白天鹅酒店集团的战略的研究

白天鹅酒店集团的战略的研究
摘要
 白天鹅酒店集团的前身是白天鹅宾馆。白天鹅宾馆自1983年2月6日开业至今,经过27载的风雨洗礼,在国内外树立起了响亮的品牌,取得了引人注目的经济效益和社会效益。然而,进入2005年以来,随着国际五星级酒店品牌大规模抢滩广州并集中2010亚运前开业,同时由于自身设备设施老化,旧商业模式无法满足企业和市场的发展需求,白天鹅宾馆的发展遇到了重大挑战,急需调整发展战略,用新的商业模式和扩张方法去实现新的跨越,迈向酒店专业化、集团化、品牌化、连锁化的发展之路。本文通过回顾白天鹅酒店集团的发展历史沿革,审视二十多年来积累的宝贵经验,分析国际和中国酒店集团发展状况和趋势,并深入剖析白天鹅酒店集团的发展现状和存在问题,并最后提出适合白天鹅实际的发展战略,帮助“白天鹅”走出困局,走上具有专业特色的国际酒店品牌发展之路,同时也为中国酒店民族品牌走上集团化发展道路提供可借鉴的一些经验。
 关键词：白天鹅酒店集团，战略管理，品牌

 Abstract
White Swan Group grows out of the White Swan Hotel. White Swan Hotel, which opened on Feb.6,1983, gained remarkable economic returns and social benefits over the past 27 years, established a marvelous brand name of the Chinese hotel industry, had won the hotel unanimous acclaim both at home and from abroad. Ever since 2005, with international five-star deluxe properties entering Guangzhou market, which are getting ready for the opening right before Guangzhou 2010 Asian Games, White Swan Hotel is greatly challenged due to its aging facilities and equipment, therefore, present operating business model needs to be developed and renewed of no delay. The new business model and corporate development strategy needs to be adjusted to realize the new span growth of hospitality specialization strategy, group growing strategy, brand management strategy and expansionism. This essay reviews the development of White Swan Group, looks through its accumulated experience, looks over international and native hotel group development situation and trend, analyzes current situation and existing problems of the White Swan Group, proposes a realistic develop strategy to help White Swan move out of the trap, enable White Swan progress to characteristic international brand growth, and provides referential experience for Chinese native hotel brands embarking on group growing track.

Key word：White Swan Group, Strategic Management, Brand

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