本文關(guān)鍵詞： 新常態(tài) 東勝酒店 營銷戰(zhàn)略　出處：《信陽師范學(xué)院》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：伴隨著我國經(jīng)濟(jì)的發(fā)展,以及國內(nèi)外政治經(jīng)濟(jì)環(huán)境的變化,我國酒店產(chǎn)業(yè)在面臨巨大的發(fā)展機(jī)遇的同時(shí),也迎來了更大的挑戰(zhàn)。尤其是自2012年年底,中央政府相繼出臺“八項(xiàng)規(guī)定”和“六條禁令”之后,很多依賴于政府接待的高星級酒店,經(jīng)營業(yè)績開始下滑,亟需進(jìn)行市場營銷戰(zhàn)略轉(zhuǎn)型,以求得長遠(yuǎn)、持續(xù)的發(fā)展。山東東營東勝酒店,作為一家國有五星級酒店,在這種大環(huán)境下,營銷戰(zhàn)略對其未來經(jīng)營發(fā)展的重要性不言而喻。東勝酒店隸屬于勝利油田,發(fā)展優(yōu)勢明顯,雄厚的資本使得酒店不僅運(yùn)營靈活,而且負(fù)擔(dān)較小,同時(shí)作為一家具備十幾年經(jīng)驗(yàn)的五星級酒店,區(qū)域內(nèi)市場認(rèn)可度較高,團(tuán)隊(duì)默契度較好,加上經(jīng)濟(jì)的不斷發(fā)展,人均收入的增加,使得私人消費(fèi)市場的潛力逐步提升,同時(shí)在“八項(xiàng)規(guī)定”和經(jīng)濟(jì)新常態(tài)的影響下,區(qū)域內(nèi)潛在進(jìn)入者的數(shù)量不會(huì)迅速增加。但是,酒店競爭對手實(shí)力強(qiáng)勁,區(qū)域內(nèi)產(chǎn)品同質(zhì)化程度較高,酒店競爭優(yōu)勢不明顯,原材料等費(fèi)用的上升增加了酒店的成本壓力,使得酒店在發(fā)展中也面臨著越來越大的挑戰(zhàn)。本文對東勝酒店所處的內(nèi)外環(huán)境進(jìn)行了詳細(xì)的分析,指出了該酒店目前的優(yōu)勢和劣勢,以及其所面臨的機(jī)會(huì)與威脅。并結(jié)合東勝酒店當(dāng)前的經(jīng)營狀況,從產(chǎn)品戰(zhàn)略、價(jià)格戰(zhàn)略、渠道戰(zhàn)略、促銷戰(zhàn)略以及新媒體營銷戰(zhàn)略五個(gè)方面分析了該酒店當(dāng)前的營銷戰(zhàn)略,指出酒店在營銷戰(zhàn)略轉(zhuǎn)型中,存在著產(chǎn)品差異化不夠明顯,促銷手段與市場需求不一致,內(nèi)部營銷不充分,陷入惡性價(jià)格競爭等方面的問題,并根據(jù)實(shí)際情況提出酒店應(yīng)該從產(chǎn)品著手,注重產(chǎn)品品質(zhì)提升,提升產(chǎn)品的市場競爭力;充分利用新媒體優(yōu)勢,大力開發(fā)穩(wěn)固客源;強(qiáng)化服務(wù)營銷,提升盈利能力;創(chuàng)建學(xué)習(xí)型組織,根植酒店企業(yè)文化;開放合作,構(gòu)建市場營銷新格局等相關(guān)建議。使酒店能夠在新常態(tài)的背景下,響應(yīng)國家供給側(cè)改革的需要,為行業(yè)產(chǎn)業(yè)結(jié)構(gòu)的調(diào)整、提質(zhì)增效貢獻(xiàn)出自己的一份力量。
[Abstract]:With the development of our economy and the changes of the domestic and foreign political and economic environment, the hotel industry in our country is facing a great opportunity for development, but also a great challenge, especially since the end of 2012. After the Central Government successively introduced the "eight regulations" and "six prohibitions," many high-star hotels that relied on government hospitality began to decline in operating performance. It was urgently needed to make a strategic transformation of marketing in order to achieve long-term success. Dongying Dongsheng Hotel in Shandong Province, as a state-owned five-star hotel, the importance of marketing strategy to its future business development is self-evident in this environment. Dongsheng Hotel belongs to Shengli Oilfield and has obvious advantages in development. The abundant capital not only makes the hotel operate flexibly, but also has a small burden. As a five-star hotel with more than ten years' experience, the market in the region is relatively high, the team tacit is good, and the economy continues to develop. With the increase in per capita income, the potential of the private consumer market is gradually rising, and the number of potential entrants in the region will not increase rapidly under the influence of the "eight regulations" and the new normal of the economy. However, the strength of the hotel competitors is strong. The degree of homogenization of products in the region is relatively high, the competitive advantage of hotels is not obvious, and the rising costs of raw materials have increased the cost pressure of hotels. This paper analyzes the inside and outside environment of Dongsheng Hotel in detail, and points out the advantages and disadvantages of the hotel. And the opportunities and threats it faces. Combined with the current operating situation of Dongsheng Hotel, this paper analyzes the current marketing strategy of Dongsheng Hotel from five aspects: product strategy, price strategy, channel strategy, promotion strategy and new media marketing strategy. It is pointed out that in the transformation of marketing strategy, there are some problems, such as product differentiation is not obvious enough, sales promotion means are inconsistent with market demand, internal marketing is not sufficient, and the hotel is caught in vicious price competition, and so on. And according to the actual situation, the hotel should start from the product, pay attention to the product quality promotion, promote the market competitiveness of the product; make full use of the new media advantage, vigorously develop the stable customer source, strengthen the service marketing, enhance the profitability; The establishment of learning organizations, the establishment of hotel corporate culture, the opening of cooperation, the construction of a new pattern of marketing, and other relevant suggestions. Under the background of the new normal, hotels can respond to the needs of the country's supply-side reform and adjust the industrial structure of the industry. Improve quality and increase efficiency by contributing to one's own strength.
【學(xué)位授予單位】：信陽師范學(xué)院
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F719.2;F274

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