湘西鸿伟拓展公司的运营状况与发展策略

发布时间：2018-03-17 02:10

本文选题：户外拓展　切入点：运营状况　出处：《吉首大学》2017年硕士论文　论文类型：学位论文

【摘要】：近年来,紧跟着户外运动在国内外越来越火热的发展态势,拓展运动也得到了进一步的积极推动和开展的良机。本文综合运用了各种方法对湘西鸿伟体育文化旅游开发有限公司(简称鸿伟拓展)的运营状况进行了详细地调查,分别从公司的组织架构、内部资源、市场营销和管理制度四个方面进行了分析,探讨该公司在运营发展过程中所出现的问题,并且针对鸿伟存在的这些问题提出相应的发展策略,为户外拓展公司的改革与发展提供理论性的借鉴。研究结果表明:1、湘西鸿伟拓展公司采用的是一种比较简单的组织架构,这种架构的形式灵活可变,职责较为明确,维持的费用低廉,但是这种组织架构仅适用于小规模的公司;2、公司经过近五年的发展已经在整个湘西州户外拓展行业遥遥领先,占领了整个的先机和得天独厚的自然资源,此外公司还储备了24名国外运动员,主要以极限运动为主,团队在不断的升级,负责人对整个的市场把脉较为清楚;3、目前公司所采用的运营管理模式属于高度集权,公司各方面决策权集中在公司的经营者一个人手中。公司内部其他负责人一般是以点对点和人对人的方式插手公司的其他日常业务管理;4、公司管理制度较为完善,业余提成机制对员工具有较大的激励作用。从对公司负责人、培训师的访谈以及根据公司运营发展状况得出目前公司仍旧存在一些问题,这些问题对公司快速发展的脚步造成了一定的阻碍。具体包括:1、对备选方案不够重视,导致培训效果较差;2、对行业交流不够重视,导致项目的创新意识缺乏;3、对培训师的培养不够重视,导致人员流失严重;4、对培训的监督不够重视,导致培训后的跟踪和指导缺失。针对以上问题,笔者提出:1、做好备选方案,提高培训质量;2、增加外出深造的机会,保障项目的新颖性;3、建立专门的培养机制,扩大培训师的储备和培养;4、加强监管,增加培训后期的指导与跟踪;5、明确市场定位,发展新的客户群体。
[Abstract]:In recent years, following the development of outdoor sports at home and abroad, The development movement has also been further actively promoted and developed. In this paper, various methods have been comprehensively used to investigate the operation situation of Hongwei Sports Culture Tourism Development Co., Ltd. (Hongwei Development) in Xiangxi. This paper analyzes the organizational structure, internal resources, marketing and management system of the company, and discusses the problems in the process of operation and development of the company. And in view of these problems of Hongwei, the corresponding development strategy is put forward, which provides a theoretical reference for the reform and development of outdoor development companies. The research results show that: 1, Hongwei Development Company of Western Hunan adopts a relatively simple organizational structure. The structure is flexible and variable in form, with clear responsibilities and low maintenance costs. However, this kind of organizational structure is only suitable for small scale companies. After nearly five years of development, the company has been far ahead in the field of outdoor development in the entire Xiangxi Autonomous Prefecture. The company has seized the entire opportunity and unique natural resources, in addition to the company also reserves 24 foreign athletes, mainly in extreme sports, the team is constantly upgrading, The responsible person has a clearer view of the whole market. At present, the operation and management model adopted by the company is highly centralized. The decision-making power in all aspects of the company is concentrated in the hands of the operator of the company. The other persons in charge of the company generally meddle in other day-to-day business management of the company in a point-to-point and person-to-person manner, and the company management system is relatively perfect. The amateur commission mechanism has a great incentive to employees. From interviews with company leaders, trainers and company operations, we can see that there are still some problems in the company. These problems have caused a certain hindrance to the rapid development of the company, including: 1, the lack of attention to the options, resulting in poor training results, not enough attention to trade exchanges, This leads to the lack of innovation consciousness of the project, the insufficient attention to the training of the trainer, the serious loss of personnel, the insufficient attention to the supervision of the training, and the lack of follow-up and guidance after the training. In view of the above problems, the author puts forward the proposal of "1: 1" and does a good job of the alternative scheme. To improve the quality of training, to increase the opportunity to go out for further study, to ensure the novelty of the project, to establish a special training mechanism, to expand the reserve and training of trainers, to strengthen supervision, to increase guidance and follow-up in the later stage of training, and to clarify the market position. Develop a new customer base.
【学位授予单位】：吉首大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：G80-05

【参考文献】