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论文编号：	11174
作者编号：	2320170611
上传时间：	2019/12/8 16:25:54
中文题目：	明训别院民宿商业模式分析与评估研究
英文题目：	Study on the Analysis and Evaluation of the Business Model of MingXun Homestay inn
指导老师：	刘向东
中文关键字：	民宿;商业模式;商业模式画布;商业模式分析与评估;明训别院
英文关键字：	Homestay;Business Model;Business Model Canvas;Analysis and Evaluation of Business Model;MingXun
中文摘要：	随着国内经济的稳步发展，人民生活水平的提高，全民旅游持续增温。在乡村振兴政策的指引下，民宿作为旅游住宿产品的非标细分种类，呈现出旺盛的生命力。目前我国民宿行业仍处于发展的初级阶段，相关法律法规和行业规范建设仍不健全，行业门槛较低，整体呈现出鱼龙混杂的行业现状。随着行业竞争格局的日趋激烈，民宿定位模糊、产品和服务特色不够鲜明、营销渠道单一、整体发展失衡等诸多问题逐渐暴露，传统模式下的民宿产品亟待转型升级。 本文以明训别院民宿为研究对象，首先对其所面临的行业发展现状进行研究分析，其次运用PEST分析法分析其所面临的宏观环境，然后运用五力分析模型分析其面临的行业竞争格局，紧接着运用商业模式画布工具对其现有商业模式进行梳理，最后对其商业模式进行评估。通过理论研究和实地访谈调查相结合的形式，归纳总结出明训别院的商业模式面临的痛点和问题，针对性地提出具有实践意义的创新建议。 本文的研究目的在于通过对明训别院商业模式进行研究，梳理其商业模式中的关键组成要素，发现商业模式可能面临的痛点问题，提出具有可操作性的创新优化建议，为民宿产业的投资及运营提供有效理论依据及实践参考，在民宿的原生性的经营本质与残酷的市场竞争之间寻求商业模式创新的动态平衡。 本文研究得出：现阶段民宿发展现状和外部环境的影响下，明训别院商业模式在投资运营模式、营销渠道、关键业务、人才培养机制和非标规模化等方面存在改进优化的空间。投资运营模式方面，可以通过输出品牌和管理的方式实现轻资产运营，解决投资回报周期较长的问题；营销渠道方面，可以充分发挥民宿的非标优势，通过自媒体等方式进行营销推广，实现低成本、高效率的营销效果；关键业务方面，可以通过创造差异化的体验提升核心竞争力和盈利能力；人才培养机制方面，可以通过完善相关制度培养专业民宿人才，降低人员流失比例；非标规模化方面，可以将产品和服务加以区分，实现非标属性下商业模式的快速复制。
英文摘要：	With the steady development of the domestic economy and the improvement of people's living standards, the tourism market has continued to increase. Under the guidance of the rural revitalization policy, homestay inn, as a non-standard subdivision of tourism accommodation products, has shown great vitality. At present, China's homestay industry is still in the initial stage of development. The relevant laws and regulations and industry norms are still not perfect, and the industry threshold is low. The overall situation of the industry is mixed. With the increasingly fierce competition in the industry, the location of the hotel is vague, the characteristics of products and services are not clear enough, the marketing channels are single, the overall development imbalance is gradually exposed, and many other problems in the traditional mode are urgently needed to be transformed and upgraded. This paper takes Mingxun Homestay inn as the research object. Firstly analyzes the current development status of the industry. Secondly uses PEST to analyze the macro environment. Thirdly uses the five-force model to analyze the industry competition. Fourthly use the business model canvas to sort out its business model. Finally evaluates its business model. Through theoretical research and interviews, this paper summarizes the pain-point and problems faced by the business model of MingXun, and proposes practical and innovative suggestions from the perspective of business model innovation. The purpose of this paper is to find out the key components of the business model of homestay inn by combing the business model of Mingxun, and to summarize a series of universal innovation suggestions for the main pain-point. Management and investment provide effective theoretical basis and practical reference, seeking a dynamic balance of business model innovation between the original business nature of the homestay inn and the cruel market competition. This paper show that under the influence of the development status of the homestay and the external environment, the business model of Mingxun has a space for improvement and optimization in terms of investment operation mode, marketing channels, key business, talent training mechanism and non-standard&large-scale. In terms of investment operation mode, light asset operation can be realized by exporting brand and management, and the problem of long investment return period can be solved. In terms of marketing channels, the non-standard advantage of the hotel can be fully utilized, and marketing and promotion can be realized through self-media and other means. Low-cost, high-efficiency marketing effects; in key business areas, we can enhance core competitiveness and profitability by creating differentiated experiences; in terms of talent training mechanism, we can cultivate professional homestay talents by improving relevant systems and reduce the proportion of staff turnover; In terms of scale, products and services can be differentiated to achieve rapid replication of business models under non-standard attributes.
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