沈阳棋盘山文化旅游服务战略研究

发布时间：2018-01-06 11:36

本文关键词：沈阳棋盘山文化旅游服务战略研究　出处：《东北大学》2013年硕士论文　论文类型：学位论文

【摘要】：随着旅游消费需求的变化,国内旅游市场竞争日趋激烈,沈阳棋盘山风景区作为传统景区受到新兴文化产业园区带来的冲击和挑战加剧。本文以沈阳棋盘山风景区经营单位——沈阳棋盘山文化产业集团为研究对象,对企业文化旅游服务的战略环境和战略条件进行分析,发现文化旅游服务中存在的优势与劣势,通过论证分析制定适合集团发展的战略,进而理论联系实际,制定出企业发展文化旅游服务的战略行动与配套措施,以期增强企业竞争力,提高经济收益,同时也对沈阳棋盘山风景区文化保护与开发的研究工作做一些有益探索。本论文共分三个部分,第一部分为战略分析。分别对外部环境、内部环境进行因素分析,通过对机会和威胁的鉴别,创建外部因素评价矩阵(EFE)、内部因素评价矩阵(IFE)和竞争态势矩阵(CPM)。第二部分为战略制定。此阶段将关键内部及外部因素进行排列集中,通过内部—外部矩阵(IE)、SWOT矩阵法进行评估和匹配,再用定量战略计划矩阵(QSPM),对选出的可行备选战略进行客观评估,确定备选战略的相对吸引力,为选择特定战略提供客观依据,进而制定企业战略。第三部分为战略实施。从目标计划、战略行动、资源保障三方面进一步分析战略实施所需资源的规划与配置。
[Abstract]:With the change of tourism consumption demand, the competition of domestic tourism market is becoming more and more fierce. As a traditional scenic spot, Qipanshan Scenic spot in Shenyang has been challenged by the new cultural industry park. This paper takes Shenyang Qipanshan Cultural Industry Group as the research object of Shenyang Qipanshan Scenic spot Management Unit (Shenyang Qipanshan Scenic spot). This paper analyzes the strategic environment and strategic conditions of corporate cultural tourism service, finds out the advantages and disadvantages of cultural tourism service, and formulates the strategy suitable for the development of the group through demonstration and analysis, and then combines theory with practice. To formulate strategic actions and supporting measures for enterprises to develop cultural tourism services in order to enhance the competitiveness of enterprises and enhance economic benefits. At the same time, it also makes some beneficial exploration on the cultural protection and development of Qipanshan scenic spot in Shenyang. This paper is divided into three parts. The first part is the strategic analysis. The external environment and internal environment are analyzed respectively. Through the identification of opportunities and threats, the evaluation matrix of external factors is created. Internal factor evaluation matrix (IFE) and competitive situation matrix (CPM). The second part is strategy making. In this stage, the key internal and external factors are arranged and concentrated through the internal and external matrix (IEE). The SWOT matrix method is used to evaluate and match, and then the quantitative strategic planning matrix is used to evaluate the feasible alternative strategy objectively to determine the relative attractiveness of the alternative strategy. In order to select a specific strategy to provide an objective basis for the formulation of enterprise strategy. The third part is the implementation of the strategy. From the goal of planning strategic action. The planning and allocation of the resources required for the implementation of the strategy are further analyzed in the three aspects of resource support.
【学位授予单位】：东北大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F592.7

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