饮服企业战略确定依据与选择原则

饮服企业在社会经济生活中的地位、作用已愈发显得重要,饮服企业经营战略的确定与选择是饮服企业发展的重大课题。     

经济全球化视角下中小企业财务战略研究——基于财务环境的SWOT分析

经济全球化、信息化、网络化正在不断改变着中小企业的经营环境.中小企业应当在分析内外环境的基础上,科学确定经营战略和竞争战略,并正确选择财务战略,以培育企业核心竞争能力,推动中小企业持续快建发展.本文分析了目前中小企业财务环境的优势、劣势、机金、威胁,阐述了财务环境变化对企业财务战略的要求,提出了中小企业财务战略选择方案.     

电子商务环境下的企业经营战略选择

合适的选择企业的经营战略,以提高企业的市场竞争能力,对电子商务环境下的企业经营是至关重要的。通过比较分析两种企业经营战略机理,本文认为在当前电子商务的现实环境下,专业化应当成为企业的基本经营策略,并对企业在选择和执行其经营战略中应注意的若干问题进行了探讨。     

论我国货运代理向第三方物流的渗透和发展

入世后,面临经营困境的中国货运代理企业应不失时机地将发展现代综合物流作为企业的战略选择,完善宏观环境,明确行业规范;提升服务附加值,树立服务品牌;密切关注国际货代业的最新动向,借鉴海外经验,适时更新服务方式。     

浅论零售企业物流配送体系的确定物流

物流配送体系的确定是每个零售企业必须进行的主要战略抉择,选择一个适合本企业经营环境和经营特色的物流配送体系是走向成功的第一步.因此,首先应当深入细致地认识各种类型的配送中心及其功能.     

浅论零售企业物流配送体系的确定

物流配送体系的确定是每个零售企业必须进行的主要战略抉择．选择一个适合本企业经营环境和经营特色的物流配送体系是走向成功的第一步。因此．首先应当深入细致地认识各种类型的配送中心及其功能。     

电子商务环境下的企业经营战略选择

合适的选择企业的经营战略,以提高企业的市场竞争能力,对电子商务环境下的企业经营是至关重要的.通过比较分析两种企业经营战略机理,本文认为在当前电子商务的现实环境下,专业化应当成为企业的基本经营策略,并对企业在选择和执行其经营战略中应注意的若干问题进行了探讨.     

借鉴百胜连锁经营成功经验 创新国内餐饮企业发展模式

中西方餐饮文化之间存在着重大差别,这些差别深深地影响着人们的饮食行为、饮食选择、对待饮食的要求。而这些要求的不同,会造成经营中餐的连锁企业和经营西餐的连锁企业,在企业战略选择、经营策略选择、具体餐饮内容选择、广告宣传上有着重大的不同。生搬硬套地挪用西方餐饮企业管理的经验和方法,一定以失败而告终。所以借鉴不是照搬,需要创新发展。     

论企业并购重组行为的税收筹划

随着现代企业改革的不断深化,企业的并购重组已成为整合优质资源、全面提升企业经营品质和核心竞争力的重要经营战略。在并购重组行为中,税收筹划是整个经营战略的重中之重。本文从企业并购税收筹划的特征入手,论述了企业并购进行税收筹划的可行性分析;深入剖析了并购重组前目标企业的选择,并购重组时支付方式的选择以及并购重组后对于重组企业有利税种的确定与选择。     

论企业并购重组行为的税收筹划

随着现代企业改革的不断深化,企业的并购重组已成为整合优质资源、全面提升企业经营品质和核心竞争力的重要经营战略。在并购重组行为中,税收筹划是整个经营战略的重中之重。本文从企业并购税收筹划的特征入手,论述了企业并购进行税收筹划的可行性分析;深入剖析了并购重组前目标企业的选择,并购重组时支付方式的选择以及并购重组后对于重组企业有利税种的确定与选择。     

Implementation of yield management practices in service organisations: empirical findings from a major hotel group

This article presents findings on the development and implementation of a centralised yield management project by an international hotel group in its over 160 hotel units. Data were collected over two years from the participant hotel group's three management levels through semi-structured interviews, observations and document analysis. The research findings reveal that developing and implementing a centralised yield management project is contextually a very complex and challenging task. Major problems and difficulties appear to have originated from the participant company's organisational structure and culture. In addition, a high labour turnover, poor HRM practices, ongoing developments and changes across the company seem to have had an impact on the implementation of yield practices. The existing literature on yield management seems to view yield implementation as a tactical activity and therefore fails to explain the strategic implications of deploying yield practices in service organisations. The overall recommendation of this article are that scholars and practitioners working in this area should view yield implementation more from the perspectives of strategic management and change management fields.     

International Hotel Companies in Russia

Abstract

Existing studies addressing the modal choice in the global hotel industry have discussed to a limited extent the restrictions posed to the choice of entry mode by the local environment, mainly the host government. This paper describes entries of foreign hotels in a market, Russia, in which the local (city) government has an active role in the hotel industry. The study proposes that, in the Russian market, the foreign hoteliers have to take into account the interests of the local governments regardless of the operation mode. On the basis of secondary data collected mainly from industry reports and Russian newspapers, the strategic choices made by the foreign hotel companies can be divided into two categories. First, some hotel chains have brought their brands to the Russian market early, but have made strategic concessions in the mode of entry. Second, there are companies that have stuck to their general strategies and postponed entry to Russia until it could be done with the mode preferred by the company.     

Through the looking glass: Strategic organizational practices in strategic management

The field of strategic management indicates that there is no ‘one best way’ to manage strategy over time, leaving researchers with a pluralistic research setting. The findings here suggest that strategic organizational practices, a construct from the international business literature, can provide insight into the strategy formation process. I argue that strategic organizational practices, which are actor‐centered and embedded with values and beliefs, reflect both the content and process of strategy, and the organizational environment itself, thereby providing a pluralistic context of theoretical study. Through the exploration of four practices implemented by a large Canadian‐based multinational enterprise, the paper encourages a more explicit integration of strategic organizational practices, as a unit of analysis, into the field of strategic management. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.     

The Impact of Outsourcing Strategies on Information Systems Capabilities in the Hotel Industry

This work analyses the strategy of outsourcing information systems and information technology (IS/IT), considering the different activities comprising the IS/IT area. The literature on IS contains numerous works that analyse outsourcing, very few of which examine the relationship with the different types of capabilities in the IS/IT area and their strategic value. Most works centre on the motives for, and advantages of, the strategy of outsourcing the IS/IT area, while scant attention has been paid to the study of the long-term consequences of outsourcing. This work develops a theoretical model which is applied to the hotel sector and which shows that hotels following a more intensive outsourcing strategy develop fewer managerial capabilities related to knowledge in the management of IS/IT resources. This negative relationship extends to other types of capabilities typical of the area and to certain organisational capabilities. A negative relationship is also observed between the level of outsourcing and the strategic value given to the IS/IT area, which may lead to a lower potential for the development of competitive advantage.     

An investigation of the impact of internal labour markets in the hotel industry

Maintaining a stable and competitive workforce is a key element of the role of management, and there has emerged a barrage of ‘recipes’ to achieve this. All too frequently, however, these new concepts replace the old, with little justification other than being innovative. This article investigates the concept of an internal labour market [ILM] as a strategic management tool. Past studies by labour market researchers have confirmed the value of the components of an ILM, yet none has investigated the concept of an ILM as a coherent whole. This paper investigates the impact of the components of an ILM – training, promotional opportunity and job security – on the key employee attitudes of job satisfaction, organisational commitment and employee intention to leave. It then examines the impact of this concept as a single variable on the employee attitudes. The study is conducted in the service industry, in particular, the hotel sector, and examines the responses of 297 non-supervisory hotel employees. The findings suggest that the use of a holistic ILM strategy could provide a new means for management to retain and develop a stable and satisfied workforce.     

Strategic Choice and Organisational Context in HRM in the UK Hotel Sector

Human resource management in the UK hotel industry is typically held to be informal, instrumental and associated with poor employment relations. Some studies, however, have identified incidences of more formal, high-commitment HRM indicating greater diversity in employment practices. Using original research undertaken in south-west England, this article examines this diversity and the influence of organisational context in the formation of HRM strategy. By identifying patterns of employee relations practice it is possible to examine the influence of market factors and establishment size and the extent to which there is scope for strategic choice in HRM. The research indicates that whilst larger hotels operating in stable product markets might be more likely to display formal or strategic approaches to employee relations compared to the industry as a whole, this sub-sector still appears significantly divided in the extent to which managers feel able, willing or compelled to invest in associated practices.     

委托管理模式下的国有改制饭店员工满意度研究——以苏州C饭店为例

近年来,国有改制饭店在我国饭店业中所占比例越来越大。员工满意度关系到国有改制饭店的长远发展。本文以委托管理模式下的国有改制饭店为调查对象,结果表明,委托管理模式下的国有改制饭店员工满意度总体偏低,各项指标的满意度高低排序为工作本身、人际关系、领导水平、职业发展、绩效考核、培训机会、管理环境和薪酬福利。因此,员工激励措施多样化、软文化与硬制度管理相结合、培训体系系统化是提升员工满意度的有效措施。     

Transforming under deep uncertainty: A strategic perspective on risk management

Companies increasingly face the need for transformation in today’s rapidly changing business environment, characterized by major shifts in technology, regulation, and customer behavior. A lack of strategic risk insight and foresight leaves many incumbents insufficiently prepared in the face of such deep uncertainty. We argue that traditional risk management falls short because it predominantly focuses on strategy execution while leaving strategy formulation largely untouched. Moreover, an administrative-heavy risk management process can create strategic inertia and a misleading sense of control. In today’s dynamic business context, companies must not only increase the speed and impact of their strategy execution but also continuously explore the development of new strategies in response to disruptive events or emerging opportunities. Our research shows how leading companies develop a strategic risk management (SRM) capability to increase their resilience and agility in response to deep uncertainty. SRM takes a strategic, forward-looking perspective and focuses on strengthening processes, people, and practices for purposefully integrating risk into the strategy formulation process. This article offers a framework with three proven configurations of content and timing integration, risk management roles, and leading practices that enable effective SRM.     

西方精品小饭店的成功启示

无论是在西方还是东方,个性化消费是一种趋势。面对这一趋势,西方饭店业对市场进行了高度细分,为各个细分市场设计了不同的产品,运用了差异化竞争战略和补缺营销的思想。精品小饭店是西方饭店市场高度细分过程中出现的一类较为特殊的产品。它运用了先进的管理理念,满足了特定补缺市场(niche)的需求并以其独特的优势获得快速的发展。西方精品小饭店的成长折射出饭店业发展的某些趋势,而对于这些趋势或者说成功理念的分析将有助于饭店业学习和借鉴,进而提高经营业绩。     

The Interactive Effects of Strategic Marketing Planning and Performance: A Neural Network Analysis

Marketing managers practice in a consistently changing environment necessitating the need for the formalisation, implementation and evaluation of strategic marketing plans. Nevertheless, despite the advocated benefits of strategic marketing planning, a paucity of empirical evidence makes this notion speculative. This study examines the relationships between strategic marketing planning and performance. The interactive effects of strategic marketing planning and performance are stressed and examined. Findings suggest that the issue is not whether strategic marketing planning affects performance, but rather what marketing capabilities are required to enhance performance. This study extends the knowledge of strategic marketing planning and performance by focusing on the service industry, and provides controls for market-level influences by being restricted to the hotel sector.