本文選題：虹橋賓館　切入點：金郁金香　出處：《東華大學》2017年碩士論文　論文類型：學位論文

【摘要】：近年來,我國旅游業(yè)發(fā)展勢頭迅猛,也帶動了相關(guān)酒店行業(yè)的高速發(fā)展,同時隨著我國市場經(jīng)濟的開放,全球知名酒店管理集團自90年代紛紛進入中國市場,其在國內(nèi)擴張的速度越來越快,再加上本土酒店管理集團的規(guī)�；l(fā)展,酒店產(chǎn)業(yè)在一線城市中心區(qū)域更是達到飽和集中,競爭相當激烈。錦江國際(集團)有限公司(以下簡稱“錦江集團”)是中國規(guī)模最大的綜合性旅游企業(yè)集團之一,2015年成功收購了歐洲第二大酒店集團盧浮酒店,目的是國資企業(yè)海外擴張。錦江國際將旗下的國資酒店虹橋賓館作為法國盧浮酒店集團旗下中高端酒店品牌Golden Tulip(金郁金香)的旗艦店進行設(shè)計改造,預計在2017年8月8日正式品牌更迭,而虹橋賓館作為一家從1988年8月8日開張至今的國有酒店將面臨著新的形勢,現(xiàn)有的部分營銷策略不再適用即將面臨的環(huán)境。因此提高虹橋賓館品牌更迭后在上海虹橋區(qū)域的競爭力,不僅具備其現(xiàn)實意義,同時對于本土酒店管理集團的全球布局也具有借鑒意義,而制定科學合理有效的市場營銷策略對品牌更迭后的虹橋賓館來說尤為關(guān)鍵和重要。本文以市場營銷理論為依據(jù),將虹橋賓館品牌更迭為Golden Tulip這一情況作為主要研究對象,對虹橋賓館目前的營銷現(xiàn)狀進行深入分析,指出其不足之處以及品牌更迭后將面臨的問題。同時對虹橋區(qū)域的客戶群進行實地問卷調(diào)研,從而獲取他們對于品牌更迭后的虹橋賓館的需求預期,主要從產(chǎn)品表現(xiàn)、價格表現(xiàn)、品牌表現(xiàn)和服務表現(xiàn)四個方面著手了解客戶需求特征。除此之外,運用SWOT分析法綜合了解虹橋賓館及其競爭對手的情況,最后在此基礎(chǔ)上提出新形勢下虹橋賓館營銷策略的具體方案,主要從市場定位、產(chǎn)品整合、價格制定、客戶管理、品牌溝通以及服務優(yōu)化六個方面進行改進或調(diào)整,以期在最短的時間內(nèi)完成品牌更迭的過渡期,提高企業(yè)競爭力,推動錦江集團關(guān)于Golden Tulip該品牌的全面推廣。
[Abstract]:In recent years, the rapid development of tourism in China has also led to the rapid development of the hotel industry. At the same time, with the opening of the market economy in China, the world-famous hotel management groups have entered the Chinese market since 90s. It is expanding more and more rapidly in China. In addition to the large-scale development of local hotel management groups, the hotel industry has reached saturation and concentration in the central areas of first-tier cities. The competition is fierce. Jinjiang International (Group) Limited (hereinafter referred to as "Jinjiang Group") is one of the largest comprehensive tourism enterprise groups in China. In 2015, it successfully acquired Lufu Hotel, the second largest hotel group in Europe. The aim is to expand overseas for state-owned enterprises. Jinjiang International has transformed its state-owned hotel Hung Kiu Guest House into the flagship store of Golden Tulipa, a mid-high-end hotel brand owned by France's Lufu Hotels Group. The official brand change is expected on August 8th 2017, and Hung Kiu Guest House, a state-owned hotel that opened in August 8th 1988, will face a new situation. Some of the existing marketing strategies are no longer applicable to the upcoming environment. Therefore, improving the competitiveness of Hung Kiu Guest House in the Hongqiao area of Shanghai after the brand change is not only of practical significance. At the same time, it has reference significance for the global layout of local hotel management group, and making scientific, reasonable and effective marketing strategy is particularly critical and important for Hung Kiu Guest House after brand change. Taking the change of Hung Kiu Guest House brand as Golden Tulip as the main research object, this paper makes a deep analysis of the current marketing situation of Hung Kiu Guest House. It points out its shortcomings and the problems it will face after the brand change. At the same time, it conducts a questionnaire survey on the customer base in Hongqiao region to obtain their expectation of the demand for Hung Kiu Guest House after brand change, mainly from the product performance. Price performance, brand performance and service performance four aspects of understanding customer demand characteristics. In addition, the use of SWOT analysis to comprehensively understand Hung Kiu Guest House and its competitors, Finally, this paper puts forward the concrete plan of Hung Kiu Guest House marketing strategy under the new situation, mainly from six aspects: market orientation, product integration, price formulation, customer management, brand communication and service optimization. In order to complete the transition period of brand change in the shortest time, improve the competitiveness of enterprises, promote the overall promotion of Golden Tulip brand in Jinjiang Group.
【學位授予單位】：東華大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F274;F719.2

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