国外邮轮企业经营模式比较研究
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摘要
近年来,国际邮轮产业继续保持较高的增长速度,并且发展重心开始逐渐向亚太地区转移。作为全球重要的旅游客源国和旅游目的地国,中国无疑正在成为全球邮轮市场的焦点。随着国内邮轮港口设施的不断兴建、政策法规的不断完善、邮轮消费市场的不断形成,国内邮轮企业应运而生。但是,国内现有邮轮企业数量屈指可数,并且都处于起步阶段,缺乏成型的经营模式,面对国内邮轮市场的逐步开放,外商独资邮轮企业的成立,当前思考我国邮轮企业的经营模式及发展问题显得尤为必要。
首先,本文界定了邮轮和邮轮企业的概念,在此基础上归纳和总结全球邮轮企业市场布局现状。其中,北美邮轮市场一直占据全球邮轮市场的绝对份额,欧洲和亚洲邮轮市场正在快速崛起。国内目前可以称为邮轮企业的只有中国邮轮有限公司和厦门环球邮轮有限公司。
其次,本文从理论上界定了经营模式和邮轮企业经营模式的概念,然后从定性分析的角度详细阐述了国外主要和典型邮轮企业经营现状和经营模式,为下一章从定量角度对这些邮轮企业经营模式进行比较分析奠定基础。
然后,本文通过对企业经营模式评价方法的优选,确定采用数据包络分析法(DEA)和Malmquist全要素生产率指数相结合的方法,利用DEAP2.1软件包从横向和纵向两个角度对国外邮轮企业经营模式进行评价。并且将上一章的定性分析和本章定量分析相结合总结不同经营模式的共性与个性以及利弊。
最后,本文在对国外主要和典型邮轮企业经营模式进行定性分析和定量评价的基础上,结合国内邮轮企业面临的内外部环境,提出国外邮轮企业经营模式对国内邮轮企业的启示,并且给出了提升国内邮轮企业经营管理水平的建议。本文研究成果为我国邮轮企业的健康起步和快速发展提供了重要的决策参考,同时,也为处于航运业低谷期、有意发展邮轮经营业务的航运企业提供一定的借鉴意义。
In recent years, the international cruise industry continued to maintain a high growth rate. And its development center began to transfer to the Asia-Pacific region. As the world's main tourist generating and destination country, China has undoubtedly become the focus of the global cruise market. With the construction of cruise port facilities, the improvement of cruise polices and regulations and the formation of cruise consumer market, the construction of domestic cruise companies came into being. However, few domestic cruise companies exist in domestic cruise market now, and most of them are still in their infancy, lacking of molding business model. Facing the gradual liberalization of domestic cruise market and the establishment of wholly foreign-owned cruise companies, now it is necessary to think about the business model and development of domestic cruise companies.
Firstly, the article defines the concept of cruise and cruise company. Then the current market distribution of global cruise companies is summarized. Among them, the North American cruise market has been dominated the absolute share of the global cruise market. The Europe and Asia cruise markets are rapidly rising now. The domestic cruise companies temporarily include China Cruise Co., Ltd and Xiamen Global Cruise Co., Ltd.
Secondly, the article defines the concept of business model and cruise company business model. Then the operation statuses and business models of the main and typical cruise companies on global cruise market are elaborated from a qualitative point of view, which are the basis of the quantitative evaluation of cruise company business model in the next chapter.
Then the article chooses the model combined of Data Envelopment Analysis (DEA) and Malmquist Index to quantitatively evaluate the foreign cruise companies' business model by DEAP2.1package from horizontal and vertical angles. Meanwhile, qualitative and quantitative methods are combined to evaluate the universality and individuality, advantages and disadvantages of different business models.
Finally, on the basis of qualitative and quantitative analysis of major and typical foreign cruise companies, the article put forwards the inspiration from foreign cruise companies'business models and provides specific management proposals for domestic cruise companies by taking internal and external environment faced by domestic cruise companies into consideration, which will provide important decision-making references for the good start and rapid development of domestic cruise companies. Meanwhile, the article can also be major references for shipping companies interested in developing cruise business in the period of shipping trough.
首先,本文界定了邮轮和邮轮企业的概念,在此基础上归纳和总结全球邮轮企业市场布局现状。其中,北美邮轮市场一直占据全球邮轮市场的绝对份额,欧洲和亚洲邮轮市场正在快速崛起。国内目前可以称为邮轮企业的只有中国邮轮有限公司和厦门环球邮轮有限公司。
其次,本文从理论上界定了经营模式和邮轮企业经营模式的概念,然后从定性分析的角度详细阐述了国外主要和典型邮轮企业经营现状和经营模式,为下一章从定量角度对这些邮轮企业经营模式进行比较分析奠定基础。
然后,本文通过对企业经营模式评价方法的优选,确定采用数据包络分析法(DEA)和Malmquist全要素生产率指数相结合的方法,利用DEAP2.1软件包从横向和纵向两个角度对国外邮轮企业经营模式进行评价。并且将上一章的定性分析和本章定量分析相结合总结不同经营模式的共性与个性以及利弊。
最后,本文在对国外主要和典型邮轮企业经营模式进行定性分析和定量评价的基础上,结合国内邮轮企业面临的内外部环境,提出国外邮轮企业经营模式对国内邮轮企业的启示,并且给出了提升国内邮轮企业经营管理水平的建议。本文研究成果为我国邮轮企业的健康起步和快速发展提供了重要的决策参考,同时,也为处于航运业低谷期、有意发展邮轮经营业务的航运企业提供一定的借鉴意义。
In recent years, the international cruise industry continued to maintain a high growth rate. And its development center began to transfer to the Asia-Pacific region. As the world's main tourist generating and destination country, China has undoubtedly become the focus of the global cruise market. With the construction of cruise port facilities, the improvement of cruise polices and regulations and the formation of cruise consumer market, the construction of domestic cruise companies came into being. However, few domestic cruise companies exist in domestic cruise market now, and most of them are still in their infancy, lacking of molding business model. Facing the gradual liberalization of domestic cruise market and the establishment of wholly foreign-owned cruise companies, now it is necessary to think about the business model and development of domestic cruise companies.
Firstly, the article defines the concept of cruise and cruise company. Then the current market distribution of global cruise companies is summarized. Among them, the North American cruise market has been dominated the absolute share of the global cruise market. The Europe and Asia cruise markets are rapidly rising now. The domestic cruise companies temporarily include China Cruise Co., Ltd and Xiamen Global Cruise Co., Ltd.
Secondly, the article defines the concept of business model and cruise company business model. Then the operation statuses and business models of the main and typical cruise companies on global cruise market are elaborated from a qualitative point of view, which are the basis of the quantitative evaluation of cruise company business model in the next chapter.
Then the article chooses the model combined of Data Envelopment Analysis (DEA) and Malmquist Index to quantitatively evaluate the foreign cruise companies' business model by DEAP2.1package from horizontal and vertical angles. Meanwhile, qualitative and quantitative methods are combined to evaluate the universality and individuality, advantages and disadvantages of different business models.
Finally, on the basis of qualitative and quantitative analysis of major and typical foreign cruise companies, the article put forwards the inspiration from foreign cruise companies'business models and provides specific management proposals for domestic cruise companies by taking internal and external environment faced by domestic cruise companies into consideration, which will provide important decision-making references for the good start and rapid development of domestic cruise companies. Meanwhile, the article can also be major references for shipping companies interested in developing cruise business in the period of shipping trough.
引文
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[2]Competing in a Changing World:Outlook for Cruise Tourism to 2020. G. P. WILD (INTERNATIONAL) LTD.2011.
[3]殷翔宇.环渤海邮轮港口竞争力评估及产业发展对策.世界海运.2010(3)：48-51.
[4]旭莲.邮轮本土产业链破土待育.中国远洋航务.2011(03)：69-69.
[5]中国交通运输协会邮轮游艇分会,上海虹口区人民政府,上海国际航运中心.2010-2011中国邮轮产业发展报告.2011.
[6][美]曼西尼.乘船航游与邮轮管理.高玲译.北京：清华大学出版社,2004.
[7]程爵浩.全球邮船旅游发展状况初步研究.上海海事大学学报.2006(01)：67-72.
[8]王诺编著.邮轮经济.北京：化学工业出版社.2008.5.
[9]Cruise Lines International Association, INC.2011 CLIA Cruise Market Overview. 2010.
[10]Cruise Lines International Association, INC. Five Year Cruise Industry Capacity. 2010.
[11]European Cruise Council.2011/2012 Report.2011.
[12]丽星邮轮官网http://www.starcruises.com/
[13]重庆长江黄金游轮有限公司官网http://yangtzegoldcruises.com/
[14]长江轮船海外旅游总公司官网http://www.ccotc.com/
[15]重庆新世纪游轮股份有限公司官网http://www.centurytrip.com/
[16]中国邮轮有限公司官网http://www.cruises-china.com/
[17]厦门环球邮轮有限公司官网http://www.shanhaishu.com.cn/
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[21]Afuah A. Business Models:A Strategic Management Approach, N. Y.:McGraw-Hill, 2004:136.
[22]Chesbrough, H. and R. S. Rosenbloom. The role of the business model in capturing value from innovation:evidence from Xerox corporation's technology spin-off companies. Industrial and Corporate Change,2002,11(3):529-555.
[23]Alexander Osterwalder. The Business Model Ontology-a proposition in a design science approach. Faculter des Hautes Etudes Commerciales,2004.
[24]栗学思.如何规划企业的赢利模式.通行企业管理.2003(06)：56-57.
[25]钱颜文,孙林岩.对经营模式的分类研究.科学学与科学技术管理.2003(9)：117-119.
[26]李庆华,李东,李春生.经营模式：企业的能力场.大连理工大学学报.2004(04)：57-62.
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[28]Marti B. Cruise ship market segmentation:a'non-traditional'port case study. Maritime Policy and Management,1991,18(2):93-103.
[29]Ahmed Z U, Johnson J P, Ling C P, Fang T W, Hui A K. (2002). Country-of-origin and brand effects on consumers'evaluations of cruise line. International Marketing Review,2002,19 (3):279-302.
[30]Kwortnik R J. Carnival Cruise Lines Burnishing the Brand. Cornell Hotel and Restaurant Administration Quarterly,2006,47 (3):286-300.
[31]Veronneau S, Roy J. Global service supply chains:an empirical study of current practices and challenges of a cruise line corporation. Tourism Management,2009, 30(1):128-139.
[32]Erkoc, Murat etc. Multi-stage onboard inventory management policies for food and beverage items in cruise liner operations. Source:Journal of Food Engineering, v 70, n 3, p 269-279, October 2005.
[33]Erkoc M, Iakovou E T, Spaulding A E. Multi-stage onboard inventory management policies for food and beverage items in cruise liner operations. Journal of Food Engineering,2005,70 (3):269-279.
[34]Testa M R. Cultural similarity and service leadership:a look at the cruise industry. Managing Service Quality,2004,14(5):402-413.
[35]Gibson P. Cruising in the 21st century:who works while others play. International Journal of Hospitality Management,2008,27:42-52.
[36]Ladany S P, Arbel A. Optimal cruise liner passenger cabin pricing policy. European Journal of Operational Research,1991,55(2):136-147.
[37]王冠兰,楼嘉军.国际邮轮公司市场布局特点及其对上海的启示.河南商业高等专科学校学报.2008(4)：59-64.
[38]王冠兰.嘉年华邮轮公司市场布局与经营效益研究.华东师范大学硕士论文.2009：10-49.
[39]贾亚颀.国际邮轮公司中国市场营销策略研究.中国商界,2010(02)：155-157.
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