I 摘要 我国的经济正在飞速的发展，居民的生活水平也在日渐提高，旅游行业随之 蓬勃发展，度假旅游成为消费升级的主要模式之一。而酒店行业作为旅游产业中 不可或缺的一部分也进入了深度发展阶段，迅速发展导致竞争加剧，市场随着政 策导向、信息技术、网络技术的日新月异也在面临着转型。新一代信息技术的快 速扩散导致酒店行业的流程也在发生改变，文化的大力发展，导致酒店客源选择 的个性化与多样化，酒店业面临着新的机遇与挑战。作为高端度假型酒店的典型， 成都花水湾金陵温泉度假酒店应该用什么样的营销策略才能在新的市场竞争中脱 颖而出？这就是本文想要探讨的内容及研究的目的和价值，同时也希望此次的研 究能为同类型的高端度假酒店的营销策略及营销组合选择提供一定的经验支持。 成都花水湾金陵温泉度假酒店隶属中铁二局，借助南京金陵集团的品牌管理、 多元化经营优势，辅之金陵、成都深厚的历史渊源和文化底蕴，酒店设施设备齐 全，功能完善，地处“西岭雪山--花水湾”旅游景区，以独有的温泉资源，成为我 国西南区域屈指可数的高端度假型酒店。 本文以成都花水湾金陵温泉度假酒店为研究对象，结合酒店业的宏观环境， 分析度假酒店的市场现状及未来发展趋势，进一步分析花水湾温泉度假酒店的营 销策略、竞争情况、市场趋势、需求情况等。通过对客户的问卷调查以及业界知 名的专家、领导、同行、同事的访谈，深究酒店目前营销管理过程中的策略组合 及其存在的问题。进一步通过对文献资料的学习、研读及整理收集，结合酒店市 场营销理论、运营营销策略选择，针对酒店目标市场的各层次客源特征，从而确 定酒店的市场定位，形成适合于酒店自身的营销策略组合。 通过研究，论文提出：成都花水湾金陵温泉度假酒店要在市场中明确自己的 位置，深入挖掘并稳步吸引相应的客源，适应现在度假市场的变化，才能在竞争 者中脱颖而出，通过多渠道、多元化的创新+绿色营销，利用“互联网+”的思维， 去优化资源、完善营销策略，从而使酒店获得经济利益、品牌利益及社会的赞誉， 成为“西—花”度假区的品牌形象名片。 关键词：花水湾温泉，酒店度假，营销策略，STP，7Ps ABSTRACT II ABSTRACT China's economy is developing rapidly, the living standard of residents is improving day by day, the tourism industry is booming, and vacation tourism has become a new consumption mode. The hotel industry, as an indispensable part of the tourism industry, has also entered a stage of deep development. The rapid development of the hotel industry has led to intensified competition, and the market is also changing with the policy bias, information technology, network technology is also changing with each passing day. With the impact of new Internet technology, the process of hotel industry is changing, the culture is developing, and the choice of hotel guest is becoming more and more personalized. In today's market environment, Chengdu Huashuiwan Jinling Hot Spring Resort Hotel as a high-end resort hotel model, the hotel should use what kind of marketing strategy to stand out in the new market environment, market competition? This paper is to discuss the content and research purposes and values, but also hope that this study can provide some experience for the same type of high-end Resort Hotel Marketing Strategy and marketing mix choice. Chengdu Huashuiwan Jinling Hot Spring Resort Hotel is under the jurisdiction of the Second China Railway Administration. With the brand management and diversified management advantages of Nanjing Jinling group, coupled with the deep historical and cultural background of Nanjing and Chengdu, the hotel has complete facilities and facilities, with perfect function, it is located in the "Snow mountain-hua Shui Bay" scenic spot in Xi Ling. With its unique hot spring resources, it has become one of the few high-end resort hotels in southwest China. In this paper, the Jinling Hot Spring Resort Hotel in Huashuiwan, Chengdu, is taken as the research object and the macro-environment of the hotel industry is combined to analyze the current market situation and future development trend of the resort hotel, further Analysis Huashuiwan Hot Spring Resort Hotel marketing strategy, competition, market trends, demand and so on. Through the investigation of the customers and the interview with the famous experts, leaders, colleagues and colleagues, the paper makes a deep research on the strategy combination and the existing problems in the process of the hotel marketing management. Further through the study of ABSTRACT III literature, study and collation of the collection, combined with the hotel marketing theory, operational marketing strategy choice, in view of the hotel target market each level guest source characteristic, thus determines the hotel market localization, to form a marketing strategy combination suitable for the hotel itself. Through the research, the paper points out that it is necessary for Chengdu Huashuiwan Nanjing Hot Spring Resort Hotel to know its position in the market, dig deeply and steadily attract the corresponding customers, and adapt to the changes of the present holiday market, in order to stand out among the competitors, through multi-channel, diversified innovation + green marketing, using the "internet + " thinking, to optimize resources, improve marketing strategies, thus, the hotel can obtain the economic benefit, the brand benefit and the social praise, and become the brand image business card of "West - Flower" resort. Keywords:Hua Shui Wan Hot Spring ; Hotel holiday;Marketing strategy;STP;7Ps 目录 IV 目录 第一章 绪论 ....................... 1 1.1 选题背景 ............... 1 1.2 研究目的和意义 ... 2 1.3 论文结构和研究框架 .......................... 3 1.3.1 论文结构 ... 3 1.3.2 研究框架 ... 4 1.4 本文的研究内容和方法 ...................... 5 第二章 相关理论概述 ....... 6 2.1 STP营销理论 ....... 6 2.1.1 市场细分 ... 6 2.1.2 目标市场 ... 6 2.1.3 市场定位 ... 7 2.2 7PS 服务营销理论 7 2.3 相关文献综述 ....... 8 2.3.1 关于STP理论和 7Ps 服务营销理论研究综述 .. 8 2.3.2 酒店度假行业文献综述 .......... 9 2.4 小结 ...................... 11 第三章 成都花水湾金陵温泉度假酒店营销环境分析 ............... 12 3.1 外部营销环境分析 ............................ 12 3.1.1 宏观环境分析 ........................ 12 3.1.2 高端酒店业的现状 ................ 15 3.1.3 高端度假酒店的未来 ............ 19 3.2 内部市场营销环境分析 .................... 20 3.2.1 酒店概述 . 20 3.2.2 景区概述：“西岭雪山－花水湾” ........................ 23 3.2.3 业主方和管理方的背景介绍及优势 ................... 23 3.2.4 酒店经营现状 ........................ 24 3.3 竞争优势分析 ..... 28 3.3.1竞争圈 ...... 28 3.3.2竞争的优势和劣势 ................. 31 目录 V 3.4 本章小结 ............. 32 第四章 成都花水湾金陵温泉度假酒店营销现状及问题分析 ... 34 4.1 问卷调查的目的、方式及样本描述 34 4.1.1 问卷设计与收集 .................... 34 4.1.2 基于 7Ps 的客户满意度的调查 .......................... 34 4.1.3 基于客户的消费行为和需求的调查 ................... 35 4.2 营销现状 ............. 37 4.2.1 酒店市场营销部概况 ............ 37 4.2.2 酒店现行营销策略 ................ 39 4.2.3 目前存在的问题 .................... 41 4.3 本章小结 ............. 44 第五章 成都花水湾金陵温泉度假酒店营销策略调整建议 ....... 45 5.1 市场细分调整 ..... 45 5.1.1 客源地 ..... 45 5.1.2 人口变量 . 46 5.1.3 消费需求类型 ........................ 47 5.1.4 购买方式 . 47 5.2 目标市场优化 ..... 47 5.2.1 会议会展市场 ........................ 48 5.2.2 休闲度假市场 ........................ 48 5.2.3 文化旅游 . 50 5.2.4 观光旅游 . 51 5.2.5 养生康养 . 52 5.3 市场定位精准 ..... 53 5.4 本章小结 ............. 53 第六章 成都花水湾金陵温泉度假酒店营销组合策略优化分析 .............................. 55 6.1 产品完善策略 ..... 55 6.1.1 全面提升酒店网络 ................ 55 6.1.2 主题房型改造 ........................ 55 6.1.3 温泉产品更新 ........................ 55 6.1.4 早餐区域调整 ........................ 57 6.1.5 儿童游乐设施调整 ................ 57 6.1.6 房间舒适度调整 .................... 57 目录 VI 6.2 价格差异完善及收益优化策略 ........ 58 6.2.1 价格差异策略 ........................ 58 6.2.2 收益管理优化 ........................ 59 6.3 渠道拓展完善策略 ............................ 60 6.3.1 酒店现有销售渠道 ................ 60 6.3.2 优化销售渠道 ........................ 61 6.3.3 新增销售渠道 ........................ 62 6.4 整合促销多元化策略 .