随着连锁酒店的发展壮大以及各类非标准住宿类型的出现，传统经营模式下 的单体酒店受自身资金规模、经营模式、人才团队等因素的制约，在行业竞争中 因同质化的产品和服务导致竞争力不足，经营效益低下。目前相关的研究虽然对酒 店经营或管理的局部环节有一定的帮助，但是针对虚拟经营对单体酒店整体竞争力的 打造以及改善目前存在的相关问题依然缺乏系统的整理，而且酒店构建虚拟经营 的实施路径仍然缺少清晰的实践证明。本文以广州C酒店作为案例，通过理论分析和 实践研究，从虚拟经营的视角为解决目前单体酒店经营管理过程中存在的相关问题提供 切实可行的实践方案，对数目众多的单体酒店在激烈的行业竞争中保持生存和发展起到 现实的指导意义。 虚拟经营是适应多变的需求与竞争环境的一种企业动态经营的临时性产物，其有别 于传统的经营管理模式。本文运用个案研究和数据分析的方法，以广州C酒店为例,首 先通过分析整理单体酒店与连锁酒店在组织管理、营销、组织架构、盈利和抗风险能力 以及企业文化的差异，指出单体酒店的问题所在，认为传统的经营管理模式较适用于连 锁酒店，但单体酒店在该经营管理模式下存在的诸多问题难以得到有效解决。然后从广 州C酒店的内、外部环境分析研究虚拟经营在单体酒店现实经营管理中的可行性，并从 服务与工作流程、企业品牌、组织结构、业务职能及经营结构这五方面提出构建单体酒 店虚拟经营的实施路径，以实证的方式认为单体酒店通过实施虚拟经营能较好地解决目 前情况下存在的诸多问题，从而有效提升其市场适应能力和行业竞争力。最后对单体酒 店实施虚拟经营的保障措施和注意事项进行了梳理，并强调单体酒店实施虚拟经营不能 照搬硬套，需要各个酒店结合自身的企业性质和领导管理风格以及内外部条件综合分析 制定出计划，反复论证后再实施。 关键词：虚拟经营；单体酒店；模式 II VIRTUALMANAGEMENTMODELSOFHOTELCINGUANGZHOUCITY ABSTRACT Ashotelchainsandvarioustypesofnon-standardaccommodationemergeanddevelop, independenthotelsunderthetraditionalbusinessmodelstillaccommodateguestswith homogeneousproductsandservicesduetotheirlimitedcapitalamounts,businessmodelsand managementteams,whichbringsthehoteloperatorsnothingmorethaninsufficient competitivenessandlowbusinessoutcome.Althoughthecurrentrelevantresearchishelpful tosomeaspectsofhoteloperationormanagement,thecurrentproblemsrelatedtothecreation andimprovementoftheoverallcompetitivenessofindividualhotelsbyvirtualoperationare stilllackinginsystematicorganization,andthereisstillalackofclearpracticalproofforthe implementationpathofvirtualoperationofhotels.Inthisregard,fromtheperspectiveof virtualmanagement,thisthesiscombinestheoreticalanalysisandpracticalresearchtoprovide achievablesolutionstotheexistingproblemsinoperatingindividualhotels.Therefore,this thesisplaysaroleinguidingalargenumberofsingle-operatedhotelstosurviveanddevelop inthefierceindustrycompetition. Virtualmanagement,differentfromthetraditionalmanagementmode,isatemporary productdynamicallyoperatinganenterprisetoadapttochangingrequirementsand competitiveenvironment.Thisthesisadoptscasestudyanddataanalysis,takingHotelCin Guangzhou,provincialcapitalofChina’ssouthernGuangdongprovinceasanexample，this paperfirstlyanalyzesandsummarizesthedifferencesbetweenindependenthotelsandchain hotelsinorganizationalmanagement,marketing,organizationalstructure,profitabilityand anti-riskabilityaswellascorporateculture,andpointsouttheproblemsofindependent hotels.Itisbelievedthatthetraditionaloperationandmanagementmodeismoresuitablefor chainhotels,butitisdifficultforindependenthotelstoeffectivelysolvemanyproblems existinginthisoperationandmanagementmode.Thentoanalyzeandstudythefeasibilityof virtualmanagementintheactualoperationofanindependenthotel.Advisedimplementations forvirtuallyoperatingindividualhotelswillbeprovidedinfiveaspects,includingserviceand workprocedures,enterprisebrand,organizationstructure,businessfunctionandmanagement III structure.Itisdemonstratedwithevidenceandexamplesthatindependenthotels,through virtualmanagement,cancopewithmostexistingoperatingproblemsforthetimebeingand improvetheirmarketadaptabilityandcompetitiveness.Thisthesisalsoclassifiesthe supportingmeasuresandprecautionsforindividualhotelstoimplementvirtualmanagement. Andtoemphasizeindependenthotelscannotcopyhardsetofvirtualmanagementand combiningthehotelneedtoownenterprisenatureandtheleadershipmanagementstyleand internalandexternalconditions,acomprehensiveanalysistodevelopaplanafterrepeated proofagain. KEYWORDS:Virtualoperation;Independenthotel;model IV 目录 摘要………………………………………………………………………………………….I ABSTRACT..............................................................................................................................II 第一章绪论..............................................................................................................................1 1.1研究背景和意义.................................................................................................................1 1.1.1研究背景.........................................................................................................................1 1.1.2研究意义.........................................................................................................................2 1.2研究内容、方法及思路.....................................................................................................2 1.2.1研究内容.........................................................................................................................2 1.2.2研究方法及思路.............................................................................................................3 1.3论文的创新点.....................................................................................................................5 第二章文献综述...................................................................................................................6 2.1单体酒店研究综述.............................................................................................................6 2.2虚拟经营研究综述.............................................................................................................8 2.3虚拟经营在酒店行业中的研究应用...............................................................................10 第三章广州C酒店构建虚拟经营模式的条件分析.........................................................11 3.1广州C酒店基本情况介绍...............................................................................................11 3.2广州C酒店构建虚拟经营的可行性分析.......................................................................11 3.2.1广州C酒店构建虚拟经营的外部条件分析...............................................................11 3.2.2广州C酒店构建虚拟经营的内部条件分析...............................................................13 3.3广州C酒店虚拟经营模式介绍.......................................................................................14 3.3.1广州C酒店虚拟经营模式与传统经营模式的区别...................................................15 3.3.2广州C酒店实施虚拟经营模式的优势.......................................................................15 3.3.3广州C酒店实施虚拟经营模式的目的.......................................................................16 3.4本章小结...........................................................................................................................18 第四章广州C酒店虚拟经营模式的实施路径研究....................................................20 4.1推行“无人化”的服务与工作流程...............................................................................21 V 4.2重新构建部门组织架构...................................................................................................23 4.3加强与外部的业务外包与合作.......................................................................................26 4.3.1业务外包.......................................................................................................................26 4.3.2业务合作.......................................................................................................................27 4.4通过品牌叠加提升酒店产品价值...................................................................................28 4.5打造区域性“商业综合体”.................