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  本文關鍵詞：沈陽棋盤山文化旅游服務戰(zhàn)略研究　出處：《東北大學》2013年碩士論文　論文類型：學位論文

  更多相關文章： 旅游 文化 服務 戰(zhàn)略

【摘要】：隨著旅游消費需求的變化,國內(nèi)旅游市場競爭日趨激烈,沈陽棋盤山風景區(qū)作為傳統(tǒng)景區(qū)受到新興文化產(chǎn)業(yè)園區(qū)帶來的沖擊和挑戰(zhàn)加劇。本文以沈陽棋盤山風景區(qū)經(jīng)營單位——沈陽棋盤山文化產(chǎn)業(yè)集團為研究對象,對企業(yè)文化旅游服務的戰(zhàn)略環(huán)境和戰(zhàn)略條件進行分析,發(fā)現(xiàn)文化旅游服務中存在的優(yōu)勢與劣勢,通過論證分析制定適合集團發(fā)展的戰(zhàn)略,進而理論聯(lián)系實際,制定出企業(yè)發(fā)展文化旅游服務的戰(zhàn)略行動與配套措施,以期增強企業(yè)競爭力,提高經(jīng)濟收益,同時也對沈陽棋盤山風景區(qū)文化保護與開發(fā)的研究工作做一些有益探索。 本論文共分三個部分,第一部分為戰(zhàn)略分析。分別對外部環(huán)境、內(nèi)部環(huán)境進行因素分析,通過對機會和威脅的鑒別,創(chuàng)建外部因素評價矩陣(EFE)、內(nèi)部因素評價矩陣(IFE)和競爭態(tài)勢矩陣(CPM)。第二部分為戰(zhàn)略制定。此階段將關鍵內(nèi)部及外部因素進行排列集中,通過內(nèi)部—外部矩陣(IE)、SWOT矩陣法進行評估和匹配,再用定量戰(zhàn)略計劃矩陣(QSPM),對選出的可行備選戰(zhàn)略進行客觀評估,確定備選戰(zhàn)略的相對吸引力,為選擇特定戰(zhàn)略提供客觀依據(jù),進而制定企業(yè)戰(zhàn)略。第三部分為戰(zhàn)略實施。從目標計劃、戰(zhàn)略行動、資源保障三方面進一步分析戰(zhàn)略實施所需資源的規(guī)劃與配置。
[Abstract]:With the change of tourism consumption demand, the competition of domestic tourism market is becoming more and more fierce. As a traditional scenic spot, Qipanshan Scenic spot in Shenyang has been challenged by the new cultural industry park. This paper takes Shenyang Qipanshan Cultural Industry Group as the research object of Shenyang Qipanshan Scenic spot Management Unit (Shenyang Qipanshan Scenic spot). This paper analyzes the strategic environment and strategic conditions of corporate cultural tourism service, finds out the advantages and disadvantages of cultural tourism service, and formulates the strategy suitable for the development of the group through demonstration and analysis, and then combines theory with practice. To formulate strategic actions and supporting measures for enterprises to develop cultural tourism services in order to enhance the competitiveness of enterprises and enhance economic benefits. At the same time, it also makes some beneficial exploration on the cultural protection and development of Qipanshan scenic spot in Shenyang. This paper is divided into three parts. The first part is the strategic analysis. The external environment and internal environment are analyzed respectively. Through the identification of opportunities and threats, the evaluation matrix of external factors is created. Internal factor evaluation matrix (IFE) and competitive situation matrix (CPM). The second part is strategy making. In this stage, the key internal and external factors are arranged and concentrated through the internal and external matrix (IEE). The SWOT matrix method is used to evaluate and match, and then the quantitative strategic planning matrix is used to evaluate the feasible alternative strategy objectively to determine the relative attractiveness of the alternative strategy. In order to select a specific strategy to provide an objective basis for the formulation of enterprise strategy. The third part is the implementation of the strategy. From the goal of planning strategic action. The planning and allocation of the resources required for the implementation of the strategy are further analyzed in the three aspects of resource support.
【學位授予單位】：東北大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F592.7

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