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生活缺少不了竞争,有竞争才会有提升。酒店在市场营销上的竞争战略!

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来源:【人和时代·中国】酒店vi设计公司 发布时间:2012-04-11 09:57:24 查看次数:

生活缺少不了竞争,有竞争才会有提升。酒店在市场营销上的竞争战略!  
酒店市场营销竞争战略:
    竞争是商品经济发展的产物。在商品经济条件下,任何企业在进行市场营销活动时,都不可避免地会遇到同行中其他企业的竞争,酒店业不例外。酒店必须加强对竞争对手的观察,研究竞争对手的营销变化及其战略,作出及时的反应,制定相应的竞争战略。
1.市场领先者战略:
    酒店市场领先者是指其产品在酒店业市场上占有最大市场份额的酒店。领先者在价格变化、新产品开发、渠道建设、促销等方面对其他酒店起着市场领导的作用。领先者的地位是在酒店市场营销竞争中自然形成的,具有相对的稳定性,但又非固定不变的。因此酒店市场领先者必须实施正确的竞争战略来保持在这一行业中第一的位置,维护自己的主导地位。通常选择的总体战略有三种:扩大市场需求量、保持现有市场份额、扩大市场份额。
   (1)扩大市场需求量
    处于领导地位的酒店,其营销战略首先是扩大市场,即增加产品的需求量。
    ①发现新顾客
    引领新的消费观念,通过一系列的措施,将原来不购买酒店产品的消费者转变为酒店的顾客或者潜在顾客;在酒店原有细分市场的基础上寻找新的细分市场;到其他的国内外市场上发展新用户,如建立连锁酒店。
    ②开辟产品的新用途
    随着特色餐厅的发展,许多酒店的餐厅不仅仅是提供餐饮的场所,更倾向于展览、交流等与餐饮共同发展。酒店餐厅可以根据酒店的特色和餐厅的特色,扩展餐厅的功能,为消费者提供更多的服务,引发更多的消费。
    ③增加酒店产品的使用量
    提高客房的入住率和餐厅的客人流动率;争取使入住酒店的客人多参与酒店其他部门的消费,如到康乐部运动健身,到酒吧、KTV娱乐消遣;向商务型客人介绍本酒店在其他地方的连锁酒店,使客人到那里出差时能够入住本酒店。
   (2)保持现有市场份额
    酒店领先者在努力扩展市场的同时还必须防备竞争对手的进攻和挑战,保护酒店现有的市场。但并不一定保持它在目标市场上的所有阵地,应该集中使用防御力量,守住重要的市场阵地,以期 在面对重大的机会或威胁时能够采取最佳的战略决策,主要采用五种战略措施。①阵地防御;被动的防御,防止竞争者入侵自己的主要市场;②侧翼防御:除防御自己的主要市场外,还在其他市场做一些防御措施;③先发制人:以攻为守,先主动攻击;④反攻防御:竞争对手发动降价或促销攻势时,作出反击,攻击入侵者的主要市场;⑤收缩战略:放弃某些不重要的市场,“集中优势兵力”用于主要市场。
   (3)扩大市场份额
    市场占有率是与投资收益率相关的最重要的变量之一,市场占有率越高,投资收益率也越大。酒店市场领先者通过各种途径提高本酒店在市场上的占有率来增加收益,同时来保持自身的领先地位。
2.市场挑战者战略:
    酒店市场挑战者是指那些在市场中处于酒店领先者后二三位及以后位次的企业。它们希望领导酒店行业,并且有能力去攻击市场领导者和其他竞争者以达成期望。
    挑战者首先必须确定主要竞争对手是谁。酒店可以选择以下几种类型的攻击目标━攻击市场领先者、攻击与自身实力相当的酒店、攻击实力较弱的酒店。选择好攻击目标后,需要考虑采取什么进攻战略,主要有五种进攻战略可以选择。①正面进攻:进攻竞争对手的强项;②侧翼进攻:攻击竞争对手的弱点;③围堵进攻:全方位、大规模地进攻,酒店能提供更优质的产品、更实惠的价格;④迂回进攻:避开竞争对手现有的市场阵地,可以通过实行产品多元化经营、实行市场多元化经营和发展产品、取代落后产品的方式而迂回进攻。⑤游击进攻:采用小型的、间断的进攻,适用于规模较小、力量较弱的企业。
    3.市场跟随者战略
    酒店市场跟随者,指那些在产品、技术、价格、渠道、促销等营销策略上模仿或跟随酒店市场领导者的酒店。这种战略是要在市场“和平共处”的状态下求得尽可能多的收益。首先要确定一个不致引起竞争性报复的跟随战略,主要有三种战略可以选择:①紧密跟随:酒店在各种策略方面都模仿竞争者;②距离跟随:在主要方面跟随竞争者,但与竞争者保留有若干差异;③选择跟随战略:只在某些方面模仿竞争者,在其他方面有自己的特色。
    4.市场补缺者战略
    酒店市场补缺者专心关注市场上被大企业忽略或不屑一顾的某些细小部分,拾遗补缺,在大企业的夹缝中求生存。主要是通过专业化经营来获取最大限度的收益。如酒店可以根据顾客的分类进行专业化营销。
 
Life is indispensable in the competition, competition will increase. Hotel competition in the marketing strategy!
Hotel Marketing Competitive Strategy:
    Competition is the product of the development of commodity economy. In the commodity economy under the conditions of, any enterprise carrying out marketing activities, will inevitably encounter the competition of other companies in the peer, the hotel industry is no exception. The hotel must strengthen the observation of the competitors, to research competitors' marketing change its strategy to respond timely to develop appropriate competitive strategies.
A market leader in the strategy:
    The hotel market leader in its products in the hotel occupies the largest market share in the market of hotel industry. Leader in price changes, new product development, channel development, promotion, etc. to other hotel plays the role of market leader. The front-runner position in the market competition in the natural formation, relative stability, but fixed. Hotel market leader must implement the right competitive strategy to maintain the position in this industry first, to maintain their dominant position. Usually choose the overall strategy in three ways: to expand the market demand, to maintain existing market share and expand market share.
   (1) expand the market demand
    Leading position in the hotel, its marketing strategy first is to expand the market, an increase of demand for the product.
    ① find new customers
    To lead the new concept of consumption, through a series of measures, the original consumers not to buy hotel products into customers or potential customers of the hotel looking for new market segments; on the hotel's original basis of market segments; to other domestic and overseas markets, the development of a new user, such as the establishment of the hotel chain.
    ② open up new uses of the product
    With the development of the specialty restaurants, many of the hotel's restaurant is not just to provide food and beverage places, the more inclined exhibitions, exchanges and other dining and common development. The hotel restaurant can be characteristics of the hotel and restaurant features to expand the restaurant to provide consumers with more services and lead to more consumption.
    ③ increase the use of the hotel product
    Room occupancy rate and guests of the restaurant turnover; strive to make the hotel the guests to participate in the consumption of other departments of the hotel, such as sports and fitness to the Recreation Department, to the bar, KTV entertainment; introduced to the business guests of the hotel in elsewhere The hotel chain, allowing guests to stay at this hotel when you travel to get there.
   (2) to maintain existing market share
    Hotel leader in efforts to expand the market at the same time must also guard against attack and challenges of competitors to protect the hotel market. But not necessarily to keep it in all positions on the target market should be focused on the use of defensive force, to hold important positions in the market, in order to be able to take the best strategic decisions in the face of significant opportunities or threats, five strategic measures . ① positional defense; passive defense, to prevent competitors from invasion of their main markets; ② flank defense: in other markets to do some defensive measures to defend the major markets,; ③ pre-emptive strike: taking the offensive, the first initiative to attack; (4) counter-offensive defense: when competitors launch price cuts or promotional campaign, make a counter-attack, attack intruders market; the ⑤ contraction strategy: give up some unimportant market, concentrating a superior force for the major markets.
   (3) expand the market share
    Market share is one of the most important variables related to the rate of return on investment, the higher the market share, the greater the rate of return on investment. Hotel market leader through a variety of ways to enhance the hotel in the market share to increase revenue to maintain its leading position.
Market challenger strategy:
    The hotel market challenger is the second and third and subsequent ranking of enterprises in the market in the hotel leader. They want to lead the hotel industry, and have the ability to attack the market leader and other competitors in order to achieve the desired.
    The challenger must first determine the main financial backers. The hotel can choose the following types of target ━ attack the market leader in the hotel of considerable attack with their own strength, and attack the weaker hotel. After selecting targets need to be considered to take the offensive strategy, the main five offensive strategy. ① frontal attack: attack of the strengths of the competitors; ② flanking attack: attack the weaknesses of competitors; ③ containment attack: a full range of large-scale ground offensive, the hotel can provide better products at more affordable prices; ④ indirect attack: avoid competitors existing market position, through the introduction of product diversification, the implementation of market diversification and development of products to replace inferior products and indirect attack. ⑤ guerrilla attack: a small, intermittent attack, apply to the smaller, weaker companies.
    3 The market follower strategy
    The hotel market follower, refers to those products, technology, price, channel, promotion and other marketing strategies to mimic or follow the market leader in hotel hotel. Such a strategy is to obtain as much as possible the benefits to the state of the market "peaceful coexistence". Not lead to competitive retaliation to follow the strategy we must first determine the main three strategic options: (1) closely followed by: hotels in a variety of strategies to imitate competitors; the ② distance to follow: to follow in the main competitors, but competitors retain a number of differences; (3) choose to follow the strategy: in some respects to imitate competitors in other areas have their own characteristics.
    (4) market stopgap strategy
    Concentrate concerned about the hotel market filled by some small parts on the market of large enterprises to ignore or disdain, Strategic decisions, to survive in the cracks of the large enterprises. Mainly through professional management to obtain maximum revenue. Such as hotels according to the classification of the customer's specialized marketing.

 

(版权所有:转载请注明来源于【人和时代·中国】 http://www.hotelcis.com 作者:先锋)



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