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旳诸多内部、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
关键词:成长期;发展战略;标准成本;收益最大化;绩效考核
ABSTRACT
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.
DuringEleven 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 tiie 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 tiie existing basis, should implement a combined strategy model by
combining flie 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 otiier aspects, so as to realize the healttiy
development of enterprises second five years.
Key Words: The growing period; Development strategy; Standard cost; Maximum profits;
Performance appraisal