近年来，在国家各级政府的大力支持下，国内酒店行业进入到快速发展与激 烈竞争的时代。特别是移动互联网络等新媒体的兴起与应用，使得我国酒店行业 面临全新的发展机遇与挑战。南昌 JJ 假日酒店地理位置优越，居住环境舒适， 酒店设施完善，能够满足消费者多样化需求。然而，由于南昌市酒店行业近年来 的快速发展，特别是红谷滩地区酒店行业的竞争已进入到白热化阶段，仅以“赣 江风景”作为卖点的星级酒店就达十一家之多，这导致南昌 JJ 假日酒店的经营 处于不温不火的发展处境。加之由于产品设计不完善、开发程度不充分、市场细 分不合理、价格定位不准确、渠道策略不畅通、促销手段不丰富等现存问题，已 严重阻碍到南昌 JJ 假日酒店的发展壮大和健康发展。 本文在借鉴国内外市场竞争战略理论研究成果和实践探索经验的基础上，运 用PEST和波特五力模型分别分析了南昌JJ假日酒店市场竞争的宏观环境和行业 环境，运用 SWOT 分析了南昌 JJ 假日酒店参与市场竞争所具有优势和劣势、所面 临的机遇和挑战，运用 STP 分析了南昌 JJ 假日酒店市场竞争的市场细分、市场 选择和市场定位，进而提出了南昌 JJ 假日酒店市场竞争战略的定位和实施策略。 主要的结论有：（1）南昌 JJ 假日酒店重点目标客户群体是南昌本地区的企事业 单位、拥有稳定或较高收入的都市白领和商务人士。作为本地区该行业领域的市 场追随者，南昌 JJ 假日酒店应本着“避强重新”的原则进行市场定位，努力在 当地酒店行业提升市场核心竞争力并占据显著的中高端休闲商务型酒店市场位 置；（2）南昌 JJ 假日酒店面临现有竞争者和替代品所带来的竞争压力较小，但 作为消费者的买方具有一定的议价能力；（3）南昌 JJ 假日酒店在高端化竞争中， 在品牌建设、网络搭建、团队管理、自主创新等方面具有一定的优势。但同时面 临整合营销能力相对较弱、国际化复合型人才匮乏、酒店创新驱动能力有待提高 等劣势，对酒店高端化发展形成一定的障碍；（4）南昌 JJ 假日酒店应将市场定 位于中高端休闲商务型酒店。而为了实现和巩固这一市场定位，南昌 JJ 假日酒 店应实施差异化的市场竞争战略，以形成新的经营业绩增长点和核心竞争力动力 源；（5）南昌 JJ 假日酒店市场竞争战略的实施应着力于产品策略、价格策略、 渠道策略、促销策略和整合营销策略等的落实，以极大地提升市场核心竞争力， 促进南昌 JJ 假日酒店可持续健康发展。 关键词：南昌 JJ 假日酒店；市场竞争战略；环境分析；SWOT 分析；战略定位与 实施II Abstract In recent years, the domestic hotel industry has entered the era of rapid development and competition with the strong support of the national governments at all levels. Especially with the rise and application of new media such as Mobile Internet, the hotel industry in China is facing new development opportunities and challenges. At present, the hotel competition between the same industry is extremely intense, the hotel homogeneity competition is increasingly intensified. Nanchang JJ Holiday Hotel has a good location, comfortable living environment and perfect hotel facilities to meet the diverse needs of consumers. However, due to the rapid development of the hotel industry in Nanchang in recent years, especially in the Red Valley beach area, the competition of the hotel industry has entered a white-hot stage. There are as many as 11 star-rated hotels with "Gan River scenery" as their selling point, this led to Nanchang JJ Holiday Hotel Management in a tepid development situation. Due to the existing problems such as imperfect product design, insufficient development level, unreasonable market segmentation, inaccurate price positioning, blocked channel strategy and insufficient promotion means, seriously hindered the development of Nanchang JJ Holiday Hotel and healthy development. Based on the theoretical research results and practical exploration experience of market competition strategy at home and abroad, this paper uses pest and Porter's five force model to analyze the macro environment and industry environment of market competition of JJ Holiday Hotel in Nanchang, and SWOT to analyze the advantages, disadvantages, opportunities and challenges of JJ Holiday Hotel in Nanchang to participate in market competition, this paper uses STP to analyze the market segmentation, market choice and market positioning of Nanchang JJ Holiday Hotel, and then puts forward the positioning and implementation strategy of Nanchang JJ Holiday Hotel. The main conclusions are as follows: (1) the key target customers of Nanchang JJ Holiday Hotel are enterprises and institutions, urban white-collar workers and business people with stable or higher income in Nanchang, as the market follower of this industry in this region, we should orientate the market according to the principle of "avoiding the strong and emphasizing the analysis", and then promote and occupy the market position of the middle and high-end Leisure Business Hotel in the local hotel industry (2)Nanchang JJ Holiday Hotel faces less competition pressureIII from the existing competitors and substitutes, but judging from the hotel industry market in which Nanchang JJ Holiday Hotel is located at present, the buyer as a consumer also has certain bargaining power. Nanchang JJ Holiday Hotel has some advantages in brand building, network building, team management and independent innovation in the high-end competition. At the same time, the weakness of the integrated marketing, the lack of international talents and the improvement of the innovation driving ability of the hotel form some obstacles to the high-end development. (4) Nanchang JJ Holiday Hotel should locate the market in the middle and high-end Leisure Business Hotel. In order to realize and consolidate this market position, Nanchang JJ Holiday Hotel should implement the differentiated market competition strategy, and then form the new business performance growth point and the core competitive power source. (5) the implementation of the Market Competition Strategy of Nanchang JJ Holiday Hotel should focus on the implementation of product strategy, price strategy, place strategy, Promotion Strategy and integrated marketing strategy, so as to greatly enhance the core competitiveness of the market, promoting sustainable and healthy development of Nanchang JJ Holiday Hotel. Key words: Nanchang JJ Holiday Hotel;Competitive Strategy in market; EnvironmentalAnalysis; SWOT analysis;Strategic Positioning and implementationIV 目 录 摘要........................................................................................................................I Abstract......................................................................................................................II 目 录......................................................................................................................IV 第 1 章 绪论................................................................................................................1 1.1 研究背景与意义.................................................................................................1 1.1.1 研究背景.....................................................................................................1 1.1.2 研究意义.....................................................................................................2 1.2 研究综述.............................................................................................................3 1.2.1 国外研究综述.............................................................................................3 1.2.2 国内研究综述.............................................................................................5 1.2.3 文献述评.....................................................................................................7 1.3 研究内容.............................................................................................................8 1.4 研究方法.............................................................................................................9 1.5 研究创新.............................................................................................................9 第 2 章 南昌 JJ 假日酒店市场竞争战略的相关理论............................................11 2.1 STP 模型............................................................................................................11 2.2 PEST 模型..........................................................................................................12 2.3 五力模型...........................................................................................................13 2.4 4P 营销理论......................................................................................................15 2.5 SWOT 模型..........................................................................................................16 第 3 章 南昌 JJ 假日酒店市场竞争的环境分析....................................................18 3.1 南昌 JJ 假日酒店概况.....................................................................................18 3.2 南昌 JJ 假日酒店市场竞争的宏观环境分析.................................................18 3.2.1 政策环境...................................................................................................18 3.2.2 经济环境...................................................................................................19 3.2.3 社会文化环境...........................................................................................20 3.2.4 技术环境...................................................................................................20 3.3 南昌 JJ 假日酒店市场竞争的行业环境分析.................................................21 3.3.1 现有竞争者...............................................................................................22 3.3.2 潜在进入者...............................................................................................22 3.3.3 替代品威胁...............................................................................................22 3.3.4 供方议价能力...........................................................................................23 3.3.5 买方议价能力...........................................................................................23 第 4 章 南昌 JJ 假日酒店市场竞争的 SWOT 分析..................................................24 4.1 南昌 JJ 假日酒店市场竞争的优势分析.........................................................24 4.2 南昌 JJ 假日酒店市场竞争的劣势分析.........................................................24 4.3 南昌 JJ 假日酒店市场竞争的机会分析.........................................................25 4.4 南昌 JJ 假日酒店市场竞争的威胁分析.........................................................25 第 5 章 南昌 JJ 假日酒店市场竞争的 STP 分析....................................................27V 5.1 市场细分...........................................................................................................27 5.2 市场选择...........................................................................................................29 5.3 市场定位...........................................................................................................29 第 6 章 南昌 JJ 假日酒店市场竞争策略的定位与实施........................................31 6.1 南昌 JJ 假日酒店市场竞争策略的定位.........................................................31 6.2 南昌 JJ 假日酒店市场竞争策略的实施.........................................................31 6.2.1 产品策略...................................................................................................31 6.2.2 价格策略 .................................................................................................33 6.2.3 渠道策略...................................................................................................33 6.3.4 促销策略...................................................................................................35 6.2.5 整合营销策略...........................................................................................36 第 7 章 结论与展望..................................................................................................38 7.1 结论...................................................................................................................38 7.2 展望...................................................................................................................39