基于动态能力观的中国中档饭店企业竞争力研究
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摘要
饭店业是中国1978年改革开放之后,与国际接轨最早的行业之一。在走过的30余年历程中,以三星级饭店为代表的中档饭店群体,作为饭店业的中流砥柱,为中国的旅游接待业作出了极大的贡献。但是,随着中国社会、经济的持续发展、旅游市场结构的变化和消费观念的不断更新,中国中档饭店企业的生存环境发生了巨大的改变,原有的竞争格局已被打破,中档饭店要抓住中国旅游业大发展的机遇,再创昔日的辉煌,就必须建立动态的竞争反应机制。本文基于动态能力观的企业竞争力理论,结合中档饭店外部竞争环境,从中档饭店企业能力、资源及动态能力机制如何匹配的视角下对中档饭店企业竞争力问题进行研究。
本文首先对中档饭店的概念进行了界定,认为中档饭店是以舒适的客房和物有所值的服务吸引中端消费人群的介于高档饭店和经济型酒店两者之间的一类饭店。在当今中国,包括传统的三星级标准的综合型饭店和部分较为高端的有限服务型饭店,日平均客房价格在200～400元人民币之间。
本文第二章对中国中档饭店发展历程进行了梳理,从中档饭店增长趋势、投资主体类型、经营效益情况、营业收入构成以及客源结构变化等方面总结了以三星级饭店为代表的传统中档饭店的发展轨迹。之后,对近年来新兴的中档有限服务型饭店发展状况进行了研究,指出了它们在业态、品牌发展战略、经营管理模式以及设计风格与理念上的创新。在对中档饭店的新、旧业态进行比较分析后,认为企业成长中过度的路径依赖、过度竞争与竞争不足并存现象以及企业能力低下导致的资源配置低效是中档饭店发展中存在的主要问题。
之后,本文第三章对国内外中档饭店的相关研究文献以及企业竞争力的基础理论进行了梳理和评述,从中汲取了大量的研究灵感。
本文第四章重点对中国中档饭店竞争力的决定因素和形成机理进行理论研究。认为,企业资源、能力和动态能力机制构成了中档饭店企业竞争力的三大决定性因素,外部环境则是中档饭店企业竞争力的重要影响因素,由此确定了中档饭店企业竞争力研究的基本框架。在对中档饭店企业资源、能力、动态能力机制和外部环境的构成体系进行了理论研究之后,笔者构建了中档饭店企业竞争力形成机制模型,并提出了一系列假设。
在第五章,笔者对中档饭店企业竞争力的决定因素和形成机理进行了实证研究。在获取了足够样本的情况下,采用SPSS16.0软件和AMOS18.0软件,对调研结果进行了一系列的分析,提取了中档饭店企业资源、能力和动态能力机制中的主要竞争力影响因子,验证了中档饭店企业竞争力形成机理模型。为了进一步了解中国中档饭店企业竞争力现状,笔者展开了第二轮问卷调研,之后将调研结果运用AMOS结构方程模型进行了分析,得出了中档饭店企业资源、能力和动态能力机制三者间的相互关系,构建了中档饭店企业竞争力决定因素中三者关系的路径模型。
在第六章,本文从宏观和微观两个维度对影响中国中档饭店企业竞争力的外部环境进行了研究。宏观环境主要从制度环境、经济环境、市场环境、社会文化环境、技术环境五个方面进行分析；微观环境研究中,笔者采用了波特的“五力模型”作为分析框架,分别从新进入企业、替代品企业、购买者、供应商、中档饭店同行之间这五个角度对中档饭店企业面对的压力进行了剖析。
如何提升中档饭店企业竞争力,是本研究的出发点。因此,在第七章,基于之前的理论和实证研究成果,本文结合中档饭店企业竞争力现状,对以下迫切需要变革的问题进行了探讨：首先,通过对不同类型中档饭店企业绩效的比较分析,指出中档饭店各自不同的发展方向；其次,结合外部环境的动态变化,指出中档饭店应该细分市场、精准定位,进行多渠道的营销；再次,从改进动态能力机制的角度,分析了中档饭店组织变革的必要性及创新模式；第四,为了与强大的连锁品牌进行抗衡,单体中档饭店必须基于网络进行企业资源整合,可以构建以提升营销能力、提高获取资源能力、降低成本、提高顾客满意度等为主要目的的多种网络联盟方式；最后,笔者对国有三星级饭店的管理体制创新提出了自己的思考。
Hotel industry is one of the first industries opened for foreign investors since1978when China began to implement its "open door" policy. Over the past thirty years, the midscale hotels as a group, being the corner-stone of China's hotel industry, have made tremendous contribution to China's travel and hospitality industry. However, the business environment for China midscale hotels has changed substantially in recent years, as China's continuing social and economy development has caused structural change of the tourism market, as well as consumer ideology and behavior. As the competition landscape evolves, the midscale hotels ought to establish dynamic competitive reaction mechanism, in order to seize the opportunity of China tourism industry advancement. Based on the merit of the dynamic capability and enterprise competitiveness theories, this paper intends to study the competitiveness of China midscale hotels in the context of their business environment, from the perspective of how to match capability, resources, and the dynamic capability mechanism.
This paper is organized as follows:Chapter1gives a definition for the midscale hotels discussed. Midscale hotel refers to a class of hotels that fall between upscale hotels and economy hotels, and that serve the mass market with comfortable rooms and value-for-money services. In China today, midscale hotle includes full-service hotels with three-star standards and limited-service hotels in the upper market. Room rate of midscale hotels is usually set in the range of Rmb200to Rmb400.
Chapter2reviews the brief development history of China midscale hotels, and summarizes the trends in industry growth, investor diversification, revenue sources, economic performance and shift of customer constitution. In Chapter2, a particular study is conducted on the situation of the emerging limited-services hotel group, and identified the innovation elements in terms of its business model, branding strategy, operation management and hotel architect design. By contrasting the old and new business model of the midscale hotels, it points out that the key problems with the midscale hotels include the path over-dependence, the co-existence of over- competition and insufficient competition, and the low efficiency of resources allocation resulted from low enterprise capability.
Chapter3contains a brief review of published research papers on midscale hotel management as well as literatures on enterprise compete-tiveness, from which this paper draws a great deal of inspiration.
Chapter4studies the determining factors to the competitiveness of China midscale hotels and the systematic mechanism. Enterprise resources, capability and the dynamic capability mechanism were identified as the key determining factors, with the outer environment being an important influencing factor. A research frame work was built on this basis. After a thorough analysis on the three key competitive factors and the business environment, a model for building competitiveness for midscale hotels was constructed, and associated assumptions were also raised.
Chapter5conducts an experimental research on the determining factors and the mechanism for the competitiveness of midscale hotels. Based on the adequate samples collected, a comprehensive analysis was performed using SPSS16.0and AMOS18.0software. The key contributing factors for enterprise resources, capability and dynamic capability mechanism of midscale hotels were identified, and the model for formulating hotel competitiveness was tested. To have a better understanding of the current status of China midscale hotels'competitiveness, a purposely designed questionnaire investigation was conducted. Investigation results were then analyzed using AMOS model, thus the relationship between enterprise resources, capability and the dynamic capability mechanism was found, and therefore the path model about the three determining factors was established for analyzing the competitiveness of midscale hotels.
Chapter6studies the business environment that shapes the competetiveness of China midscale hotels from two dimensions. The macro-environment analysis includes analysis on institutional arrangement, economy conditions, market development, social and culture evolution, as well as technology advance. In the micro-environment analysis, Michael Porter's five forces analytical framework was adopted. The five forces which midscale hotels are confronting, namely new entries, alternative enterprises, buyers, suppliers and peers, were examined in details.
The purpose of this research is to find solutions to sharpen the competitiveness of midscale hotels. Based on the theoretical and experimental research findings, also taking into account the current status of the competitiveness of China midscale hotels,
Chapter7contains in-depth discussions on the following key issues and challenges: firstly, it indentified different development path and direction for various group hotels within the middle market, after contrasting the various groups'business performance. Secondly, considering the change of business environment dynamics, midscale hotels should conduct multi-channel marketing based on detailed market segmentation and tailored positioning. Thirdly, from the perspective of improving the dynamic capability mechanism, the necessary of organizational innovation and its pattern are analyzed. Fourthly, in order to compete with hotel chain groups, the standing-alone midscale hotels would be better-off to adopt web-based enterprise resources integration strategy, and establish online alliance to secure valuable resources, enhance marketing efforts, lower costs and improve customer satisfaction. Lastly, the management innovation of state-owned three-star hotels was discussed in particular.
本文首先对中档饭店的概念进行了界定,认为中档饭店是以舒适的客房和物有所值的服务吸引中端消费人群的介于高档饭店和经济型酒店两者之间的一类饭店。在当今中国,包括传统的三星级标准的综合型饭店和部分较为高端的有限服务型饭店,日平均客房价格在200～400元人民币之间。
本文第二章对中国中档饭店发展历程进行了梳理,从中档饭店增长趋势、投资主体类型、经营效益情况、营业收入构成以及客源结构变化等方面总结了以三星级饭店为代表的传统中档饭店的发展轨迹。之后,对近年来新兴的中档有限服务型饭店发展状况进行了研究,指出了它们在业态、品牌发展战略、经营管理模式以及设计风格与理念上的创新。在对中档饭店的新、旧业态进行比较分析后,认为企业成长中过度的路径依赖、过度竞争与竞争不足并存现象以及企业能力低下导致的资源配置低效是中档饭店发展中存在的主要问题。
之后,本文第三章对国内外中档饭店的相关研究文献以及企业竞争力的基础理论进行了梳理和评述,从中汲取了大量的研究灵感。
本文第四章重点对中国中档饭店竞争力的决定因素和形成机理进行理论研究。认为,企业资源、能力和动态能力机制构成了中档饭店企业竞争力的三大决定性因素,外部环境则是中档饭店企业竞争力的重要影响因素,由此确定了中档饭店企业竞争力研究的基本框架。在对中档饭店企业资源、能力、动态能力机制和外部环境的构成体系进行了理论研究之后,笔者构建了中档饭店企业竞争力形成机制模型,并提出了一系列假设。
在第五章,笔者对中档饭店企业竞争力的决定因素和形成机理进行了实证研究。在获取了足够样本的情况下,采用SPSS16.0软件和AMOS18.0软件,对调研结果进行了一系列的分析,提取了中档饭店企业资源、能力和动态能力机制中的主要竞争力影响因子,验证了中档饭店企业竞争力形成机理模型。为了进一步了解中国中档饭店企业竞争力现状,笔者展开了第二轮问卷调研,之后将调研结果运用AMOS结构方程模型进行了分析,得出了中档饭店企业资源、能力和动态能力机制三者间的相互关系,构建了中档饭店企业竞争力决定因素中三者关系的路径模型。
在第六章,本文从宏观和微观两个维度对影响中国中档饭店企业竞争力的外部环境进行了研究。宏观环境主要从制度环境、经济环境、市场环境、社会文化环境、技术环境五个方面进行分析；微观环境研究中,笔者采用了波特的“五力模型”作为分析框架,分别从新进入企业、替代品企业、购买者、供应商、中档饭店同行之间这五个角度对中档饭店企业面对的压力进行了剖析。
如何提升中档饭店企业竞争力,是本研究的出发点。因此,在第七章,基于之前的理论和实证研究成果,本文结合中档饭店企业竞争力现状,对以下迫切需要变革的问题进行了探讨：首先,通过对不同类型中档饭店企业绩效的比较分析,指出中档饭店各自不同的发展方向；其次,结合外部环境的动态变化,指出中档饭店应该细分市场、精准定位,进行多渠道的营销；再次,从改进动态能力机制的角度,分析了中档饭店组织变革的必要性及创新模式；第四,为了与强大的连锁品牌进行抗衡,单体中档饭店必须基于网络进行企业资源整合,可以构建以提升营销能力、提高获取资源能力、降低成本、提高顾客满意度等为主要目的的多种网络联盟方式；最后,笔者对国有三星级饭店的管理体制创新提出了自己的思考。
Hotel industry is one of the first industries opened for foreign investors since1978when China began to implement its "open door" policy. Over the past thirty years, the midscale hotels as a group, being the corner-stone of China's hotel industry, have made tremendous contribution to China's travel and hospitality industry. However, the business environment for China midscale hotels has changed substantially in recent years, as China's continuing social and economy development has caused structural change of the tourism market, as well as consumer ideology and behavior. As the competition landscape evolves, the midscale hotels ought to establish dynamic competitive reaction mechanism, in order to seize the opportunity of China tourism industry advancement. Based on the merit of the dynamic capability and enterprise competitiveness theories, this paper intends to study the competitiveness of China midscale hotels in the context of their business environment, from the perspective of how to match capability, resources, and the dynamic capability mechanism.
This paper is organized as follows:Chapter1gives a definition for the midscale hotels discussed. Midscale hotel refers to a class of hotels that fall between upscale hotels and economy hotels, and that serve the mass market with comfortable rooms and value-for-money services. In China today, midscale hotle includes full-service hotels with three-star standards and limited-service hotels in the upper market. Room rate of midscale hotels is usually set in the range of Rmb200to Rmb400.
Chapter2reviews the brief development history of China midscale hotels, and summarizes the trends in industry growth, investor diversification, revenue sources, economic performance and shift of customer constitution. In Chapter2, a particular study is conducted on the situation of the emerging limited-services hotel group, and identified the innovation elements in terms of its business model, branding strategy, operation management and hotel architect design. By contrasting the old and new business model of the midscale hotels, it points out that the key problems with the midscale hotels include the path over-dependence, the co-existence of over- competition and insufficient competition, and the low efficiency of resources allocation resulted from low enterprise capability.
Chapter3contains a brief review of published research papers on midscale hotel management as well as literatures on enterprise compete-tiveness, from which this paper draws a great deal of inspiration.
Chapter4studies the determining factors to the competitiveness of China midscale hotels and the systematic mechanism. Enterprise resources, capability and the dynamic capability mechanism were identified as the key determining factors, with the outer environment being an important influencing factor. A research frame work was built on this basis. After a thorough analysis on the three key competitive factors and the business environment, a model for building competitiveness for midscale hotels was constructed, and associated assumptions were also raised.
Chapter5conducts an experimental research on the determining factors and the mechanism for the competitiveness of midscale hotels. Based on the adequate samples collected, a comprehensive analysis was performed using SPSS16.0and AMOS18.0software. The key contributing factors for enterprise resources, capability and dynamic capability mechanism of midscale hotels were identified, and the model for formulating hotel competitiveness was tested. To have a better understanding of the current status of China midscale hotels'competitiveness, a purposely designed questionnaire investigation was conducted. Investigation results were then analyzed using AMOS model, thus the relationship between enterprise resources, capability and the dynamic capability mechanism was found, and therefore the path model about the three determining factors was established for analyzing the competitiveness of midscale hotels.
Chapter6studies the business environment that shapes the competetiveness of China midscale hotels from two dimensions. The macro-environment analysis includes analysis on institutional arrangement, economy conditions, market development, social and culture evolution, as well as technology advance. In the micro-environment analysis, Michael Porter's five forces analytical framework was adopted. The five forces which midscale hotels are confronting, namely new entries, alternative enterprises, buyers, suppliers and peers, were examined in details.
The purpose of this research is to find solutions to sharpen the competitiveness of midscale hotels. Based on the theoretical and experimental research findings, also taking into account the current status of the competitiveness of China midscale hotels,
Chapter7contains in-depth discussions on the following key issues and challenges: firstly, it indentified different development path and direction for various group hotels within the middle market, after contrasting the various groups'business performance. Secondly, considering the change of business environment dynamics, midscale hotels should conduct multi-channel marketing based on detailed market segmentation and tailored positioning. Thirdly, from the perspective of improving the dynamic capability mechanism, the necessary of organizational innovation and its pattern are analyzed. Fourthly, in order to compete with hotel chain groups, the standing-alone midscale hotels would be better-off to adopt web-based enterprise resources integration strategy, and establish online alliance to secure valuable resources, enhance marketing efforts, lower costs and improve customer satisfaction. Lastly, the management innovation of state-owned three-star hotels was discussed in particular.
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