kuò)張催生了商務(wù)旅行。近幾年來,在世界范圍內(nèi),商務(wù)旅行已經(jīng)逐漸成為主流的旅游方式。據(jù)統(tǒng)計(jì),全球每年旅游業(yè)收入的3.5萬億美元中,有12%屬于商旅支出。中國每年在國際商務(wù)旅游支出約有42億多美元,約占亞洲商旅服務(wù)市場的17%；中國國內(nèi)商務(wù)旅行支出約為200億美元。 商旅管理公司專注于商務(wù)旅行的管理服務(wù),目標(biāo)客戶群體為公司客戶,盈利的基本模式為服務(wù)費(fèi)及交易管理費(fèi)用的收取及代理傭金的取得；國內(nèi)商旅管理公司起步較晚,以賺取航空公司或酒店傭金為主要盈利模式。隨著網(wǎng)絡(luò)和電子商務(wù)的發(fā)展,航空公司零代理費(fèi)政策的逼近,代理人業(yè)務(wù)和盈利模式的改變迫在眉睫。與此同時,外資公司的進(jìn)入使得行業(yè)競爭又十分激烈。 研究國內(nèi)商務(wù)旅行業(yè)務(wù)盈利模式,對于發(fā)展國內(nèi)商務(wù)旅游市場,提高旅游企業(yè)運(yùn)行經(jīng)營效率,帶動國內(nèi)旅游產(chǎn)業(yè)整體質(zhì)量發(fā)展,促進(jìn)國家現(xiàn)代服務(wù)業(yè)發(fā)展,都具有最迫切、最重要的現(xiàn)實(shí)意義。只有做好商務(wù)旅行業(yè)務(wù)盈利模式研究,保證行業(yè)的可發(fā)展、持續(xù)發(fā)展,才能夠有繼續(xù)研究其他諸如戰(zhàn)略管理、經(jīng)營管理等問題的條件和必要。 筆者通過調(diào)研訪談和文獻(xiàn)研究,從商務(wù)旅行的基本概念出發(fā),對商旅管理業(yè)務(wù)的產(chǎn)品及服務(wù)特性進(jìn)行了整體的梳理,根據(jù)對國內(nèi)公司相關(guān)情況的綜合分析,筆者總結(jié)出國內(nèi)商旅管理公司日常經(jīng)營的主要盈利模式：傭金、服務(wù)費(fèi)及衍生產(chǎn)品收費(fèi)。通過對相關(guān)文獻(xiàn)資料及大量公司實(shí)際經(jīng)營數(shù)據(jù)資料的整理分析,分析出國內(nèi)商旅管理公司的盈利模式還存在收費(fèi)形式過于單一、政策風(fēng)險抵御能力較差、服務(wù)能力水平較低等問題。最后,通過對相關(guān)問題節(jié)點(diǎn)的清晰對比分析,筆者提出可以通過引導(dǎo)企業(yè)向服務(wù)專業(yè)化方面進(jìn)行轉(zhuǎn)變,將以傭金為主的盈利模式改變成以專業(yè)服務(wù)費(fèi)收取為主的盈利模式,以避免政策風(fēng)險對企業(yè)的沖擊；同時要通過戰(zhàn)略聯(lián)盟增強(qiáng)企業(yè)的服務(wù)能力,并擴(kuò)大銷售；最后,通過對國內(nèi)商旅管理公司重點(diǎn)企業(yè)中青旅商旅管理公司的實(shí)際盈利模式進(jìn)行例證分析并提出筆者的盈利模式改進(jìn)建議。 通過對商旅管理企業(yè)盈利模式的分析,筆者認(rèn)為國內(nèi)商旅管理企業(yè)應(yīng)該迅速向利用服務(wù)價值取得收益的盈利模式轉(zhuǎn)變,同時利用自身的本土優(yōu)勢和企業(yè)的特點(diǎn)進(jìn)行創(chuàng)新,以取得可持續(xù)的,穩(wěn)定的盈利目標(biāo)。筆者希望通過相關(guān)課題的研究和分析,能為中國商旅管理領(lǐng)域從業(yè)者提出一些盈利模式的優(yōu)化建議,希望國內(nèi)商旅管理公司能夠在不久的將來參與國際競爭,提升專業(yè)服務(wù)水平。
[Abstract]:With the development of economy, business travel is spawned by the external expansion of enterprise business. In recent years, in the world, business travel has gradually become the mainstream way of travel. According to statistics, 12% of the world's annual tourism revenue of $3.5 trillion is for business travel. China spends more than $4.2 billion a year on international business travel, about 17 percent of the Asian business travel service market, and about $20 billion on domestic business travel. The business travel management company focuses on the business travel management service, the target customer group is the company customer, the profit basic pattern is the service charge and the transaction management expense collection and the agent commission obtain; Domestic business management companies started late to earn airline or hotel commission as the main profit model. With the development of network and electronic commerce, the zero agent fee policy of airline is approaching, and the change of agent business and profit mode is urgent. At the same time, the entry of foreign companies makes industry competition is very fierce. The research on the profit model of domestic business travel is most urgent for developing the domestic business tourism market, improving the operating efficiency of tourism enterprises, promoting the overall quality development of the domestic tourism industry, and promoting the development of the national modern service industry. The most important practical significance. Only by doing a good job in the study of profit model of business travel business to ensure the development and sustainable development of the industry, can there be conditions and necessity to continue to study other issues such as strategic management, management and management. Based on the basic concept of business travel, the author combs the product and service characteristics of business travel management business through investigation, interview and literature study, according to the comprehensive analysis of the relevant situation of domestic companies. This paper summarizes the main profit modes of domestic business management companies: commission, service charge and derivative charge. Through the collation and analysis of the related literature and a large number of actual operating data of the company, it is found that the profit mode of the domestic business travel management company is too single and the policy risk resisting ability is poor. Low level of service capacity and other issues. Finally, through the clear comparison and analysis of the related problem nodes, the author proposes that we can change the profit-making model based on commission to the profit-making model based on professional service charge by guiding the enterprise to the service specialization. To avoid the impact of policy risks on enterprises; At the same time, through the strategic alliance to enhance the service capacity of enterprises, and expand sales; Finally, through the analysis of the actual profit model of China Youth Travel Management Company, a key enterprise of domestic Business Travel Management Company, the author puts forward some suggestions on how to improve the profit model of the company. Based on the analysis of the profit model of the business travel management enterprises, the author thinks that the domestic business travel management enterprises should change to the profit mode of utilizing the service value quickly, and at the same time, make use of their own local advantages and the characteristics of the enterprises to carry on the innovation. To achieve sustainable, stable profit targets. The author hopes that through the research and analysis of related topics, the author can put forward some suggestions on how to optimize the profit model for Chinese businessmen in the field of business travel management, and hope that domestic business travel management companies can participate in international competition in the near future. Improve professional service level.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F592.6
本文編號：2329196
[Abstract]:With the development of economy, business travel is spawned by the external expansion of enterprise business. In recent years, in the world, business travel has gradually become the mainstream way of travel. According to statistics, 12% of the world's annual tourism revenue of $3.5 trillion is for business travel. China spends more than $4.2 billion a year on international business travel, about 17 percent of the Asian business travel service market, and about $20 billion on domestic business travel. The business travel management company focuses on the business travel management service, the target customer group is the company customer, the profit basic pattern is the service charge and the transaction management expense collection and the agent commission obtain; Domestic business management companies started late to earn airline or hotel commission as the main profit model. With the development of network and electronic commerce, the zero agent fee policy of airline is approaching, and the change of agent business and profit mode is urgent. At the same time, the entry of foreign companies makes industry competition is very fierce. The research on the profit model of domestic business travel is most urgent for developing the domestic business tourism market, improving the operating efficiency of tourism enterprises, promoting the overall quality development of the domestic tourism industry, and promoting the development of the national modern service industry. The most important practical significance. Only by doing a good job in the study of profit model of business travel business to ensure the development and sustainable development of the industry, can there be conditions and necessity to continue to study other issues such as strategic management, management and management. Based on the basic concept of business travel, the author combs the product and service characteristics of business travel management business through investigation, interview and literature study, according to the comprehensive analysis of the relevant situation of domestic companies. This paper summarizes the main profit modes of domestic business management companies: commission, service charge and derivative charge. Through the collation and analysis of the related literature and a large number of actual operating data of the company, it is found that the profit mode of the domestic business travel management company is too single and the policy risk resisting ability is poor. Low level of service capacity and other issues. Finally, through the clear comparison and analysis of the related problem nodes, the author proposes that we can change the profit-making model based on commission to the profit-making model based on professional service charge by guiding the enterprise to the service specialization. To avoid the impact of policy risks on enterprises; At the same time, through the strategic alliance to enhance the service capacity of enterprises, and expand sales; Finally, through the analysis of the actual profit model of China Youth Travel Management Company, a key enterprise of domestic Business Travel Management Company, the author puts forward some suggestions on how to improve the profit model of the company. Based on the analysis of the profit model of the business travel management enterprises, the author thinks that the domestic business travel management enterprises should change to the profit mode of utilizing the service value quickly, and at the same time, make use of their own local advantages and the characteristics of the enterprises to carry on the innovation. To achieve sustainable, stable profit targets. The author hopes that through the research and analysis of related topics, the author can put forward some suggestions on how to optimize the profit model for Chinese businessmen in the field of business travel management, and hope that domestic business travel management companies can participate in international competition in the near future. Improve professional service level.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F592.6
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