【作者】 李俊；

【导师】 张毓峰；

【作者基本信息】 西南财经大学 ， 旅游管理（MTA）（专业学位）， 2019， 硕士

【摘要】 自2002年到2007年间,中国境内出现了大量的经济型连锁酒店品牌,接下来是少数全国连锁酒店集团收购兼并同期诞生的中小型连锁酒店集团。四川安逸连锁酒店有限公司作为一家幸存至今的30家酒店规模的中小型连锁酒店集团,它是怎样选择自己的企业战略并坚持实施自己的战略,从而发展至今的呢?它的未来是走向衰落、保持原状,还是有可以借助于新的模式实现弯道超车?对于处于发展转折点的四川安逸连锁酒店有限公司,这是一个值得研究的实践问题。为了更全面地分析四川安逸连锁酒店有限公司是如何进行战略选择和实施战略管理的,本文首先将以实地调研为基础,了解四川安逸连锁酒店有限公司的背景、公司概况、主要品牌、组织框架、发展历程、公司规模、地域分布、宗旨、使命、未来愿景、内外部环境和发展现状;其次,从实地调研中得出客观结论,系统分析四川安逸连锁酒店有限公司是如何选择企业战略的,同时它在实施战略管理过程中出现的现象和问题,探究其深层次原因;第三,在比较借鉴全国各连锁酒店集团战略实施过程的基础上,分析可能的成功路径,将大量存在的客观实际升华为精炼的理论,提出可行的对策;最后,将这些对策与策略用于给四川安逸连锁酒店有限公司提供经营参考,使其在发展壮大过程中少走弯路。全文共分为6个部分。第1、2部分是导论,在提出研究课题后阐述了研究背景、研究目的、研究思路、研究内容和研究方法,提出了研究中小型酒店集团发展战略选择的基础理论和文献综述,并对其现有的战略路径进行了概述。第3、4、5部分是以四川安逸连锁酒店有限公司作为实证案例进行剖析,阐述了其概况、主要品牌、地域分布、组织框架、发展历程、公司规模、地域分布、宗旨、愿景、使命、战略目标和内外部环境和发展现状。通过宏观环境PEST分析、行业环境波特五力分析、竞争环境分析和SWOT分析对其进行了综合分析和评价,对其存在的问题进行了分析判断。就其在公司层面、业务层面的战略选择和战略实施路径提出了可行化建议。第6部分主要是对全文进行总结,并分析了研究中存在的不足和对其未来的展望。本文在分析安逸连锁的发展战略选择时主要运用了波特五力模型进行分析。在我们运用波特五力模型对其进行分析的同时,要了解波特五力模型有一定的缺陷,因为它是建立在三个假定基础上的:第一,制定战略者需要了解整个行业的信息,这在现实中是难于做到的;第二,同行业之间只有竞争关系,没有合作关系。但现实中企业之间存在多种合作关系,不一定是你死我活的竞争关系;第三,行业的规模是固定的,因此,只有通过夺取对手的份额来占有更大的资源和市场。但现实中企业之间往往不是通过吃掉对手而是与对手共同做大行业的蛋糕来获取更大的资源和市场。同时,市场可以通过不断的开发和创新来增大容量。运用波特五力模型来分析安逸连锁酒店公司的战略的最大意义在于看清它在总成本领先战略、差异化战略、集中战略中如何正确进行战略选择。国内连锁酒店的发展也就是在这不到二十年之间蓬勃发展,出现了酒店规模突破千家的连锁酒店集团(如如家、锦江之星、华住、铂涛等),但对于中小型连锁酒店在发展的不同阶段可以做哪些战略选择,哪一种相对能建立一段时间内的战略优势并没有太多研究。本文的主要研究结论是:(1)四川安逸连锁酒店有限公司为了应对发展挑战,应该选择集中战略发展以及通过品牌亮点塑造,收购、内部整合快速完成规模化以及产品整合和创新的实施策略进行下一步的发展;(2)要结合市场环境、竞争环境和自身特点选择战略,规避明显错误的战略选择。更多还原

【Abstract】 From 2002 to 2007,there were many economic hotel chain brands in China.Then a small number of national hotel chains acquired and merged small and medium-sized hotel chain groups that born in the same period.Sichuan An Yi Hotel chain is a surviving small and medium-sized hotel chain group,which has 30 hotels.How it chooses its own corporate strategy and insists on implementing it? Is it going to decline or remain the same in the future? Or is there a new model for achieving bend overtaking? There are many small and medium-sized hotel groups in China,which is a question worthy of research.First,in order to analyze the strategic choice and implementation of strategic management in a more comprehensive analysis of small and medium-sized hotel chains,this research will be based on field research to understand the background,company profile,major brands,organizational framework,development history,company size,geographical distribution,purpose,mission,vision,internal and external environment and development status of Sichuan An Yi Hotel Chain Co.,Ltd.Secondly,from the field investigation to draw objective conclusions,systematic analysis of Sichuan An Yi Hotel Chain Co.,Ltd.is how to choose the enterprise strategy and the problems in the process of management strategy implementation and its deep causes.Thirdly,based on comparing the strategy implementation process of various hotel chains in the country,this paper analyzes the successful path,sublimates the large number of objective practical sublimation into the refined theory,and puts forward feasible countermeasures.Finally,these countermeasures and strategies are used to provide business reference for small and medium-sized hotel chain groups,so that they can develop and grow with less detours and avoid unnecessary losses.The full text is divided into 6 parts.The 1st and 2nd parts are the introduction,and after the research topic is put forward,the research background,research purpose,research ideas,research contents and research methods are expounded.This paper puts forward the basic theory and literature review of the development strategy choice of small and medium-sized hotel group,and gives an overview of its existing strategic path.The 3rd,4th and 5th parts are analyzed by Sichuan An Yi Hotel Chain Co.,Ltd.as an empirical case,and expounds its general situation,major brands,geographical distribution,organizational framework,development history,company size,geographical distribution,purpose,vision,mission,strategic objectives and internal and external environment and development status.Through its macroscopic environment DPEST analysis,industry environment Porter Five Force analysis,competitive environment analysis and SWOT analysis,it has carried on the comprehensive analysis and the evaluation,has carried on the analysis judgment to its existence question.This paper puts forward some feasible suggestions on its strategic choice and strategy implementation path at the company level and at the business level.The 6th part mainly summarizes the full text,and analyzes the shortcomings in the research and the prospect of its future.In this paper,the Porter five-force model is mainly used to analyze the competitive strategic planning of the An Yi company.The Porter five-force model was put forward by Michael Porter in the early 80 s.He believes there are five forces in the industry that determine the scale and extent of competition,and these five forces combine to influence the attractiveness of the industry and the competitive strategic decisions of existing enterprises.These five forces are: the competitiveness of existing competitors in the same industry,the ability of potential competitors to enter,alternative capabilities for alternatives,the bargaining power of suppliers,and the bargaining power of purchasers.While we use the Porter Five force model to analyze it,we should understand that the Porter five-force model has some defects.Because it’s based on three assumptions.First,the strategy makers need to understand the information of the whole industry,which is difficult to do.Secondly,there is only competitive relationship in the same industry.But,there are many kinds of cooperative relations among enterprises,not always fierce competitive relationship.Thirdly,the size of the industry is fixed,so only by seizing the share of the opponent can occupy a larger resource and market.But,companies often get bigger resources and markets not by eating their opponents but by making cakes with their rivals to make big trades.At the same time,the market can increase capacity through continuous development and innovation.The biggest significance of using Porter five-force model to analyze the strategy of An Yi hotel chain company is to see how it can correctly make strategic choices in total cost leading strategy,differentiation strategy and centralized strategy.The development of domestic hotel chains is also booming in less than 20 years,with the emergence of a hotel scale breakthrough thousands of hotel chain groups.However,there is not much research on the strategic choices that small and medium-sized hotel chains can make at different stages of development,and which is relatively capable of establishing strategic advantages over a period.This paper discusses the case of Sichuan An Yi Hotel Chain Co.,Ltd.The development of domestic hotel chains has flourished in less than 20 years.The number of hotels owned by some hotel chains has broken through thousands of hotels,such as Home Inn Group,Jinjiang Inn Group,Hua Zhu hotels Group and Bo Tao hotels group.However,there is not much research on the strategic choices that small and medium-sized hotel chains can make at different stages of development,and which is relatively capable of establishing strategic advantages over a period.The main research conclusions of this paper are as:(1)Sichuan An Yi Hotel Chain Co.,Ltd.in order to meet the development challenges.It should to choose centralized strategy to development and through brand building,acquisition,internal integration,rapid completion of scale and product integration and innovation of the implementation strategy for the next step of development.(2)The Enlightenment to other small and medium-sized hotel chain groups is that could be combined with their own characteristics to choose the strategy and to avoid the obvious wrong strategic choice.更多还原