本文關(guān)鍵詞：金泰之家酒店競爭戰(zhàn)略分析　出處：《遼寧工程技術(shù)大學》2014年碩士論文　論文類型：學位論文

  更多相關(guān)文章： PEST分析 波特五力模型 SWOT分析 競爭戰(zhàn)略 差異化戰(zhàn)略

【摘要】：北京經(jīng)濟型酒店行業(yè)在經(jīng)歷了高增長的黃金期后,從2010年開始逐步趨于緩慢理性增長,區(qū)域內(nèi)競爭日益加劇。北京金泰之家酒店成立于2007年,是老煤炭企業(yè)專業(yè)化經(jīng)營改革和整合的產(chǎn)物,經(jīng)過6年的發(fā)展建設(shè)目前達到門店11家,其中直營店5家,加盟店6家,在區(qū)域內(nèi)具有了一定的影響力。但是酒店由于經(jīng)營規(guī)模有限、品牌建設(shè)不足和國有性質(zhì)的制約,不能完全按照市場化運作,在近兩年內(nèi),面臨出租率有所下滑、收益增長緩慢的趨勢。如何利用自身條件,因地制宜的探索符合酒店實際的發(fā)展競爭戰(zhàn)略,突破瓶頸、獲取競爭優(yōu)勢成為當下亟需解決的問題。文章以金泰之家旗艦店為研究對象,實地調(diào)研考察酒店的經(jīng)營現(xiàn)狀,收集了全面的資料和數(shù)據(jù),運用PEST宏觀分析法和波特五力模型分析酒店的外部環(huán)境,并客觀剖析了自身所具備的條件,通過SWOT矩陣分析酒店自身的優(yōu)劣勢和機會威脅,借鑒國內(nèi)外成熟經(jīng)濟型酒店的發(fā)展經(jīng)驗和戰(zhàn)略管理理論,提出了符合金泰之家實際的差異化、重點集中競爭戰(zhàn)略及實施措施。最后,文章又對戰(zhàn)略實施過程中的重要因素進行分析,確保戰(zhàn)略的順利實施,對金泰之家的發(fā)展指明戰(zhàn)略了方向。
[Abstract]:Beijing Econo Hotel industry has experienced high growth of the golden period, from 2010 began to gradually slow the rational growth, regional competition. Beijing Jintai Hotel was founded in 2007, is the old coal enterprises reform and the integration of the product, after 6 years of development has now reached 11 stores, including straight camp 5 stores, 6 stores, has a certain influence in the region. But because the hotel business scale is limited, restricting the lack of brand building and the state-owned nature, can not be completely in accordance with the market-oriented operation, in the last two years, facing the rental rate decline, revenue growth slow trend. How to make use of their own conditions. The development of competitive strategy, to explore with the hotel practice to break through the bottleneck, has become the urgent problem to obtain the competitive advantage. The golden flagship store as the research object, real The research on operating status of the hotel, a comprehensive collection of information and data, using the PEST macro analysis method and the Potter five forces model to analyze the external environment of the hotel, and analyzes its objective conditions, through the SWOT analysis of the hotel's own strengths and weaknesses and the opportunities and threats from domestic and foreign mature experience and the development of Econo Hotel the strategic management theory, puts forward the difference with the actual Kim family, focus on competitive strategy and implementation measures. Finally, the article analyzes the important factors in the process of strategy implementation, to ensure the smooth implementation of the strategy, points out the development strategy of Kim home direction.

【學位授予單位】：遼寧工程技術(shù)大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F271;F719.2

【參考文獻】

相關(guān)期刊論文 前4條

1 孫敖;;如家快捷酒店戰(zhàn)略成功因素探討[J];現(xiàn)代商貿(mào)工業(yè);2010年04期

2 韓煜東;;我國經(jīng)濟型連鎖酒店營銷策略研究[J];改革與戰(zhàn)略;2010年01期

3 孫麗君;李懷斌;;一線員工的授權(quán)認知研究[J];東北財經(jīng)大學學報;2006年04期

4 吳敏 ,陳雪鈞;體驗營銷在飯店[J];飯店現(xiàn)代化;2004年12期

，

本文編號：1404781