在当今社会，全球化程度越来越深，各项高科技技术也越来越成熟，世界经济的发 展产生了巨大的转变，我们除了发展陆地经济之外，也开始大力发展临水经济等。针对 该情况，我国提出，为了进一步促进国家经济的发展，我们要使用粤港澳大湾区发展战 略，该战略的主要目的就是为了进一步推动湾区 9+2 城市的协同发展，对于促进我国经 济发展具有非常重要的价值和意义，能够建设一个更加适合生产且发展旅游业的生活 圈。H 公司成立于上个世纪九十年代，由于缺乏长期的战略规划和发展目标，没有明确 市场定位，目前，公司品牌知名度小、市场认可度低、旅游产品开发能力弱、产品无差 异化市场竞争能力、缺乏明确市场定位，该公司须基于市场的实际发展需要建立竞争战 略。H 公司作为一家极具代表性的旅游公司，必须紧紧把握住新兴市场发展机遇，梳理 出其开展邮轮旅游的竞争战略，并制定保障措施不断优化和完善。 本文以 H 公司为研究对象，采用文献研究法、实地调研访谈法、比较研究法等分析 方法，阐述了邮轮旅游概念的界定及相关文献综述，研究了邮轮旅游的理论基础，通过 通过分析世界三大湾区的旅游资源，尤其是邮轮旅游资源，对标粤港澳大湾区的旅游资 源，再对粤港澳大湾区内邮轮旅游基本情况与现状的分析，研究 H 公司在粤港澳大湾区 开展邮轮旅游的优劣势分析。本文以战略管理为分析框架，研究 H 公司目前发展过程中 所面临的内外环境，得出适合 H 公司在粤港澳大湾区格局下的竞争战略，并为该公司进 一步发展邮轮旅游提出针对性的策略与方案。 粤港澳大湾区内拥有丰富的旅游资源和城市文化沉淀，邮轮旅游作为承载文化与旅 游的载体，将在粤港澳大湾区大有可为，带动湾区相关产业发展。在此次研究中，本人 以 H 公司拟进入的粤港澳大湾区邮轮旅游市场为前提来分析，虽选取 H 公司为研究对 象，研究的理论基础与对策研究对于粤港澳大湾区内发展邮轮旅游产业具有很强的指导 价值，对促进邮轮旅游产业发展提供科学的决策依据，为进一步推动邮轮旅游业的发展 奠定良好的基础。 关键词：邮轮旅游；竞争战略；粤港澳大湾区II Abstract In the context of globalization in the 21st century, the perspective of world economic development has shifted from terrestrial economy to waterfront economy and marine economy, expanding development space into waters and using technology to achieve multi-dimensional extension. China proposes the development strategy of the Guangdong-Hong Kong-Macao Greater Bay Area, which aims to achieve the coordinated development of 9 + 2 cities in the Bay Area through the strategy of the Guangdong-Hong Kong-Macao Greater Bay Area. This measure is of great significance in the development of the Bay Area. As an important part of the development outline of the Guangdong-Hong Kong-Macao Greater Bay Area, tourism cooperation is one of the important measures. The Guangdong-Hong Kong-Macao Greater Bay Area is rich in tourism resources and urban cultural precipitation. As a carrier of culture and tourism, cruise tourism will have a promising future in the Guangdong-Hong Kong-Macao Greater Bay Area and drive the development of related industries in the Bay Area. Company H was established in the 1990s. Due to the lack of long-term strategic planning and development goals, it did not have a clear market positioning and failed to seize the opportunities for development and growth. At present, the company's brand awareness is low, the market recognition is low, the tourism product development ability is weak, the product has no differentiated market competitiveness, and there is a lack of a clear market positioning. In the new situation, Company H needs to formulate a competition strategy that is consistent with the regional market. As a specialized tourism company under the large central enterprises in the Guangdong-Hong Kong-Macao Greater Bay Area, Company H needs to seize the opportunity of tourism development in the urban agglomeration of the Guangdong-Hong Kong-Macao Greater Bay Area and readjust the company's competition strategy. This article takes company H as the research object, adopts the literature research method, field survey interview method, comparative research method and other analytical methods, expounds the definition of cruise tourism concept and related literature review, studies the theoretical basis of cruise tourism, by analyzing the world ’s three The tourism resources of the Greater Bay Area, especially cruise tourism resources, analyze the tourism resources of the Guangdong-Hong Kong-Macao Greater Bay Area, and then analyze the basic situation and current situation of cruise tourism in the Guangdong-Hong Kong-Macao Greater Bay Area. To analyze the advantages and disadvantages of cruise tourism. By using the strategic management research framework, the internal and external environment of HIII company ’s development of cruise tourism in the Guangdong-Hong Kong-Macao Greater Bay Area is analyzed, and a competitive strategy suitable for H company in the Guangdong-Hong Kong-Macao Greater Bay Area pattern is drawn, and the company H is in Guangdong, Hong Kong, and Macau. Under the pattern of the Greater Bay Area, a specific plan for developing a competitive strategy for cruise tourism. This article studies the countermeasures for cruise tourism industry development from the perspective of the Guangdong-Hong Kong-Macao Greater Bay Area. Although Company H is selected as the research object, the theoretical basis and countermeasures of the research have a strong guiding value for the development of the cruise tourism industry in the Guangdong-Hong Kong-Macao Greater Bay Area. Provide a scientific decision-making basis for promoting the development of the cruise tourism industry in the Bay Area, and help the sustainable development of the cruise tourism industry in the Bay Area.a Key Words: Marine tourism; Competitive strategy;Guangdong,Hong Kong and Macao Bay AreaIV 目 录 摘要.............I Abstract ......... II 图表清单...VIII 第一章 绪论..1 1.1 研究背景............................ 1 1.1.1 研究背景..................... 1 1.1.2 研究意义..................... 1 1.2 主要概念界定.................... 2 1.2.1 邮轮旅游概念............. 2 1.2.2 湾区的概念................. 3 1.3 国内外研究现状................ 4 1.4 研究内容和研究方法........ 7 1.4.1 研究内容..................... 7 1.4.2 研究框架图................. 7 1.4.3 研究方法..................... 8 1.4.4 研究技术路线............. 9 第二章 H 公司邮轮旅游业务外部环境分析..........10 2.1 宏观环境分析.................. 10 2.1.1 政治环境分析........... 10 2.1.2 经济环境分析........... 12 2.1.3 社会环境分析........... 14 2.1.4 技术环境分析........... 15 2.2 市场环境分析.................. 15 2.2.1 顾客需求................... 15 2.2.2 消费方式................... 22 2.2.3 市场结构................... 22 2.2.4 商业模式................... 30 2.3 行业环境分析.................. 31V 2.3.1 行业内竞争特点....... 32 2.3.2 供应商讨价还价的权利.......................... 32 2.3.3 购买者讨价还价的权利.......................... 34 2.3.4 潜在进入者威胁....... 34 2.3.5 替代服务威胁........... 35 2.4 行业关键成功因素分析.. 35 2.4.1 安全性....................... 36 2.4.2 差异化....................... 36 2.4.3 邮轮公司利润最大化.............................. 36 2.4.4 地区经济发达程度高.............................. 37 2.4.5 邮轮企业效益与运力配置...................... 37 2.4.6 完善的邮轮配套设施.............................. 37 2.5 本章小结.......................... 38 第三章 H 公司邮轮旅游业务发展内部环境分析..39 3.1 历史与现行战略分析...... 39 3.1.1 公司历史................... 39 3.1.2 公司战略变化........... 40 3.2 企业资源分析.................. 41 3.3 企业能力分析.................. 42 3.3.1 企业管理能力........... 42 3.3.2 企业经营能力........... 43 3.3.3 企业整合能力........... 44 3.3.4 企业动态能力........... 44 3.4 企业开展邮轮旅游业务核心专长分析......... 44 3.4.1 企业价值链分析....... 44 3.4.2 H 公司邮轮旅游业务核心专长分析 ....... 45 3.5 本章小结.......................... 46 第四章 H 公司邮轮旅游业务竞争战略..................47 4.1 公司开展邮轮旅游业务 SWOT 分析............ 47 4.1.1 内部优势................... 47VI 4.1.2 内部劣势................... 48 4.1.3 外部机遇................... 49 4.1.4 外部威胁................... 49 4.2 利用 SWOT 模型对竞争战略的梳理............ 50 4.3 邮轮旅游业务的战略目标............................. 51 4.4 竞争战略选择.................. 51 4.4.1 差异化战略............... 51 4.4.2 成本领先战略........... 52 4.4.3 聚焦战略................... 52 4.4.4 目标市场选择........... 53 4.5 邮轮旅游服务竞争战略定位与价值活动组合............................ 53 4.5.1 差异化战略定位....... 53 4.5.2 差异化的价值活动组合.......................... 54 4.6 本章小结.......................... 55 第五章 公司邮轮旅游业务竞争战略实施方案及保障措施.................56 5.1 顾客诉求的选择.............. 56 5.2 建立差异优势的主要领域............................. 56 5.2.1 市场和消费者........... 56 5.2.2 创造新的营销理念（4P）...................... 57 5.2.3 全面质量管理........... 62 5.2.4 产品或者服务的研究开发...................... 62 5.2.5 充分发挥人才作用的管理体制.............. 63 5.3 价值链创造活动组合...... 63 5.3.1 企业技术设施与运营组合...................... 63 5.3.2 内外部供应、市场影响销售组合.......... 64 5.4 公司邮轮旅游业务竞争战略保障措施......... 64 5.4.1 法律体系保障........... 64 5.4.2 人力资源保障........... 65 5.4.3 政府协同保障........... 65 5.4.4 配套产业保障........... 66VII 5.4.5 应急处理能力保障... 66 5.5 战略选择的风险.............. 67 5.6 本章小结.......................... 68 结论与展望..69。。。。。。以下内容略