What are the methods for capacity management of tourism enterprises?

Education: 1. The main business has certain advantages among peers and has a solid position in the industry.

2. The industry to be entered has bright prospects and obvious competitive advantages.

3. The capital, talents and management experience to enter new industries are guaranteed.

4. There is a certain correlation between the new industry and the main industry. The diversification of tourism enterprises mainly takes three forms: first, horizontal alliance, that is, collectivization of tourism enterprises; The second is vertical integration, including backward integration of supply for tourism enterprises and forward integration of sales terminals for end users; The third is the mixed combination, that is, the mixed combination of the above two ways, involving shopping malls, automobile companies, fast food companies, entertainment, recreation and other tourism-related industries.

On the implementation path, tourism enterprises can adopt two modes according to their own actual situation and development needs:

1, the internal expansion mode of self-development

Most tourism enterprise groups in the world have gradually grown up through internal self-expansion, and China's tourism enterprises have also adopted this method in the process of diversification, and most of them have achieved success. For example, the hotel industry was the main industry at first, and then it expanded to the fields of commerce, service industry, real estate industry, finance and insurance industry; Or start with travel agencies, and then with the needs of business development, gradually establish enterprise groups for tourism transportation, tourism development and tourism catering. Generally speaking, enterprises adopt the mode of internal self-expansion, mainly based on the following conditions: ① The cost of internal expansion is lower than that of external mergers and acquisitions; ② The fields to be entered belong to emerging industries, and enterprises cannot obtain diversified opportunities through acquisition; (3) The resources owned by the enterprise are already competitive in new fields. In this mode, tourism enterprises make use of the existing resource advantages, including marketing network and customer base, to extend their business to upstream and downstream industries directly or indirectly related to their main business, which improves the efficiency of industrial operation and is welcomed by customers, thus saving a lot of related expenses for opening up new markets. The disadvantage is that enterprises need to overcome entry barriers when entering related industries, and they have to pay a certain amount of time, money and manpower costs in forming production capacity and cultivating talents.

2. Diversification through external mergers and acquisitions.

Enterprises achieve diversified development through mergers, acquisitions and mixed mergers and acquisitions of related enterprises interested in entering the industry. For example, Jinjiang International Group, the largest tourist hotel group in China, takes the hotel industry as its main business and expands into financial industry, transportation industry, real estate industry, food processing industry, property management industry, commerce industry and other industries through mergers and acquisitions. At present, there are more than 100 enterprises. With the rapid development of tourism, M&A has become an important means for China's tourism enterprises to achieve large-scale, networked and group management. Many enterprises have diversified their M&A operations through equity acquisition and asset replacement. According to incomplete statistics (2), from June 1993, when the first tourism enterprise was listed, to the end of 2004, there were 40 listed tourism companies with tourism as their main business or tourism business accounting for a considerable proportion, and there were 103 mergers and acquisitions, of which mixed mergers and acquisitions, horizontal mergers and acquisitions and vertical mergers and acquisitions accounted for 63% and 3 1% respectively. M&A of tourism enterprises is mainly aimed at two types of enterprises: first, the value of the merged enterprises is underestimated, and the cost of M&A is less than the time and energy required for self-expansion; Second, enterprises that have growth prospects in emerging fields, but fall into financial crisis due to poor management and other reasons. The entry period for tourism enterprises to enter new fields through capital control is shorter, so they can better grasp market opportunities, gain production experience, technology and management advantages of products in new fields in a short time, and greatly reduce entry costs. However, the shortcomings of this method are also obvious. When enterprises conduct cross-industry mergers and acquisitions, managers often face difficulties in industrial integration between different industries. In the process of industry merger and acquisition of tourism enterprises, managers are faced with the problem of integrating the management mechanism and corporate culture differences between different enterprises.

The above two ways of implementing diversification have their own advantages and disadvantages. Enterprises mainly choose different expansion modes according to the actual situation and development goals. As far as business risk is concerned, the internal self-expansion model of enterprises develops slowly, but the risk is small, while the external M&A model faces greater risks and higher management and coordination costs, which increases the business risk of enterprises. The business results show that the performance of listed tourism companies with low degree of diversification is much higher than that of single business companies and companies with high degree of diversification, and the overall benefit of non-related business diversification companies is not as good as that of business-related diversification companies based on core competitiveness.

Thirdly, the integration of diversification strategy of tourism enterprises.

The implementation of diversified resources integration is very important to the success of enterprise diversification strategy. Therefore, after enterprise diversification, it is necessary to integrate internal resources and external resources, clarify the overall development direction and strategy of the enterprise, highlight the cultivation of the core competitiveness of the enterprise, and make diversification really play the effect of 1+ 1 > 2. Diversified integration of tourism enterprises mainly includes the following aspects:

1, the unification and strengthening of corporate culture

As a service product provider with culture as its connotation, the corporate culture of tourism enterprises is the foundation and core to support and maintain its development. Therefore, to implement diversified tourism enterprises, the first task must be to unify the differences of corporate culture, build the concept of * * * co-management, and strengthen the culture. After implementing diversified management, tourism enterprises should establish cultural orientation and cultural concept to adapt to the development stage of enterprises and guide employees' behavior according to the requirements of the overall development strategy of enterprises. Integrate the internal interests and cultural differences of the enterprise, activate employees' understanding and recognition of corporate culture by preaching the concept of corporate culture, make employees better adapt to the new environment and new system, and thus reduce the management and coordination costs of the enterprise.

2. Constantly innovate the organizational management system.

After the business diversification of tourism enterprises, especially in unrelated fields, it is necessary to redesign the original management system according to the new business characteristics and business processes, including department setting and division of powers and responsibilities. Among them, the most important thing is the transformation of employees' business positions. As a human capital-intensive enterprise, we should follow the principle of taking employees as the center, attach importance to the training of employees, implement people-oriented management, enhance the attraction and cohesion of enterprises to outstanding talents, and ensure and maintain the advantages of human capital of enterprises.

3. Strengthen management control.

After the diversification of enterprises, the number of products and the sources of profits increased. However, when investing in new fields, it is often difficult to take into account the original fields at the same time, resulting in scattered resources. Generally speaking, the diversification of tourism enterprises often enters new hot industries with high profit margins. In this case, enterprises will be more inclined to new high-profit industries, increase investment, so that enterprises can maintain a high growth rate. However, if the newly entered high-profit industries and tourism span a large span, once the development fails, coupled with the decline in the performance of the main tourism industry, it will directly lead to the failure of diversification of tourism enterprises. Therefore, tourism enterprises must carry out investment planning from the long-term development level of the whole enterprise, coordinate the relationship between different departments of the enterprise and formulate a set of control mechanisms. So as to ensure the decision-making level of the enterprise to grasp and control the overall operation.

Generally speaking, the choice of diversification direction, the implementation path and the integration process after diversification have become the main contents of the diversification strategy of tourism enterprises. All the parts are interrelated and echo each other. Improper handling of any link may lead to the failure of enterprise diversification strategy. Therefore, before deciding to implement diversification, enterprises must have a deep understanding of the fields to be entered, simulate and evaluate the implementation process, and comprehensively consider the possible risks and problems after diversification, so as to regroup the internal and external resources and environment after diversification, reduce various problems in the running-in process, and then achieve success.