基于平衡计分卡的A酒店绩效管理体系的研究
发布时间：2018-09-13 10:29
【摘要】： A酒店曾被誉为湖北江汉平原上“会议之都”,但由于该酒店市场定位随总经理的更换而经常变更,内部绩效管理体系极不健全,出现大量的酒店经营区域资产闲置,餐饮市场不断萎缩,客房入住率远低于市场平均水平,经营毛利不断滑坡,经营形势严峻。作者通过阅读大量的关于绩效管理的文献资料,明确了平衡计分卡的内涵及其实施步骤,提炼出基于战略的酒店绩效管理体系框架。作者试图通过对A酒店绩效管理体系的研究,引导该酒店充分利用自身优势,强化规范化管理,为A酒店建立基于战略的绩效管理体系。同时,也为中国本土酒店业的健康发展提出意见和建议。 一方面,作者深入调查A酒店以及对国内酒店管理专家的访谈,以了解本土酒店的绩效管理现状,另一方面,通过案例收集了解国际品牌酒店的绩效管理水平阶段。进行本土酒店与国际品牌酒店绩效管理现状的对比,得出本土酒店绩效管理水平的八大差距。 作者采纳SWOT分析法及成功因素分析法的思维,对A酒店的战略进行了梳理,明确了A酒店应采取的战略,研究得出“做会议会展专家与娱乐休闲中心”的差异化竞争战略的结论,绘制出了A酒店的战略地图,并在此基础上开发出了让A酒店战略落地实施的绩效管理工具—平衡计分卡。同时提出A酒店实施基于平衡计分卡的绩效管理体系的实施步骤与保障条件。 随着我国酒店业更进一步融入世界经济一体化的浪潮之中,经济型酒店的异军突起,国际连锁品牌酒店的市场占有率不断提高,中国本土酒店将面临越来越复杂的竞争环境和强悍的竞争对手。本文的研究的样本虽然只是一家单体酒店的绩效管理体系,但由于中国本土酒店绝大多数酒店是单体酒店,所以本论文得出的一些通用性的结论对中国本土单体酒店提升绩效管理水平,提升市场竞争能力会起到一定的借鉴作用。
[Abstract]:Hotel A was once known as the "conference capital" in Jianghan Plain of Hubei Province, but as the market position of the hotel changed frequently with the change of the general manager, the internal performance management system was extremely imperfect, and a large number of hotel regional assets were idle. The catering market is shrinking, the occupancy rate of guest rooms is far below the market average, gross operating profit is declining, and the operating situation is grim. By reading a lot of literature on performance management, the author clarifies the connotation of balanced Scorecard and its implementation steps, and abstracts the framework of hotel performance management system based on strategy. By studying the performance management system of hotel A, the author tries to guide the hotel to make full use of its own advantages, strengthen the standardized management, and establish a performance management system based on strategy for hotel A. At the same time, also for the healthy development of China's local hotel industry advice and suggestions. On the one hand, the author makes a thorough investigation of hotel A and interviews with domestic hotel management experts in order to understand the performance management status of local hotels, on the other hand, through the case collection to understand the international brand hotel performance management level. By comparing the performance management between local hotels and international brand hotels, eight major gaps in the performance management level of local hotels are obtained. The author adopts the thinking of SWOT analysis and success factor analysis, combs the strategy of hotel A, and clarifies the strategy that hotel A should adopt. The paper draws the conclusion of the differentiated competition strategy of "meeting, meeting and meeting experts and Entertainment and Leisure Center", and draws out the strategic map of A Hotel. On this basis, a performance management tool, balanced Scorecard, is developed to implement A hotel strategy. At the same time, the implementation steps and guarantee conditions of A hotel performance management system based on balanced scorecard are put forward. With the further integration of the hotel industry in China into the tide of the world economic integration, the market share of the international chain brand hotels has been increasing. Chinese local hotels will face more and more complex competitive environment and tough competitors. Although the sample of this study is only a performance management system of a single hotel, the vast majority of local hotels in China are single hotels. Therefore, this paper draws some general conclusions to improve the performance management level of Chinese local single hotel, enhance the competitiveness of the market will play a certain role in reference.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2009
【分类号】：F272;F719
本文编号：2240917
[Abstract]:Hotel A was once known as the "conference capital" in Jianghan Plain of Hubei Province, but as the market position of the hotel changed frequently with the change of the general manager, the internal performance management system was extremely imperfect, and a large number of hotel regional assets were idle. The catering market is shrinking, the occupancy rate of guest rooms is far below the market average, gross operating profit is declining, and the operating situation is grim. By reading a lot of literature on performance management, the author clarifies the connotation of balanced Scorecard and its implementation steps, and abstracts the framework of hotel performance management system based on strategy. By studying the performance management system of hotel A, the author tries to guide the hotel to make full use of its own advantages, strengthen the standardized management, and establish a performance management system based on strategy for hotel A. At the same time, also for the healthy development of China's local hotel industry advice and suggestions. On the one hand, the author makes a thorough investigation of hotel A and interviews with domestic hotel management experts in order to understand the performance management status of local hotels, on the other hand, through the case collection to understand the international brand hotel performance management level. By comparing the performance management between local hotels and international brand hotels, eight major gaps in the performance management level of local hotels are obtained. The author adopts the thinking of SWOT analysis and success factor analysis, combs the strategy of hotel A, and clarifies the strategy that hotel A should adopt. The paper draws the conclusion of the differentiated competition strategy of "meeting, meeting and meeting experts and Entertainment and Leisure Center", and draws out the strategic map of A Hotel. On this basis, a performance management tool, balanced Scorecard, is developed to implement A hotel strategy. At the same time, the implementation steps and guarantee conditions of A hotel performance management system based on balanced scorecard are put forward. With the further integration of the hotel industry in China into the tide of the world economic integration, the market share of the international chain brand hotels has been increasing. Chinese local hotels will face more and more complex competitive environment and tough competitors. Although the sample of this study is only a performance management system of a single hotel, the vast majority of local hotels in China are single hotels. Therefore, this paper draws some general conclusions to improve the performance management level of Chinese local single hotel, enhance the competitiveness of the market will play a certain role in reference.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2009
【分类号】：F272;F719
【引证文献】
相关期刊论文 前1条
1 纪国明;;单体酒店经营对策探析[J];现代商贸工业;2012年19期
相关硕士学位论文 前3条
1 梁海兰;中国三星级饭店经营绩效研究[D];西南大学;2011年
2 闫雨田;PE模式公司构建及监管策略研究[D];燕山大学;2011年
3 傅婧圆;连锁经济型酒店绩效评价研究[D];广东工业大学;2012年
，本文编号：2240917
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