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论文编号：	10238
作者编号：	2120142890
上传时间：	2018/6/14 11:04:00
中文题目：	SCZL文化交流中心发展战略研究
英文题目：	Business Strategy Study based on SCZL international cultural exchange center
指导老师：	牛建波
中文关键字：	文化综合体；发展战略；非营利组织；企业战略管理
英文关键字：	cultural complex; strategic planning; nonprofit organization; strategic management of the enterprise
中文摘要：	SCZL文化交流中心坐落在京津冀三地的衔接处，是京津冀及华北地区规模最大、功能最全、主题定位最为明确的综合文化建筑，能够全面满足国际性、地区性的各类文化活动的举办需求，是落实国家“一带一路”倡议的地标性建筑，其定位为“公益性非营利文化机构”。SCZL文化中心总规划建筑面积约 24万平方米，总投资逾30亿元，由剧院、艺术展览空间等文化设施以及相关配套空间构成，是一座规模大、功能全的文化综合体。SCZL文化交流中心将于2018年年底竣工，2019年正式投入使用。论文以SCZL文化交流中心为案例，通过对文化中心外部环境和中心本身优劣势进行分析，制定出适合文化中心的发展战略。论文主要运用战略管理理论和相关分析方法，结合国内外非营利组织常用的战略管理方法，运用PEST分析工具，从政治、经济、技术、社会四个方面出发，对文化综合体所处的的外部宏观环境进行分析。在此基础上，运用SWOT分析工具，分析文化中心自身的优劣势，然后对文化中心所面临的威胁以及存在的机遇进行分析和总结，最后结合内外部分析，在文化中心的使命、愿景指导下提出了文化中心的战略选择，明确了战略目标，为文化中心各业务的发展指明了方向。论文对文化中心的客群进行了详细的需求调研，并结合调研结论，在战略目标的指引下，制定了艺术馆业务、剧院业务、节庆活动、艺术教育等文化中心未来核心业务的战略实施举措。最后对于组织机构、制度流程和财务战略等方面的建设提出意见，为战略的落地提供保障。
英文摘要：	SCZL Cultural Exchange Center is located in the connection area of Beijing, Tianjin and Hebei Province. It is a comprehensive cultural building with the largest scale, most comprehensive functions and the most specific theme in Beijing, Tianjin and Hebei Province even North China. Thus, it can meet the demands to hold various international or regional cultural activities. It is a landmark building to implement “The Belt and Road” initiative and it is a nonprofit and public cultural organization. The planning total floor area of the Cultural Center is 240 thousand square meters with main buildings covering 95 thousand square meters. Its total investment exceeds 3 billion Yuan. The Cultural Center is composed of theater community and polymorphic cultural art exhibition space and other relevant cultural supporting facilities. It is a comprehensive public cultural service building with the largest scale and the most comprehensive functions. SCZL Cultural Exchange Center will be completed in the end of 2018 and officially put into use in 2019. Taking SCZL Cultural Exchange Center as the case, this thesis puts forward to some development strategies for the Cultural Center through analyzing the external environment and strength and weakness of Cultural Center. Applying the theory and method of strategic?management and combining the strategic management method frequently-used by?domestic and overseas nonprofit organizations, the thesis analyzes the external macro-environment of the cultural complex in four aspects of politics, economy, technology and society with PEST tool. On this basis, applying SWOT tool, the thesis analyzes the strength and weakness of Cultural Center and sorts out the threats and opportunities that Cultural Center faces. Finally, according to the internal and external analysis, it puts forward to strategic options for the Cultural Center based on its mission and vision. And it also puts forward to strategic targets explicitly and points out the direction of resource congregation for the Cultural Center. This thesis carried out a detailed requirement survey about the customer group of the Cultural Center. Based on the survey results and in the guidance of strategic targets, the thesis makes strategic implement measures for the future core business of Cultural Center, such as art gallery business, theater business, festival activities and art education. Finally, it brings forward some opinions on the organizational structure, system and financial strategy, so as to provide guarantee for the implementation of the strategy.
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