GS酒店位于广州市繁华的天河路商圈，是广东省属国有企业集团投资兴建的城市 综合体物业之一。基于开发之初将GS酒店确定为国际高端品牌的酒店经营战略定位， 2006年业主投资方与喜达屋酒店管理集团（2016年被万豪集团收购）签订了为期10年 的GS酒店经营管理委托合同。 GS酒店于2011年7月开业营运，第三年已开始盈利，之后每年入住率、平均房价、 每房收益三项指标连续增长，近3年酒店经营业绩居广州市天河路商圈同类同档次国际 品牌酒店之首。2018年，GS酒店开业营运满7年并跨入第8年，由于酒店7年来高入 住率、高负荷运作，酒店客房及部分公共区域设备设施老旧老化，开始步入酒店生命周 期的经营收益衰退期。同时，在国内高端酒店市场不断变化、行业竞争格局加剧、GS 酒店委托管理合同2年多后将到期等情况下，酒店业主投资方面临如何延缓GS酒店经 营收益衰退期到来、如何创造新的收益增长点以确保现委托合同期内持续获取高收益高 回报的问题，以及委托合同到期GS酒店未来经营战略定位与选择等问题。 在GS酒店经营环境动态化情境下，本文运用企业战略管理中的内部环境分析和外 部环境分析的方法，首先对酒店所处的经济环境、市场环境以及行业环境分别进行阐述， 然后从内部机制上对自身资源、团队机制以及市场竞争力等进行系统分析，再运用 SWOT等分析方法，产生和比对酒店经营发展所面对的机遇和挑战，从而为GS酒店今 后的发展进行系统规划。 基于对酒店所处内外部环境研究，对酒店三种管理主体研究，对国际品牌酒店委托 管理模式以及委托管理合同等的研究，结合现委托合同期内酒店经营战略与经营业绩的 评估，本文提出GS酒店委托合同期内要充分利用地理位置、国际品牌、城市综合体综 合资源、客户资源、资金等优势，通过业主投资方引导与督促酒店团队加强酒店经营能 力（营销收入能力、成本控制能力、人工效率管理能力），适当增加酒店设备设施翻新 改造投入，对部分坪效低的功能区域进行调整改造；在未来合同期满后将继续实施国际 高端酒店品牌经营战略及定位，并提前考虑委托管理合同续签及谈判事宜等途径，强化 本酒店核心竞争力，以持续保持GS酒店在天河路商圈同行龙头标杆地位，达到酒店投 资回报最大化、综合效益最大化以及酒店资产不断保值增值的目的。 关键词：国际品牌酒店；经营战略；品牌战略 II Abstract GS hotel is located in the bustling tianhe road business district of guangzhou, one of the urban complex properties invested and constructed by the state-owned enterprise group of guangdong province.Based on the strategic positioning of GS hotel as an international high-end brand at the beginning of development, in 2006, the proprietor and investor signed a 10-year GS hotel management entrustment contract with starwood hotel management group (acquired by marriott group in 2016). GS hotel opened its business in July 2011 and began to make profits in the third year. Since then, the occupancy rate, average house price and income per room have increased continuously. In recent three years, the operating performance of GS hotel ranks first among similar international brand hotels of the same class in tianhe road business district, guangzhou.In 2018, GS hotel opened and operated for 7 years and entered its 8th year. Due to the high occupancy rate and high load operation of the hotel in the past 7 years, the equipment and facilities of the hotel rooms and some public areas were old and aging, and the operating income of the hotel life cycle began to decline.Changing at the same time, in the domestic high-end hotel market, industry competition intensifies, GS hotel entrusted management contract will expire after more than 2 years of cases, the hotel owners are how to delay GS investors operating earnings recession coming, how to create new profit growth point to ensure that the contract period now to continue to get the problem of high yield high returns, and entrust contract GS hotel management strategy positioning and selection problem in the future. In GS hotel management environment dynamic situation, this paper USES strategic management of the internal environment and external environment analysis method, first of all hotel economic environment, market environment and industry environment respectively, and then from the internal mechanism of its own resources, team and the market competitiveness and so on carries on the system analysis, and SWOT analysis method, such as production and the ratio on hotel management development faces opportunities and challenges, and system planning for GS hotel development in the future. Based on the research on internal and external environment of the hotel, the hotel three management subject research, the international brand hotel entrusted management mode and management contract research, combined with the entrust contract period hotel management strategy and business performance evaluation, this paper puts forward the GS hotel entrust contract period should make full use of geographical location, the international brand, the III urban complex integrated the advantages of the resources, customer resources, capital, investors led by owner and urge the team to strengthen the hotel management ability (marketing income ability, cost control ability, the efficiency of artificial management ability), appropriate to increase the hotel equipment refurbishment of input,Some functional areas with low flat efficiency were adjusted and reformed.After the termination of contract in the future will continue to implement the international high-end hotel brand management strategy and positioning, and entrusted management contract renewal to think ahead and negotiations, to strengthen the core competitiveness of the hotel, to keep GS hotel in tianhe road business circle counterparts leading status, benchmarking to maximizing the return on investment, the comprehensive benefit maximization and hotel assets have the value purpose. Keywords: International Brand Hotel; Business Strategy; Brand Strategy IV 目 录 摘要 ........................................................................................................................................... I ABSTRACT ............................................................................................................................. II 第一章 绪 论 ............................................................................................................................ 1 1.1 选题背景与意义 .............................................................................................................. 1 1.2 文献综述 .......................................................................................................................... 1 1.2.1企业经营战略研究 .................................................................................................... 1 1.2.2 酒店委托管理模式研究 ........................................................................................... 3 1.3 研究方法及内容 .............................................................................................................. 6 1.3.1 研究方法 ................................................................................................................... 6 1.3.2 研究内容 ................................................................................................................... 6 第二章 外部环境分析 .............................................................................................................. 8 2.1 宏观环境分析 .................................................................................................................. 8 2.1.1 政治环境 ................................................................................................................... 8 2.1.2 经济环境 ................................................................................................................... 8 2.1.3社会环境分析 .......................................................................................................... 11 2.1.4技术因素影响 .......................................................................................................... 13 2.1.5法律环境因素影响 .................................................................................................. 14 2.2 行业环境分析 ................................................................................................................ 15 2.2.1广州城区高端酒店市场概况 ................