哈萨克斯坦企业家精神的重要领域之一是旅游业企业家精神。旅游业是许多国家 经济发展的重中之重，要确保货币流入该国，纳税，创造就业机会并增加该国在世界 舞台上的声望。哈萨克斯坦共和国选择了七个经济优先领域，其中之一是旅游业。由 于哈萨克斯坦共和国拥有丰富的娱乐资源，丰富的文化和历史遗产，旅游业在该国具 有巨大的发展潜力。旅游业市场的主要参与者是中小企业。整个旅游业的成功取决于 国家如何有效地将其引导至优先领域。 近年来，随着哈萨克斯坦国民经济的发展和人民生活水平的提高，以及哈萨克斯 坦实行更加开放的政策，当地游客数量缓慢增加，外国游客数量迅速增加。一方面， 各国政府越来越重视旅游业的健康快速发展，对旅游业成为国民经济的战略支柱和世 界旅游业的增长提出了政治要求。一方面，消费者对旅游消费及其质量的需求不断增 长。如果Z旅游公司希望在日益激烈的市场竞争中保持竞争优势，为公司的健康稳定 发展做出贡献，要有符合公司内外部发展环境和公司发展实际的合理发展战略。本文 首先对战略管理的概念、战略分析和选择的主要方法、企业战略的层次和主要竞争战 略以及战略制定和实施的阶段进行了探讨和探讨。其次，考虑了Z旅游公司的总体外 部环境和宏观经济环境。本文分析了Z旅游公司核心业务的市场竞争环境，从人力、 物力、财力、信息等方面对Z旅游公司的内部资源进行了分析和评价。本文在对Z旅 游公司的机会、营销机会和自身能力的基本竞争力进行分析和评价的基础上，提出了 Z旅游公司的战略目标以及发展战略、竞争战略和功能战略的选择和实施策略。在研 究过程中，笔者认为Z旅游公司业具有较大的市场威胁，并不断丧失其竞争优势。建 议Z旅游公司努力开发哈萨克斯坦政府支持的政策选择和快速增长的旅游市场。利用 哈萨克斯坦旅游资源的良好条件和公司自身优势，推出特色旅游产品，发展特色旅游 业务，不断提高旅游产品和服务质量，积极吸引外国游客，打造企业战略等创意企业。 竞争优势和企业竞争力的提高。 关键词：发展战略；旅游产品创新；独特的旅游产品；SWOT分析；Z旅游公司 III Abstract One of the important areas of entrepreneurship in Kazakhstan is tourism entrepreneurship. Tourism is the top priority of economic development in many countries. It is necessary to ensure that money flows into the country, pay taxes, create jobs and increase the reputation of the country on the world stage. The Republic of Kazakhstan has chosen seven economic priority areas, one of which is tourism. Due to the rich entertainment resources, rich cultural and historical heritage of the Republic of Kazakhstan, tourism has great development potential in the country. The main players in the tourism market are SMEs. The success of tourism as a whole depends on how effectively the country guides it to priority areas. In recent years, with the development of Kazakhstan's national economy and the improvement of people's living standards, as well as the implementation of more open policies in Kazakhstan, the number of local tourists has increased slowly and the number of foreign tourists has increased rapidly. On the one hand, governments pay more and more attention to the healthy and rapid development of tourism, which puts forward political requirements for tourism to become the strategic pillar of national economy and the growth of world tourism. On the one hand, consumers' demand for tourism consumption and its quality is growing. If Z tourism company wants to maintain its competitive advantage in the increasingly fierce market competition and contribute to the healthy and stable development of the company, it should have a reasonable development strategy in line with the internal and external development environment and the actual development of the company. First of all, this paper discusses the concept of strategic management, the main methods of strategic analysis and selection, the level of enterprise strategy, the main competitive strategy and the stages of strategy formulation and implementation. Secondly, the overall external environment and macroeconomic environment of Z tourism company are considered. This paper analyzes the market competition environment of the core business of Z tourism company, and analyzes and evaluates the internal resources of Z tourism company from the aspects of human, material, financial and information. Based on the analysis and evaluation of Z tourism company's opportunities, marketing opportunities and basic competitiveness of its own capabilities, this paper puts forward Z tourism company's strategic objectives as well as the selection and implementation strategies of development strategy, competitive strategy and functional strategy. In the process of research, the author believes that Z tourism company has a greater market threat and constantly loses its competitive advantage. It is suggested that Z IV tourism company should strive to develop the policy options supported by the government of Kazakhstan and the fast-growing tourism market. Make use of the good conditions of Kazakhstan's tourism resources and the company's own advantages, launch characteristic tourism products, develop characteristic tourism business, continuously improve the quality of tourism products and services, actively attract foreign tourists, and build creative enterprises such as enterprise strategy. Competitive advantage and improvement of enterprise competitiveness. Keywords: Development strategy; tourism product innovation; unique tourism product; SWOT analysis; Z tourism company V 目录 第一章 绪论 ......... 1 1.1 研究背景和意义 ......................... 1 1.2 国内和国外研究现状 ................. 2 1.2.1 国内研究现状 ...................... 2 1.2.2 国外研究现状 ...................... 2 1.3 研究方法和内容 ......................... 3 1.3.1 研究方法.............................. 3 1.3.2 研究内容.............................. 4 第二章 概念及相关理论 ..................... 5 2.1 游发展战略概念界定 ................. 5 2.2 战略管理要素............................. 5 2.3 旅游发展战略相关理论 ............. 6 2.3.1 旅游规划理论 [7, 10] ............... 6 2.3.2 区域旅游战略整合理论 ....... 7 2.3.3 旅游业竞争力 [8, 9] ................ 7 第三章 Z旅游公司发展环境分析 ...... 8 3.1 企业概况 ..... 8 3.2 企业发展现状与存在问题 ......... 8 3.3 Z旅游公司外部环境分析 .......... 9 3.3.1 基于PEST的宏观环境分析 9 3.3.2 旅游产业环境分析 .............11 3.4 Z旅游公司的内部环境分析 .....15 3.4.1 人力资源分析 .....................15 3.4.2 土地资源.............................16 3.4.3 财务资源分析 .....................17 3.4.4 管理能力分析 .....................17 3.4.5 营销能力分析 .....................18 3.5 SWOT分析 19 3.5.1 优势 (Strengths) ..................20 3.5.2 劣势 (Weakness) .................22 3.5.3 机会 (Opportunity) ..............23 3.5.4 威胁 (Threats) .....................23 第四章 Z旅游公司发展战略制定及实施 .........................25 VI 4.1 Z旅游公司旅游发展战略的制定............................. 25 4.1.1 Z旅游公司使命、愿景与公司战略 .................. 25 4.1.2 战略目标 ............................ 25 4.1.3 战略选择分析 ..................... 26 4.1.4 战略模式 ............................ 27 4.2 Z旅游公司旅游发展战略实施 . 28 4.2.1 目标分解 ............................ 28 4.2.2 市场营销战略实施 ............. 29 4.2.3 差异化战略实施 ................. 30 第五章 Z旅游公司旅游发展战略的保障措施 ................. 31 5.1 组织架构创新与组织领导 ........ 31 5.2 资源保障与风险管理 ................ 32 5.3 团队建设 .... 33 5.4 人力资源开发 ........................... 33 5.4.1 强化旅游职业培训 ............. 33 5.4.2 开展人才国际交流 ............. 34 5.4.3 取消或者合并个别机构 ..... 34 5.5 绩效考核升级与人才保障 ........ 34 5.5.1 绩效考核 ............................ 34 5.5.2 人才保障 ............................ 35 5.6 企业文化再塑造........................ 35 第六章 结论与展望 ........................... 36 6.1 结论 ............ 36 6.2 研究的展望 37。。。。。。以下内容略