英语论文网

3.4 Summary 20
4. The Domestic and Foreign Typical Hotel Management Mode Analysis 21
4.1 Four Season Model 22
4.1.1 Four Season Business Context 22
4.1.2 Operation Philosophy of Four Season 23
4.1.3 Management Features of Four Season 23
4.2 Marriott International Management Model 25
4.2.1 Marriott International Business Context 25
4.2.2 Marriott Management Method 25
4.2.3 Marriot International’s Management Philosophy 26
4.2.4 Marriot International Market Segmentation 27
4.3 Starwood Hotels and Resorts Model 28
4.3.1 General Information of Starwood 28
4.3.2 Starwood Hotels and Resorts Marketing Position 29
4.3.3 Starwood Group Competition Advantages 30
4.4 Shangri-La Hotel Group Management Model 30
4.4.1 General Information of Shangri-La Hotel Group 30
4.4.2 Shangri-La Development and Investment 31
4.4.3 Shangri-La Management Philosophy 32
4.5 Jinjang International Management Model 34
4.6 Zijinhua Hotel Model 36
4.7 Summary 39
4.7.1 International Hotel’s Network 39
4.7.2 Brand Advantages of International Hotel Groups 39
4.7.3 Collective Management of International Hotel Group 40
4.7.4 Enterprise Culture of International Hotel Group 41
5.Comparison Analysis of International Hotel and State-owned hotel 42
5.1 Mission Statement of International Hotel and State-owned Hotel 42
5.2 Service Quality International Hotel and State-owned Hotel 44
5.3 Competition Methods of International Hotel and State-owned Hotel 45
5.4 Hotel Management of International Hotel and State-owned Hotel 46
6.Conclusion and Recommendation 47
6.1 Corporate governance structure 50
6.1.1 Application Range of Property Rights Quit strategy 51
6.1.2 The Meaning of the Property Rights Quit Strategy 51
6.1.3 Methods of the Property Rights Quit strategy 51
6.1.4 Reform the Hotel Organization Structure 54
6.2 Market Position Strategy 55
6.2.1 Definition of Economy Hotel 55
6.2.2 Development Strategy of China Economy Hotel 56
6.3 Management Style 61
7.Limitation 63
8.Reference 65

Chapter One  INTRODUCTION

1.1 Introduction

“You cannot transport a culture, but you can indeed translate it, that is, take into account and adapt to the local environment.”

- Giovanni Angelini, CEO and Managing Director of Shangri-La Hotels andResorts (Hamdi 2006)

As the economic globalization sweeps across the world and joint-venture enterprises have becomea popular form of business, cross-cultural management plays a key role to the success of enterprises. After joining WTO, China’s economy is booming and is drawing more and more attention of various countries and regions around the world, as a result of which, more and more multinational corporations (MNCs)have entered China and established their business in Chinese open market. While many multinational corporations have achieved great success in their business in China, cultural conflicts arising in their association with Chinese partners and Chinese staff have become a majorobstacle in their management for greater success and benefits in Chinese market. Meanwhile, traditional management theories adopted by and practiced in these MNCs have been challenged by Chinese culture, w本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。