天津JB国际大酒店成长期发展战略研究

发布时间：2018-04-19 12:49

本文选题：成长期 + 发展战略　；参考：《西南交通大学》2013年硕士论文

【摘要】：随着我国社会主义市场经济不断发展完善,改革开放进入深层次的攻坚阶段,经济社会信息化、全球化的全面发展,人民群众日益增长的变化,旅游需求不断增长,文化、旅游行业上升为国家战略发展层面,服务行业从单一投资经营性行业变为全民性、跨行业、跨地区进行投资建设,经营多元性体系。因规模化快速发展,形成了行业内单体酒店发展的挑战性机遇,任何一个成长性公司都处于持续变动的国内外环境中,存在激烈的市场份额的争夺,优缺点共存,机会和威胁共同发生作用。所以,如何跟紧时代脉搏,形成和市场条件相匹配的发展战略与大政方针在公司成长阶段最为关键。天津JB国际大酒店“十一五”期间投资建设、投入运营、经营管理获得了较大进步,然而,伴随酒店投资发展空间不断增加,经营、管理、投资、内外环境持续变动,不确定性增加,怎样使公司保持稳定并获得更深层次进步一直都是困扰的重要课题。因此,面对企业成长期发展战略这一课题,借助企业成长期发展的诸多内部、外部关联因素,充分应用企业不同阶段发展战略基本理论,全面分析国内外同行业面临的形势和发展趋势,进行战略规划。对于本文,主要是基于JB国际大酒店成长期的第一个五年期的发展战略,进行全面系统的归纳总结,并为第二个五年发展周期提供建议参考。本文主要阐述了企业内部的管理体制和运行机制以及在发展过程中经营管理面对的内外部环境影响因素。揭示了企业在运营中存在的问题,应用战略管理的各种工具,比如借助SWOT分析的理论架构,清理出企业在该成长阶段发展战略,并对其作出对应的实施效果评价,形成一个较为完整的发展战略模型,对于企业长期健康发展起支撑作用。基于上述全面论述,文章对JB国际大酒店成长期发展战略实施过程中存在的问题进行分析,并提出改进建议：在现有基础上,应实施由内部的综合发展战略模型向内外结合的组合式战略模型转化,主要是从多元化、信息化、企业文化、员工荣誉体系、人力资源等方面强化,从而实现企业第二个五年健康发展。
[Abstract]:With the continuous development and perfection of China's socialist market economy, the reform and opening up has entered a deep stage of attack, the overall development of economic and social information, the overall development of globalization, the increasing changes of the masses of the people, the growing demand for tourism, and the culture,The tourism industry has become a national strategic development level, the service industry has changed from a single investment and management industry to a whole people, cross-industry, cross-regional investment construction, management diversity system.Because of the rapid development of scale, a challenging opportunity for the development of individual hotels in the industry has been formed. Any growth company is in a constantly changing domestic and international environment, and there is a fierce competition for market share, and the advantages and disadvantages coexist.Opportunities and threats work together.Therefore, how to keep up with the pulse of the times, the formation and market conditions of the development strategy and policy in the company's growth stage is the most critical.During the 11th Five-Year Plan period, Tianjin JB International Hotel has made great progress in investment, operation and management. However, with the increasing space for hotel investment, management, management, investment and internal and external environment are constantly changing.Increasing uncertainty, how to keep the company stable and make deeper progress has always been an important problem.Therefore, in the face of the subject of enterprise growth strategy, with the help of many internal and external related factors of enterprise growth, the basic theory of enterprise development strategy in different stages is fully applied.Comprehensive analysis of the domestic and foreign industry facing the situation and development trends, strategic planning.For this paper, based on the first five-year development strategy of JB International Hotel, a comprehensive and systematic summary is made, and suggestions are provided for the second five-year development cycle.This paper mainly expounds the internal management system and operation mechanism of the enterprise and the internal and external environmental factors that the management faces in the process of development.This paper reveals the problems existing in the operation of the enterprise, applies various tools of strategic management, such as the theoretical framework of SWOT analysis, clears out the development strategy of the enterprise in the growth stage, and evaluates the corresponding implementation effect.Form a relatively complete development strategy model, for the long-term healthy development of enterprises play a supporting role.Based on the above comprehensive discussion, this paper analyzes the problems existing in the implementation of the JB international hotel development strategy in the growing period, and puts forward some suggestions for improvement: on the basis of the existing situation,The transformation from the internal comprehensive development strategy model to the internal and external combination strategy model should be implemented, mainly from the aspects of diversification, information technology, enterprise culture, staff honor system, human resources, etc.In order to achieve the second five years of healthy development of enterprises.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272;F719

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