AY酒店发展战略研究

发布时间：2018-12-15 19:06

【摘要】：AY酒店——成都一家以音乐为主题的三星商务酒店,迄今已有近七年的经营历程。近年来,酒店依托地理位置的垄断优势,一直保持着较稳定的发展。但由于其自身的局限性,管理薄弱、员工流动大、营销推广不足等方面的原因,AY并没有效利用资源发挥出应有的竞争优势。同时,随着成都本土酒店数量不断增长,外资酒店和国内酒店纷纷来蓉,AY酒店开始面临着激烈的竞争和压力。因此,AY酒店要想实现持续发展,迫切需要制定一套行之有效的发展战略。本文拟通过对AY酒店发展战略的研究,为AY酒店发展战略规划与实施提供参考。本文分为五个部分。第一部分,绪论,主要阐述研究背景、研究目的、意义和方法等。第二部分,通过分析AY酒店的发展历程、内部资源(服务设施、组织结构、人员、营销、财务、企业文化)状况从而对酒店目前的经营现状有一个全面认识,指出对酒店进行战略研究的迫切性和必要性。第三部分,首先,分析了AY酒店的内外环境。运用PEST工具分析酒店的宏观环境。运用五力模型,对行业内的五种力量(供应方、买方、替代品、潜在进入者、行业竞争者)进行分析。指出,餐饮、住宿、会展、旅游等相关产业链的良好发展势头为AY酒店带来了难得的机遇,但是AY酒店也面临着新建同档次酒店的威胁；AY的主要客源市场是商务市场和高校文化市场,优异的地理位置使酒店的客源相对稳定,但是酒店内部也存在一些劣势制约着酒店的发展。其次,在前文分析的基础上,用SWOT组合对AY酒店的总体战略和竞争战略作出选择。指出,AY酒店作为一家中档规模的商务酒店,结合资金、资源实力,在加强型战略实施的基础上,根据市场的环境变化并把握机遇,以连锁经营的方式进行稳步的扩张,最终建立自己的酒店管理集团。同时AY作为音乐酒店,应充分利用现有的资源和能力来塑造产品或服务的独特型,以差异化战略来获得相对于竞争对手的优势。第四部份提出保障战略实施的举措。主要从五个方面进行阐述,强化人力资源管理,调动员工的积极性；提升营销能力,巩固现有客源开发新客源；加强财务管理,提升经济效益；创造出“宾至如归”的文化氛围,将音乐文化资源通过酒店这架机器加工生产出特色产品与服务,形成难以模仿的竞争优势；培养学习氛围,促进酒店不断创新。第五部分展望和思考,展望这些战略实施后会给酒店带来那些积极变化；思考在实施中可能会遇到的一些困难。
[Abstract]:AY Hotel, a music-themed Samsung The Business Inn in Chengdu, has been operating for nearly seven years. In recent years, hotel rely on the monopoly advantage of geographical location, has been maintaining a relatively stable development. However, due to its own limitations, weak management, large turnover of staff, insufficient marketing promotion and other reasons, AY has not effectively utilized resources to play its due competitive advantage. At the same time, as the number of local hotels in Chengdu continues to grow, foreign and domestic hotels are coming, and AY hotels are facing fierce competition and pressure. Therefore, AY hotel to achieve sustainable development, urgent need to formulate a set of effective development strategy. Through the study of AY hotel development strategy, this paper provides a reference for AY hotel development strategy planning and implementation. This paper is divided into five parts. The first part, introduction, mainly elaborates the research background, the research goal, the significance and the method and so on. The second part, through the analysis of the development course of AY hotel, internal resources (service facilities, organizational structure, personnel, marketing, finance, corporate culture) in order to have a comprehensive understanding of the hotel's current operating situation. The urgency and necessity of strategic research on hotel are pointed out. The third part, first of all, analyzes the inside and outside environment of AY hotel. Use PEST tools to analyze the macro environment of the hotel. The five forces model is used to analyze the five forces in the industry (supply side, buyer, substitute, potential entrant, industry competitor). It is pointed out that the good development momentum of catering, accommodation, exhibition, tourism and other related industrial chains has brought a rare opportunity for AY hotels, but AY hotels are also facing the threat of building new hotels of the same grade; The main customer market of AY is commercial market and university culture market. The excellent geographical position makes the hotel's guest source relatively stable, but there are some disadvantages in the hotel interior which restrict the hotel's development. Secondly, on the basis of the above analysis, we choose the overall strategy and competitive strategy of AY hotel with SWOT combination. It is pointed out that AY hotel, as a medium scale The Business Inn, combines capital and resource strength, on the basis of the implementation of the enhanced strategy, according to the changes of the market environment and seize the opportunity, and expands steadily in the way of chain operation. Finally establish their own hotel management group. At the same time, as a music hotel, AY should make full use of the existing resources and capabilities to shape the unique type of product or service, and gain the advantage over the competitors by the differentiation strategy. The fourth part puts forward the measures to guarantee the implementation of the strategy. Mainly from five aspects to elaborate, strengthen the human resources management, mobilize the enthusiasm of the staff, enhance the marketing ability, consolidate the existing source of customers to develop new sources, strengthen the financial management, enhance the economic benefits; To create a cultural atmosphere of "feeling at home", to produce characteristic products and services through the processing of musical cultural resources through the machine of the hotel, to form a competitive advantage which is difficult to imitate, to cultivate the learning atmosphere and to promote the innovation of the hotel. The fifth part looks forward to the implementation of these strategies will bring about those positive changes to the hotel; thinking about the implementation of some difficulties may be encountered.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2010
【分类号】：F719

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