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摘要
随着全球政治格局的变化、经济的快速发展，各类基于会议的大型活动越来越多，
而且呈规模变大、标准变高、专业性变强的趋势。D公司一直以“服务实体经济、服务
市场参与者”为使命，不断开拓创新，通过多种渠道积极推进市场的健康稳定发展，产
业大会便是服务市场的重要形式之一。产业大会，顾名思义就是某个产业的大型会议，
是集会务和接待于一体的现代大型会议的典型代表。截止目前，D公司已成功举办各类
产业大会30余届，取得了良好的市场效果，但近几年产业大会却陷入了“内忧外患”的
境地，“外患”主要是产业大会的数量增多、规模变大、专业性增强的需求压力，也是产
业大会取得良好效果的另一种表现，其主要问题则是“内忧”，内部流程不清晰等管理问
题越来越明显，尤其在面对“外患”压力时，“内忧”变得尤为突出，“内忧”不解决，“外
患”真的就成为外患了。所以，只有解决内部流程等管理问题才能解决“内忧外患”的困
扰
本文将对产业大会整体和实际运作中存在的问题进行客观性描述，通过对问题的分
析以流程作为切入点，结合项目管理方法和流程管理理论对产业大会的流程进行梳理和
优化，从流程阶段划分、工作内容分配、团队成员构成、岗位职责明确、流程执行标准
五个方面进行分析研究，形成流程管理的配套保障措施，从而解决产业大会管理过程中
围绕流程管理的一系列问题，建立产业大会流程管理体系的具体解决方案
通过引入项目管理方法和流程管理理论，与产业大会实际管理相结合，使产业大会
的管理以流程管理为中心，配套相应的管理保障措施，使整个管理过程更加科学、全面
和系统，进而提升项目团队的工作效率、为产业大会的质量和效果提供强有力的保障
关键词：流程管理；产业大会；会议管理；会务；接待
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A Case Study of Industrial Conference Program Management in ‘D’
Company
Abstract
With the changes in global political landscape, rapid development of economy
environment, the number of large-scale events especially conventions was increasing.
Moreover, these conventions were tend to become scales up, higher standard and more
professional. Company D was taking 'servicing substantial economy and market participants'
as its mission, continuously pioneering and innovating, actively promoting a healthy and
stable development of futures market through various channels. As a result, Industry
conventions had become one of the important forms of servicing the market. Industry
convention, convention of a certain industry as the name implies which is a typical example
of modern convention that integrates both conferences and entertainment. For now, company
D had held more than thirty conventions in various industries, achieved satisfying results.
However, the industry convention has trapped in a situation of 'internal disorder and foreign
invasions' in recent years. The 'foreign invasions' mainly was the demand pressure from scales
up, more professional and increase number of the conventions, whereas, this could prove the
good result that industry conventions had obtained. The 'internal disorder' was the main issue,
management problems such as unclear internal process had becoming increasingly apparent,
especially facing the 'foreign invasions' pressure, the 'internal disorder' became especially
prominent. Therefore, unless solving the 'internal disorder', the 'foreign invasions' could
become a serious invasions, in other words, only solve the internal process issues could solve
the 'internal disorder and foreign invasions'.
This article will provide an objective description of the issues on industry conferences
and its actual operation. Making the flow as entry point by the means of the analysiz of actual
issues, teasing and optimizing the process of industry conference by combing project
management mothodology and flow management theory. Analysizing from dividing process
phases, allocating tasks, building the team, clearing job responsbilities, standardizing process
execution these 5 aspects, form a matched safeguard for flow management, in order to solve
the serices of issues on flow management and build a specific solution for the flow
managenent of industry conference.
By introducing project management methodology and flow management theory and
combining practical management together, it makes industry management centres on flow
management with corresponding and guaranteed management measures. In this way, the
whole management processes could become more sceientific, comprehansive, systematic, in
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order to promote work efficiency of project team and provide outstanding assurances for the
quality and awareness of the industry conferences.
Key Words：Process Management; Industrial Conference; Management of meetings;
Conference affairs; Reception
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目录
摘要 ..... I
Abstract ..... II
1 绪论 ........ 1
1.1 研究背景和目的 . 1
1.1.1 研究背景 .. 1
1.1.2 研究现状 .. 1
1.1.3 研究目的 .. 3
1.2 案例选择和调研过程 ..... 4
1.3 研究方法和思路 . 4
1.3.1 主要研究方法 ...... 4
1.3.2 研究思路 .. 4
1.4 文章结构说明 ..... 5
2 案例阐述6
2.1 背景和现状 ......... 6
2.1.1 企业及产业大会背景 ...... 6
2.1.2 产业大会现状 ...... 7
2.2 产业大会流程阐述 ......... 7
2.2.1 流程阶段 .. 7
2.2.2 流程过程 .. 8
2.2.3 执行内容10
2.2.4 团队分工11
2.2.5 执行标准11
2.3 产业大会流程管理存在问题 ... 12
2.3.1 流程设计不当导致后期任务积压 ........ 12
2.3.2 流程任务分工不合理导致工作混乱 .... 12
2.3.3 流程团队构成设计不完善导致现场混乱 ........ 12
2.3.4 团队岗位职责不明确导致无法高效执行 ........ 13
2.3.5 流程任务执行标准不清晰导致效果无法保障13
3 案例分析 .......... 14
3.1 理论基础 ........... 14
3.1.1 流程 ........ 14。