天津JB国际大酒店成长期发展战略研究
|
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。
Following our country socialist market economy development, reform and opening up into the deep stage, and comprehensive development of economic social informatization and globalization, people demand is growing, tourism demand is growing, culture and tourism industry rose to the level of national strategic development, service industry investment and diversification from a single investment management industry become universal, cross-trade and trans-regional system.Because of the scale of rapid development, forming a single hotel development industry challenges, any growth enterprises facing international and domestic environment of new changing, facing the fierce competition for market share, its advantages and disadvantages, opportunities and challenges coexist.Therefore, keeping pace with the times, form the development strategy and the fundamental policy what match the market conditions in company growth stage is the key.
During"Eleven Five-Year Plan", Tianjin JB International Hotel investment operation and management has been a great progress, but with the development of investment space continue to increase, changes in the operation management investment and internal and external environment, which make the uncertainty factors increase, so how to enable the company to maintain a stable and get further progress is an important issue that has been troubled.Therefore, face the subject of corporate growth strategy, with the internal and external factors related to the development of the enterprise in the growth period, make full use of the basic theory in different stages of enterprise development strategy, comprehensive analysis the situation and development trend which the same industry at home and abroad is facing, then make a strategic planning. In this paper, mainly base on the first five year growth period's development strategy of JB International Hotel, summarizes systematically, and provide suggestions and reference for the second five year development cycle.
This paper mainly describes the internal management system and operation mechanism and management in the development process in the face of internal and external environment factors. Revealed the presence in the operation of enterprises, various tools of strategic management, such as of the theoretical framework of SWOT analysis, clean out the enterprise in the growth stage of development strategy, and evaluates the effect corresponding to it, forming a relatively complete development strategy model, for the long-term healthy development of enterprises plays a supporting role.
Based on the comprehensive discussion, implementation of the process on the growth of JB International Hotel development strategy problems are analyzed, and suggestions are put forward:on the existing basis, should implement a combined strategy model by combining the model of the comprehensive development strategy to the internal transformation, mainly to strengthen from the diversification, information, enterprise culture, employee honor system, human resources and other aspects, so as to realize the healthy development of enterprises second five years.
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。
Following our country socialist market economy development, reform and opening up into the deep stage, and comprehensive development of economic social informatization and globalization, people demand is growing, tourism demand is growing, culture and tourism industry rose to the level of national strategic development, service industry investment and diversification from a single investment management industry become universal, cross-trade and trans-regional system.Because of the scale of rapid development, forming a single hotel development industry challenges, any growth enterprises facing international and domestic environment of new changing, facing the fierce competition for market share, its advantages and disadvantages, opportunities and challenges coexist.Therefore, keeping pace with the times, form the development strategy and the fundamental policy what match the market conditions in company growth stage is the key.
During"Eleven Five-Year Plan", Tianjin JB International Hotel investment operation and management has been a great progress, but with the development of investment space continue to increase, changes in the operation management investment and internal and external environment, which make the uncertainty factors increase, so how to enable the company to maintain a stable and get further progress is an important issue that has been troubled.Therefore, face the subject of corporate growth strategy, with the internal and external factors related to the development of the enterprise in the growth period, make full use of the basic theory in different stages of enterprise development strategy, comprehensive analysis the situation and development trend which the same industry at home and abroad is facing, then make a strategic planning. In this paper, mainly base on the first five year growth period's development strategy of JB International Hotel, summarizes systematically, and provide suggestions and reference for the second five year development cycle.
This paper mainly describes the internal management system and operation mechanism and management in the development process in the face of internal and external environment factors. Revealed the presence in the operation of enterprises, various tools of strategic management, such as of the theoretical framework of SWOT analysis, clean out the enterprise in the growth stage of development strategy, and evaluates the effect corresponding to it, forming a relatively complete development strategy model, for the long-term healthy development of enterprises plays a supporting role.
Based on the comprehensive discussion, implementation of the process on the growth of JB International Hotel development strategy problems are analyzed, and suggestions are put forward:on the existing basis, should implement a combined strategy model by combining the model of the comprehensive development strategy to the internal transformation, mainly to strengthen from the diversification, information, enterprise culture, employee honor system, human resources and other aspects, so as to realize the healthy development of enterprises second five years.
引文
[1]徐静.国内单体酒店应对国际连锁酒店的竞争策略研究[J].湖北成人教育学院学报.2012,18(3)：87-90.
[2]和金生.企业战略管理[M].天津大学出版社.2001：1-238.
[3]谢世娟. 陈新国.从企业生命周期理论看我国民营企业夭折现象[J].经济问题,2004,(6)：29-30.
[4]许文兵,邱家学.成长期企业战略选择探讨[J].现代商贸工业,2011,23(4)：13-14.
[5]赖淑华.成功中小企业成长因素模型[J].科技管理研究,2007,7：37-41.
[6]赵国杰.于海洋.企业发展战略的选择[M].天津大学出版社,2000.1：1-209.
[7]田洪祥.天津渤海精细化工有限公司发展战略研究.天津大学硕士论文.2010.
[8]郭优腾.新时期江西地矿局发展战略的定位与管理对策研究[D].2007.南昌大学硕士学位论文.
[9]王方华,吕巍.企业战略管理[M].复旦大学出版社,1997.
[10]王光甫,靳钟,王筝.企业战略管理[M].中国财政经济出版社,2000.8,1-220.
[11]赵国杰.管理与管理学[M].天津大学出版社,2003.
[12]范星宏.美国酒店业发展十大启示[J].饭店现代化.2011,12：50-55.
[13]国内与国际饭店集团相比较研究[N].中国旅游报,2012.2.
[]4]中国饭店业统计年报(2011年).2012年2月中国旅游报
[15]中国饭店业统计年报(2012年),2013年1月中国旅游报
[16]中国旅游饭店业发展和管理[N].中国旅游报,2012.1.
[17]彼得·德鲁克.管理的实践[M].齐若兰译.机械工业出版社.2006：159-189.
[18]王鑫雨.如何实现组织结构扁平化[N].中国劳动关系报,2011.2
[19]张云.品类战略：定位理论最新发展[M].山西人民出版社,2011.
[20]杨凡.上海哈瓦那大酒店发展战略研究[D]. 上海海事大学论文.2006.
[21]朱承强.现代饭店管理战略模型与选择[M].2011,77-99.
[22]汤雪林.潼南大酒店发展战略分析[D].重庆大学硕士论文.2008.
[23]张琪,董瑞.我国酒店员工绩效管理存在的问题和解决措施.科技情报开发与经 济.2010,12：183-184.
[24]曹桂华.”基于平衡记分卡的技师学院“双师型”教师绩效考核指标体系构建[J].职业技术教育.201132(35)：79-82.
[25]柴中达,奚晏平.中国国有酒店治理绩效关系研究[M].天津人民出版社.324-343.
[26]王凤生.高星级酒店绩效管理实务[M].中信出版社.2008,74-168.
[27]胡质建.收益管理[M].旅游教育出版社.2011,234-343.
[28]卫越. 酒店收益管理的十大建议[N].中国旅游报.2012,12.
[29]陈文生.酒店核心竞争力的构成体系[J].酒店研究.2012,6：12-13.
[30]周风.酒店激励情况调查报告(2012)[J]. 酒店研究.2012,9：25-27.
[31]李玉萍,许伟波.《绩效·剑》[M].清华大学出版社.2008.
[32]张斌.酒店有意义的战略规划[J].酒店职业经理人.2010,10：54-56.
[33]刘耿人.信息社会酒店营销的新路径[J].饭店世界.2012,4：22-23.
[34]蒋正明.中小企业人力资源战略管理的研究[J].改革与战略,2009,10：55-56.
[35]吴恺.重庆小天鹅酒店发展战略研究.重庆大学硕士论文.2005.
[36]阮平南,任伟毛.制造企业战略管理有机模型探微[J].改革与战略,2009,(3)：51-54.
[37]任平.提高资源型企业综合竞争力对策研究[J].改革与战略.2009,3：39-41.
[38]朱飞.知识型企业的人力资源战略框架——以知识管理为核心[J].改革与战略.2009,3：36-39.
[39]陈俊梁.中小型企业虚拟化经营研究[J].改革与战略,2009,3：159-161.
[40]周玉坤.天津市乐施农药有限公司发展战略研究[D].天津大学说是学位论文.2004.
[41]刘宝林.加强企业文化建设促进企业快速发展[N].中国企业报,2009,9.
[42]唐文.现代酒店管理[M].2012：76-92.
[43]Hannay, M. The cross-cultural leader:The application of servant leadership theory in the international context[J]. Journal of International Business and Cultural Studies,2009, 1:59-69.
[44]Wei, Y., Talpade, S. Materialism of mature consumers in China and USA:a cross-cultural study[J]. J Int Bus Cult Stud,2009,2(1):1-14.
[45]Chang, S. When East and West meet:An essay on the importance of cultural understanding in global business practice and education[J]. Journal of International Business and Cultural Studies,2006,2:1-13.
[46]Robbins, S. S.,& Stylianou, A. C. A longitudinal study of cultural differences in global corporate web sites[J]. Journal of International Business and Cultural Studies,2009,3.
[47]Parker, R. S., Haytko, D.,& Hermans, C. The perception of materialism in a global market:a comparison of younger Chinese and United States consumers[J]. Journal of International Business and Cultural Studies, Internet Adresi:http://www. aabri. com/jibcs, html, Erisim Tarihi,2009,14.
[48]Shin, S.-Y., Park, W.-W. Moderating effects of group cohesiveness in competency-performance relationships:a multi-level study[J]. Journal of Behavioral Studies in Business,2009,1.
[49]Udemgba, B., Igwebuike, J. STOCK OPTIONS BACKDATING SCANDALS:What do market participants think about the investigations?[J]. Journal of Behavioral Studies in Business.2009,1.
[50]Gido, J., Clemens, J. P. Successful project management[M]:South-Western Pub, 2008.
[51]Ngowi, A., Iwisi, D.,& Mushi, R. Competitive strategy of low financial in a context resources[J]. Building Research & Information,2002,30(3):205-211.
[52]Cao, Y., Qian, Y, Weingast, B. R. From federalism, Chinese style to privatization, Chinese style[J]. Economics of Transition,1999,7(1):103-131.
[53]Katherine,Y Internet's Banner Ads Just Don't Click[J]. Wilmington Morning Star. 1999,(7).
[54]Ghemawat, P. Managing differences[J]. Harvard Business Review,2007,85(3):58-68.
[55]Dyson, R. G. Strategic development and SWOT analysis at the University of Warwick[J]. European journal of operational research,2004,152(3):631-640.
[56]Vishwanath, V., Mark, J. Your brand's best strategy[J]. Harvard Business Review,1997, 75:123-131.
[2]和金生.企业战略管理[M].天津大学出版社.2001：1-238.
[3]谢世娟. 陈新国.从企业生命周期理论看我国民营企业夭折现象[J].经济问题,2004,(6)：29-30.
[4]许文兵,邱家学.成长期企业战略选择探讨[J].现代商贸工业,2011,23(4)：13-14.
[5]赖淑华.成功中小企业成长因素模型[J].科技管理研究,2007,7：37-41.
[6]赵国杰.于海洋.企业发展战略的选择[M].天津大学出版社,2000.1：1-209.
[7]田洪祥.天津渤海精细化工有限公司发展战略研究.天津大学硕士论文.2010.
[8]郭优腾.新时期江西地矿局发展战略的定位与管理对策研究[D].2007.南昌大学硕士学位论文.
[9]王方华,吕巍.企业战略管理[M].复旦大学出版社,1997.
[10]王光甫,靳钟,王筝.企业战略管理[M].中国财政经济出版社,2000.8,1-220.
[11]赵国杰.管理与管理学[M].天津大学出版社,2003.
[12]范星宏.美国酒店业发展十大启示[J].饭店现代化.2011,12：50-55.
[13]国内与国际饭店集团相比较研究[N].中国旅游报,2012.2.
[]4]中国饭店业统计年报(2011年).2012年2月中国旅游报
[15]中国饭店业统计年报(2012年),2013年1月中国旅游报
[16]中国旅游饭店业发展和管理[N].中国旅游报,2012.1.
[17]彼得·德鲁克.管理的实践[M].齐若兰译.机械工业出版社.2006：159-189.
[18]王鑫雨.如何实现组织结构扁平化[N].中国劳动关系报,2011.2
[19]张云.品类战略：定位理论最新发展[M].山西人民出版社,2011.
[20]杨凡.上海哈瓦那大酒店发展战略研究[D]. 上海海事大学论文.2006.
[21]朱承强.现代饭店管理战略模型与选择[M].2011,77-99.
[22]汤雪林.潼南大酒店发展战略分析[D].重庆大学硕士论文.2008.
[23]张琪,董瑞.我国酒店员工绩效管理存在的问题和解决措施.科技情报开发与经 济.2010,12：183-184.
[24]曹桂华.”基于平衡记分卡的技师学院“双师型”教师绩效考核指标体系构建[J].职业技术教育.201132(35)：79-82.
[25]柴中达,奚晏平.中国国有酒店治理绩效关系研究[M].天津人民出版社.324-343.
[26]王凤生.高星级酒店绩效管理实务[M].中信出版社.2008,74-168.
[27]胡质建.收益管理[M].旅游教育出版社.2011,234-343.
[28]卫越. 酒店收益管理的十大建议[N].中国旅游报.2012,12.
[29]陈文生.酒店核心竞争力的构成体系[J].酒店研究.2012,6：12-13.
[30]周风.酒店激励情况调查报告(2012)[J]. 酒店研究.2012,9：25-27.
[31]李玉萍,许伟波.《绩效·剑》[M].清华大学出版社.2008.
[32]张斌.酒店有意义的战略规划[J].酒店职业经理人.2010,10：54-56.
[33]刘耿人.信息社会酒店营销的新路径[J].饭店世界.2012,4：22-23.
[34]蒋正明.中小企业人力资源战略管理的研究[J].改革与战略,2009,10：55-56.
[35]吴恺.重庆小天鹅酒店发展战略研究.重庆大学硕士论文.2005.
[36]阮平南,任伟毛.制造企业战略管理有机模型探微[J].改革与战略,2009,(3)：51-54.
[37]任平.提高资源型企业综合竞争力对策研究[J].改革与战略.2009,3：39-41.
[38]朱飞.知识型企业的人力资源战略框架——以知识管理为核心[J].改革与战略.2009,3：36-39.
[39]陈俊梁.中小型企业虚拟化经营研究[J].改革与战略,2009,3：159-161.
[40]周玉坤.天津市乐施农药有限公司发展战略研究[D].天津大学说是学位论文.2004.
[41]刘宝林.加强企业文化建设促进企业快速发展[N].中国企业报,2009,9.
[42]唐文.现代酒店管理[M].2012：76-92.
[43]Hannay, M. The cross-cultural leader:The application of servant leadership theory in the international context[J]. Journal of International Business and Cultural Studies,2009, 1:59-69.
[44]Wei, Y., Talpade, S. Materialism of mature consumers in China and USA:a cross-cultural study[J]. J Int Bus Cult Stud,2009,2(1):1-14.
[45]Chang, S. When East and West meet:An essay on the importance of cultural understanding in global business practice and education[J]. Journal of International Business and Cultural Studies,2006,2:1-13.
[46]Robbins, S. S.,& Stylianou, A. C. A longitudinal study of cultural differences in global corporate web sites[J]. Journal of International Business and Cultural Studies,2009,3.
[47]Parker, R. S., Haytko, D.,& Hermans, C. The perception of materialism in a global market:a comparison of younger Chinese and United States consumers[J]. Journal of International Business and Cultural Studies, Internet Adresi:http://www. aabri. com/jibcs, html, Erisim Tarihi,2009,14.
[48]Shin, S.-Y., Park, W.-W. Moderating effects of group cohesiveness in competency-performance relationships:a multi-level study[J]. Journal of Behavioral Studies in Business,2009,1.
[49]Udemgba, B., Igwebuike, J. STOCK OPTIONS BACKDATING SCANDALS:What do market participants think about the investigations?[J]. Journal of Behavioral Studies in Business.2009,1.
[50]Gido, J., Clemens, J. P. Successful project management[M]:South-Western Pub, 2008.
[51]Ngowi, A., Iwisi, D.,& Mushi, R. Competitive strategy of low financial in a context resources[J]. Building Research & Information,2002,30(3):205-211.
[52]Cao, Y., Qian, Y, Weingast, B. R. From federalism, Chinese style to privatization, Chinese style[J]. Economics of Transition,1999,7(1):103-131.
[53]Katherine,Y Internet's Banner Ads Just Don't Click[J]. Wilmington Morning Star. 1999,(7).
[54]Ghemawat, P. Managing differences[J]. Harvard Business Review,2007,85(3):58-68.
[55]Dyson, R. G. Strategic development and SWOT analysis at the University of Warwick[J]. European journal of operational research,2004,152(3):631-640.
[56]Vishwanath, V., Mark, J. Your brand's best strategy[J]. Harvard Business Review,1997, 75:123-131.