L 酒店发展战略研究
重庆大学硕士学位论文
（专业学位）
学生姓名：胡霞
指导教师：何小洲副教授
专业学位类别：工商管理
研究方向：战略管理
答辩委员会主席：刘辛教授
授位时间：2023年6月
Study on the Development Strategy
of L Hotel
A thesis submitted to Chongqing University
in partial fulfillment of the requirement
for the professional degree of Master of
Business Administration
by
Xia Hu
Supervisor:A.Prof.Xiaozhou He
June,2023
重庆大学硕士学位论文摘要L 酒店是一家奢华定位的国际品牌酒店，服务于高端商务及休闲旅游客人。酒
店位于重庆江北嘴中央商务区，于2017年开业，是重庆地区第一家引入的奢华酒店
品牌，并持续成为全市高端酒店的标杆。L 酒店通过将奢华体验及定制化服务注入
品牌DNA 中，以“将心比心，待人如己”的服务理念，时刻关注休闲旅游及商务旅
游客人的不同住宿以及餐饮休闲需求，加强和优化酒店管理。然而，从2020年初开
始，餐饮酒店旅游行业遭遇到突如其来的疫情影响，跨地区的商务出行和旅游客群
的自由流动受阻，餐饮酒店及旅游行业的生意遇到巨大挑战。疫情的发展，对国内
外经济的发展以及消费者习惯也带来了较多不确定因素。L 酒店开业已6年有余，
从快速上升期进入行业发展稳定期。酒店所处的江北嘴金融中心，定位为城市金融
和消费中心，周边布局多家高端奢华酒店，将在未来2-3年陆续进入市场，加剧市
场竞争。L 酒店面临多种机遇与挑战，迫切需要制定合理化，富有前瞻性以及具备
可操作的发展战略，以支持酒店在发展中越走越稳，获得可持续的发展。
本文从L 酒店的调查研究入手，运用战略管理的相关理论，分析L 酒店如何在
重庆市场取得持续性竞争优势，为L 酒店寻找最优发展战略。研究内容主要包括三
大部分：第一部分环境分析：因为企业的行为不是孤立的，它必然受到企业内部因
素及外部环境的影响。通过对L 酒店的外部环境和内部环境的分析，发现L 酒店所
存在的优势和劣势以及面临的机会和威胁，为L 酒店发展战略的制定提供依据。第
二部分战略选择与制定：通过对L 酒店的SWOT 分析矩阵，提出L 酒店的备选战
略，分析L 酒店适用的竞争性战略可行性，运用QSPM 定量分析，最终确认酒店适
用差异化竞争战略，并制定发展战略。第三部分保障措施：为确保L 酒店差异化竞
争战略的顺利实施，提供强有力的支持，制定了保障措施，确保L 酒店在重庆酒店
行业中实现稳定可持续发展。
关键词：酒店管理；战略管理；差异化竞争战略
I
重庆大学硕士学位论文Abstract
Abstract
L hotel is positioned as a luxury hotel in Chongqing.It is located in Jiangbeizui
Financial centre and opened in 2017,which is now the leading luxury hotel in Chongqing.
L hotel provides with bespoke luxury experience for high-end business and leisure guests
and embedded with its brand DNA.“To serve as you’d like to be served”is the service
Tao.The hotel service focuses on the guest travel demand on accommodation and dining,
and optimize the hotel management.However,the pandemic was outbreak in early 2020,
took a quite bad impact on tourism and hospitality industry due to the quarantine control
policy.How to develop and get out of the dilemma is a great challenge for the hotel.As
Regent Chongqing has opened for 6years,it steps under the steady development phase.
Furthermore,in Jiangbeizui area,there will be 3-4high-end hotels opened in 2-3years,
which will increase the competition between hotels.Thus the hotel is urgently need to
formulate forward-looking,operational development strategy to ensure the sustainable
development of the hotel.
This paper analyzes and studies it on the basis of the relevant theories of strategic
management.The research mainly includes three parts:the first part is the environmental
analysis;because the behavior of the enterprise is not isolated,it is bounded to be affected
by the internal factors and the external environment of the enterprise.Through the
analysis of the external and internal environment of L hotel,this paper finds out the
opportunities and threats faced by L hotel,as well as the advantages and disadvantages of
the hotel.It provides the basis for the formulation of the development strategy of L hotel.
The second part is the competition strategy formulation;through the SWOT analysis of L
hotel,this paper puts forward the competition strategic choice of L hotel,define the hotel
differentiation competition development strategy by using QSPM management tool.The
third part is the safeguard measures;in order to ensure the smooth and success of
implementation of the differentiation competition development strategy of L hotel,the
relevant safeguard measures have been drawn up.
Keywords：Hotel Management;Strategy Management;Differentiation Strategy
II
目录
1绪论.........................................................................................................1
1.1研究背景及意义...............................................................................1
1.2研究内容、方法和框架...................................................................1
2企业战略管理相关理论概述................................................................4
2.1文献综述...........................................................................................4
2.2竞争战略理论基础...........................................................................4
2.3战略环境分析方法...........................................................................6
2.3.1企业外部环境分析(PEST 分析法)............................................6
2.3.2行业环境分析(波特五力模型)..................................................7
2.3.3内部环境分析法.........................................................................7
2.3.4SWOT 分析法.............................................................................8
2.3.5定量战略计划矩阵(QSPM 矩阵)工具......................................8
3L 酒店市场战略环境分析......................................................................9
3.1L 酒店外部环境分析........................................................................9
3.1.1政治法律环境分析.....................................................................9
3.1.2经济环境分析...........................................................................10
3.1.3社会文化环境分析...................................................................12
3.1.4技术环境分析...........................................................................13
3.2行业竞争环境分析(波特五力模型)..............................................14
3.3L 酒店内部环境分析......................................................................21
3.3.1酒店简介及主要战略业务单元...............................................22
3.3.2资源分析...................................................................................22
3.3.3能力分析...................................................................................25
4L 酒店竞争战略评价及选择................................................................28
4.1L 酒店SWOT 矩阵分析.................................................................28
4.2L 酒店竞争战略可行性分析..........................................................34
5L 酒店的差异化发展战略....................................................................39
5.1目标客户差异化.............................................................................39
5.2服务差异化.....................................................................................40
5.3餐饮产品差异化.............................................................................41
5.4营销渠道差异化.............................................................................42
6L 酒店差异化战略保障措施................................................................44
6.1加强组织管理确保稳定的服务输出............................................44
6.2加强品牌建设提高品牌溢价........................................................45