在旅游行业和互联网大发展的背景下，作为新型的旅游社交电商平台的在线旅游企 业HN公司应运而生，如何充分利用外部环境机遇和自身的资源优势谋求更好的企业发 展，是本文研究的课题。 本文首先介绍双边市场（平台化公司）的理论和旅游社交电商的前人研究情况，以 及企业发展战略的理论和方法，从而引出了本文研究的对象：旅游社交电商平台HN公 司。接着运用价值链工具分析公司价值环节，并介绍了公司的现有产品和资源能力，识 别出公司的优势和劣势。再运用PEST工具，全方位地分析了公司的外部宏观环境和行 业环境，同时运用波特五力模型详细解析公司所在行业的竞争环境，识别出公司的机会 和威胁。 在上述分析的基础上，本文运用SWOT模型探讨了HN公司发展的备选策略，结合旅 游行业产品特征和现有的社交电商模式，总结出旅游社交电商的新模式。借助这种新模 式，明确了公司的定位是打造一个旅游行业的拼团平台，并提出公司将选用线上线下结 合的总体战略和差异化的竞争战略，在线上为供应商和旅游从业人员开发专业的应用工 具，为旅游者提供精准的约伴平台，采用旅游社交电商的新模式达成交易，在线下为供 应商链接新型专业的旅游从业人才，提供运营服务，形成专业人才体系。在最后，本文 还提出了战略实施的关键措施和风险的防范对策。 关键词：战略管理；双边市场；在线旅游；社交电商；五力模型 II CORPORATE STRATEGIES OF TOURISM AND SOCIAL E-COMMERCE PLATFORM: A CASE STUDY OF HN COMPANY ABSTRACT With the rapid development of tourism industry and Internet, HN company, an online tourism enterprise, emerged as a new-style e-commerce platform of tourism and social activities. This thesis analyzes how HN company achieves better development by making full use of opportunities from external environment and its own advantages in resources. This thesis firstly reviews the theory of bilateral markets (platform companies), previous studies on travel and social e-commerce, as well as the theory and methods of corporate development strategies. Then it introduces the research object: HN company, a market player in tourism and social e-commerce. This thesis applies tools of value chain to analyze the company's value links, presents its existing products and resource capabilities and identifies its strengths and weaknesses. Also, the PEST tool is used to comprehensively analyze the company's external macro environment and the industrial environment, while Michael Porter’s Five Forces Model is adopted to analyze the competition environment of this industry to identify the company's opportunities and threats. Based on the analysis above, this thesis employs SWOT model to discuss optional strategies for the development of HN company and concludes a new business model for tourism and social e-commerce by combining product characteristics of the tourism industry with existing models of social e-commerce. With this new model, it is proposed that the company should position itself as a group traveling platform with an overall and differentiated strategy combining online and offline operations. On the one hand, online services include developing professional applications for suppliers and relevant personnel, providing travelers with well- targeted partnering platform and concluding transactions via this new model of tourism and social e-commerce. On the other hand, offline operations cover the aspects of bridging new- style professional tourism workers with tourism suppliers, providing operational services and building a professional talent system. At the end, this thesis also sheds light on key methods for strategy implementation and measures for risk prevention. III KEY WORDS: Strategic Management; Bilateral Market; Online Tourism; Social E-Commerce; Five Forces Model IV 目 录 摘要 .................................................................. I ABSTRACT ............................................................... II 第一章 绪论 1.1 研究背景，目的和意义 .................................................. 1 1.1.1 研究背景 ............................................................ 1 1.1.2 研究目的 ............................................................ 1 1.1.3 研究意义 ............................................................ 2 1.2 文献综述及相关理论 .................................................... 2 1.2.1 双边市场的理论 ...................................................... 2 1.2.2 旅游社交电商行业文献综述 ............................................ 2 1.2.3 战略管理分析方法简介 ................................................ 7 1.3 研究思路，方法和结构 .................................................. 8 1.3.1 研究思路 ............................................................ 8 1.3.2 研究方法 ............................................................ 8 1.3.3 论文结构 ............................................................ 8 第二章 公司内部条件分析 2.1 公司情况 ............................................................. 10 2.1.1 公司简介 ........................................................... 10 2.1.2 公司发展历史 ....................................................... 10 2.1.3 公司现有产品 ....................................................... 11 2.2 价值链分析 ........................................................... 12 2.2.1 基本活动分析 ....................................................... 12 2.2.2 支持活动分析 ....................................................... 13 2.2.3 公司价值分析 ....................................................... 13 2.3 企业资源与能力分析 ................................................... 14 2.3.1 企业资源 ........................................................... 14 2.3.2 企业能力 ........................................................... 15 2.3.3 匹配分析 ........................................................... 15 2.4 内部条件分析综合 ..................................................... 15 V 第三章 公司外部环境分析 3.1 宏观环境分析 ......................................................... 17 3.1.1 政治政策环境 ....................................................... 17 3.1.2 经济环境 ........................................................... 18 3.1.3 社会文化环境 ....................................................... 18 3.1.4 技术环境 ........................................................... 18 3.1.5 人口环境 ........................................................... 19 3.2 行业环境分析 ......................................................... 19 3.2.1 市场趋势 ........................................................... 19 3.2.2 客户需求 ........................................................... 20 3.2.3 消费方式 ........................................................... 21 3.2.4 商业模式 ........................................................... 21 3.3 竞争结构分析 ......................................................... 22 3.3.1 行业内部的竞争者分析 ............................................... 22 3.3.2 潜在进入者的威胁 ................................................... 23 3.3.3 替代产品的威胁 ..................................................... 23 3.3.4 供应商讨价还价的权力 ............................................... 24 3.3.5 客户讨价还价的权力 ................................................. 25 3.4 外部条件分析综合 ..................................................... 25 第四章 战略分析与选择 4.1 SWOT分析 ............................................................ 27 4.1.1 SWOT模型 .......................................................... 27 4.1.2 备选组合策略分析 ................................................... 28 4.2 定位与总体战略 ....................................................... 29 4.2.1 公司定位 ........................................................... 29 4.2.2 战略目标 ........................................................... 31 4.2.3 总体战略 ........................................................... 32 4.3 竞争战略与商业模式 ................................................... 33 4.3.1 竞争战略 ........................................................... 33 4.3.2 商业模式 ........................................................... 33 第五章 战略实施关键措施及风险防控 VI 5.1 公司战略实施的关键措施 .................................