在此基础上，得出适合 G 会议中心目前条件下进入展览主办业务的
方式方法，并给出了 2012－2020 年的中长期发展目标和方案。并且就
具体实施过程中可能会遇到的关键节点和障碍提出了建议，以及监督控
制的要点。总体贯彻了战略管理过程中“研究－实施－检验”的根本准
则。
关键词：展览，战略，进入壁垒
ABSTRACT
This thesis focused on a real example, G Convention Center from Beijing,
to study their idea of starting the exhibition department. There’s not very
much practical study on the real company case in China’s exhibition industry.
It was expected to help China’s exhibition companies take more systematic
thinking and analysis in their daily work.
The thesis began with the brief introduction of G Convention Center with
background and potential bottlenecks. With the statement of strategic
management theory and mobility barrier, the article then followed with the
detailed analysis, both externally and internally. In the external environment
analysis, the popular PEST analysis was used together with the China’s
exhibition industry study, which included the features on geographic factor,
industry chain factor and relative competitor analysis. And after that was the
internal environment analysis. It targeted on the current management team
and business status, finance and resource configuration.
With all the above analysis, a strategic plan for starting the new exhibition
department in year 2012-2020 was given to G Convention Center based on its
current status. And then the down-to-earth suggestions and key points were
also given according to the different time period in the strategic plan. So as
the measurement and contingency plan was included. All in all, the article。。。
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