中文摘要
2018年截至到疫情前，我国的经济在全面稳步的发展，国家的经济环境好了，
人民的生活水平自然就相应的提高了，随之而来的就是人们的消费观念也开始升级，
逐步呈现中端化的发展，人们对衣食住行的需求都上了一个层次，Y酒店是一个定位
在中端的酒店，本是迎来了自己快速发展的好年头，可谁也没想到自2020年1月始，
新型冠状病毒肺炎开始全国行的大爆发。虽然各地的严重程度都不尽相同，但是同样
的是造成了老百姓的恐慌，在这种情况下政府和相关部门制定了相应的政策和要求，
为了防止疫情的进一步扩散，有些特别严重的地区采取了封城的措施，一般地区也是
要求老百姓非必要不出门的政策，娱乐场所、酒店等都是要求暂停营业，这样的情况
下可想而知对酒店业带来了多么大的损失，所以面对这种客观情况，企业要积极的总
结此次疫情带来了哪些影响，与此同时，此次疫情是否也创造出来一些机会，这样一
来，疫情结束后，酒店才能快速回归到正轨，继续发展，提高自身的竞争能力。
酒店业在严重的疫情和严峻的竞争双重压力下，首先根据现在这种宏观环境下，
找出外部环境中的机会和威胁，制定战略来应对此次灾难，最重要的是保证在此次以
疫情中让自己的企业先活下来；其次酒店要对自身要重新全面的评估，找出自身的优
势、劣势，如何提升自己的优势，如何削弱自身的劣势从而在竞争中可以游刃有余的
发挥自己的能力，才有可能在后疫情时代的竞争中脱颖而出。本文是以Y酒店为研究
对象，运用PEST分析法对Y酒店的宏观环境进行分析和总结，并得出结论，运用SWOT
分析法等来分析Y酒店的内部优劣势与外部环境的威胁和机会，整体剖析充分挖掘外
部的有利条件，结合自身的竞争优势，并制定后疫情时代的竞争战略，可以从开源节
流，减少开支方面，营销多样化，差异化服务，辅之以智慧化建设措施来保障制定战
略得以实施。
论文提出以差异化战略、低成本战略作为Y酒店的核心竞争策略强化品牌营销，
提高服务质量，创新服务类型，注重营销差异化和多样化、降低成本、人才培养、建
设智慧化管理模式，智慧化管理平台，并积极打造智慧商业圈的建立，旨在成为中高
端酒店中的佼佼者。希望本文的研究结论可以在疫情的影响下对Y酒店自身的发展提
供一些指导作用，同时对疫情后的酒店业发展能有一些启示。
关键词：酒店业；战略管理；新冠疫情；战略实施

ABSTRACT
Until 2018 before the outbreak, steadily in the comprehensive development of
economy in our country, the country's economic environment, people's living standard
corresponding naturally raised, and people's consumption concept also began to escalate,
gradual development, is presented in the end people demand for clothing, food and live on
a level, Y is a location in the hotel, It had been a good year of rapid development, but no
one expected that since January 2020, COVID-19 began to spread across the country.
Although severity are different, but the same is caused people to panic, in this case, the
government and related departments to formulate the corresponding policy and
requirements, in order to prevent further spread of the epidemic, some particularly serious
area in the city of sealing measures were taken, general region is also asked people not
need not go out policy, Entertainment venues, hotels and so on are all called for a
moratorium on business, that case is brought what a big loss for the hospitality industry, so
in the face of such circumstances, enterprises should actively summarize the outbreak
brought what influence, at the same time, whether the outbreak is also created some
chances, so that after the outbreak, the hotel can quickly return to the track, Continue to
develop, improve their competitiveness.
Hotel industry in the severe epidemic and severe competition under the double
pressure, first of all according to the present macro environment, find out the opportunities
and threats in the external environment, formulate strategies to deal with the disaster, the
most important is to ensure that in this epidemic let their own enterprises survive; Secondly,
the hotel should re-evaluate itself comprehensively, find out its advantages and
disadvantages, how to improve its advantages and how to weaken its disadvantages so that
it can play its own ability in the competition with ease, so as to be able to stand out in the
competition in the post-epidemic era. This article is based on Y hotel as the research object,
using PEST analysis of the macro environment analysis and summary of Y hotel, and
concluded that SWOT analysis to analyze Y hotel internal and external environment of the
advantages and disadvantages in the threats and opportunities, overall analyzes the
favorable conditions of the fully exert external combined with its own competitive
advantage, and develop after the outbreak of the era of competition strategy, Can from the
open source to reduce expenditure, reduce expenditure, marketing diversification,
differentiated services, supplemented by intelligent construction measures to ensure the
implementation of the development strategy.
Paper puts forward to differentiation strategy, low cost strategy at the core of Y hotel
competition strategy to strengthen the brand marketing, improve service quality, innovative
service type, pay attention to marketing differentiation and diversification, to reduce the
cost, personnel training and construction mode of resource management wisdom, wisdom
management platform, and actively build wisdom business circle, aims to be the first
among the high-end hotels. It is hoped that the research conclusion of this paper can

provide some guidance for the development of Y hotel under the influence of the epidemic,
and at the same time provide some enlightenment for the development of the hotel industry
after the epidemic.
Key Words: hotel; Strategic Management; New crown disease; Implementation of
the strategy。
。。。以下略