济南M商业俱乐部发展战略研究

发布时间：2018-04-27 19:54

本文选题：M商业俱乐部 + 战略管理　；参考：《山东大学》2012年硕士论文

【摘要】：经过二百多年的发展,很多俱乐部的规模越来越大,性质也由原来的非营利性转为营利性。商业俱乐部、企业俱乐部或职业俱乐部开始以赢利为目的。在这种背景下,很多俱乐部都进行了企业化运作,聘用职业经理人,建立现代商业化管理制度。济南M商业俱乐部便是在俱乐部发展过程中成立的较早期的会员制商业俱乐部。本文的写作目的是,运用发展战略的相关理论,结合济南M商业俱乐部的实际情况,通过对济南M商业俱乐部外部环境和内部因素的分析,确定有利于俱乐部中长期发展的企业战略,并提出一系列战略保障措施。文章通过PEST分析法对宏观环境的分析以及五种竞争力模型对行业竞争环境的分析,总结出济南M商业俱乐部面临的外部机会有：国家政策对商务服务业的扶持；国家政策对中小企业的扶持；国民经济发展对商务服务业的影响；中小企业的快速增长；东西方文化的交流促使俱乐部被广为人知；山东浓郁的儒商环境；CRM系统的推出,有利于更好地服务客户；网络的发展为俱乐部的营销提供契机。济南M商业俱乐部所面临的威胁主要来自：和本地商务俱乐部的竞争关系；广告、公关公司、酒店、高档饭店等供应商的议价能力；会员和商业赞助强大的谈判和议价能力；政界高层人士退休后进入此行业的威胁；奢侈品会员制俱乐部带来的威胁；银行、保险、证券等财富管理中心带来的威胁。随着会员需求的多样化,服务平台的不断充实也是济南M商业俱乐部亟待面临的问题；加上同行业之间,由于存在一定的服务同质化的问题,为了更好地吸引客户,防止一味的价格竞争,济南M商业俱乐部的发展面临诸多挑战。文章通过价值链分析法,总结可以给俱乐部带来利润的优势资源和能力以及不能够给俱乐部带来资源的劣势资源和能力。俱乐部的内部资源优势主要体现在：俱乐部基础方面,创建了先进有效的组织架构；人力资源方面,工作人员综合素质高、学习力强；市场营销方面,强有力的校友资源和网络营销；客户服务方面,人性化服务。当然在某些方面也存在一定劣势需要改进,如没有会所,会员的粘度和归属感低；缺乏完善的培训和内部晋升机制、缺乏有效的激励机制；会员营销不够积极主动；会员服务过程中,服务标准化程度难以统一、信息化水平低等。根据济南M商业俱乐部的外部环境和内部条件分析,结合访谈法的部分回馈,理论结合实际,本文通过比较分析得出结论：济南M商业俱乐部的发展战略应将重点放在业务环节如俱乐部营销和客户服务方面,如加大俱乐部营销力度、建立会所、实施信息化、推广服务标准化等；当然为实现业务稳步增长的辅助环节如人力资源等也做了相关的措施建议,如增强人才晋升体制,加强人才培训等。由于济南M商业俱乐部在商务服务业业内具有一定的代表性,济南M商业俱乐部的发展战略研究,不仅对指导自身发展有现实意义,对同行业的其它俱乐部或相似机构的战略管理应该有一定的借鉴和指导意义。
[Abstract]:After more than 200 years of development, many clubs have become more and more large, and their nature has been turned from nonprofit to profit. Business clubs, business clubs, or professional clubs are starting to make profit. In this context, many clubs have carried out business operations, employed professional managers, and established modern commercial management. The Ji'nan M Commercial Club is the earlier member business club established in the course of club development.
The purpose of this article is to use the related theory of development strategy, combine the actual situation of the Ji'nan M Commercial Club, analyze the external environment and internal factors of the Ji'nan M Commercial Club, determine the enterprise strategy which is beneficial to the long-term development of the club, and put forward a series of strategic guarantee measures.
Through the analysis of the macro environment by PEST analysis and the analysis of the competitive environment of the five competitive models, the paper concludes that the external opportunities for the Ji'nan M Commercial Club are: the support of the national policy to the business service industry, the support of the national policy to the small and medium enterprises, the influence of the national economic development on the business service industry; The rapid growth of small enterprises; the communication between East and west culture encourages the club to be widely known; Shandong's strong Confucian business environment; the introduction of the CRM system is beneficial to the better service of customers; the development of the network provides opportunities for the marketing of the club. The threats facing the Ji'nan commercial club are mainly from the local business clubs. Competitive relations; the bargaining power of suppliers, such as advertising, public relations, hotels, and high-end restaurants; the strong negotiation and bargaining power of member and commercial sponsorship; threats to the industry after the retirement of politicians; threats posed by luxury membership clubs; the threats posed by wealth management centers, such as banks, insurance, and securities. With the diversification of the needs of the members and the continuous enrichment of the service platform, the M Commercial Club in Ji'nan is facing a problem. With the same industry, the development of Ji'nan M commercial club faces many challenges in order to attract customers and prevent the price competition.
Through the value chain analysis, the article summarizes the advantage resources and abilities that can bring the club profits and the inferior resources and abilities that can not bring the club resources. The advantages of the club's internal resources are mainly reflected in the club foundation, the establishment of the advanced and effective organizational structure; the human resources, the staff comprehensive. High quality, strong learning ability; marketing, strong alumni resources and network marketing; customer service, humanized service. Of course, there are certain disadvantages that need improvement in some aspects, such as lack of club, low viscosity and sense of belonging, lack of perfect training and internal promotion mechanism, lack of effective incentive mechanism The member marketing is not active enough; in the process of member service, the standardization of service is difficult to be unified and the information level is low.
According to the analysis of the external environment and internal conditions of the Ji'nan M Commercial Club, combined with some feedback from the interview method and the theory combined with the reality, this paper draws the conclusion that the development strategy of the Ji'nan M commercial club should focus on the business links, such as club marketing and customer service, such as increasing the strength of club marketing and establishing the club marketing. Clubs, implementation of information, promotion of service standardization, and so on; of course, to achieve the steady growth of the auxiliary links such as human resources, such as human resources also made relevant measures, such as enhancing the talent promotion system, and strengthening the training of talents.
As the Ji'nan M commercial club has certain representativeness in the business service industry, the research on the development strategy of the Ji'nan M commercial club not only has practical significance for guiding its own development, but also has certain reference and guiding significance to the strategic management of other clubs and similar institutions in the same industry.

【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F719.5

【参考文献】