生活缺少不了競(jìng)爭(zhēng)，有競(jìng)爭(zhēng)才會(huì)有提升。酒店在市場(chǎng)營(yíng)銷上的競(jìng)爭(zhēng)戰(zhàn)略！  
酒店市場(chǎng)營(yíng)銷競(jìng)爭(zhēng)戰(zhàn)略：
    競(jìng)爭(zhēng)是商品經(jīng)濟(jì)發(fā)展的產(chǎn)物。在商品經(jīng)濟(jì)條件下，任何企業(yè)在進(jìn)行市場(chǎng)營(yíng)銷活動(dòng)時(shí)，都不可避免地會(huì)遇到同行中其他企業(yè)的競(jìng)爭(zhēng)，酒店業(yè)不例外。酒店必須加強(qiáng)對(duì)競(jìng)爭(zhēng)對(duì)手的觀察，研究競(jìng)爭(zhēng)對(duì)手的營(yíng)銷變化及其戰(zhàn)略，作出及時(shí)的反應(yīng)，制定相應(yīng)的競(jìng)爭(zhēng)戰(zhàn)略。
1.市場(chǎng)領(lǐng)先者戰(zhàn)略：
    酒店市場(chǎng)領(lǐng)先者是指其產(chǎn)品在酒店業(yè)市場(chǎng)上占有最大市場(chǎng)份額的酒店。領(lǐng)先者在價(jià)格變化、新產(chǎn)品開發(fā)、渠道建設(shè)、促銷等方面對(duì)其他酒店起著市場(chǎng)領(lǐng)導(dǎo)的作用。領(lǐng)先者的地位是在酒店市場(chǎng)營(yíng)銷競(jìng)爭(zhēng)中自然形成的，具有相對(duì)的穩(wěn)定性，但又非固定不變的。因此酒店市場(chǎng)領(lǐng)先者必須實(shí)施正確的競(jìng)爭(zhēng)戰(zhàn)略來保持在這一行業(yè)中第一的位置，維護(hù)自己的主導(dǎo)地位。通常選擇的總體戰(zhàn)略有三種：擴(kuò)大市場(chǎng)需求量、保持現(xiàn)有市場(chǎng)份額、擴(kuò)大市場(chǎng)份額。
   （1）擴(kuò)大市場(chǎng)需求量
    處于領(lǐng)導(dǎo)地位的酒店，其營(yíng)銷戰(zhàn)略首先是擴(kuò)大市場(chǎng)，即增加產(chǎn)品的需求量。
    ①發(fā)現(xiàn)新顧客
    引領(lǐng)新的消費(fèi)觀念，通過一系列的措施，將原來不購買酒店產(chǎn)品的消費(fèi)者轉(zhuǎn)變?yōu)榫频甑念櫩突蛘邼撛陬櫩停辉诰频暝屑?xì)分市場(chǎng)的基礎(chǔ)上尋找新的細(xì)分市場(chǎng)；到其他的國內(nèi)外市場(chǎng)上發(fā)展新用戶，如建立連鎖酒店。
    ②開辟產(chǎn)品的新用途
    隨著特色餐廳的發(fā)展，許多酒店的餐廳不僅僅是提供餐飲的場(chǎng)所，更傾向于展覽、交流等與餐飲共同發(fā)展。酒店餐廳可以根據(jù)酒店的特色和餐廳的特色，擴(kuò)展餐廳的功能，為消費(fèi)者提供更多的服務(wù)，引發(fā)更多的消費(fèi)。
    ③增加酒店產(chǎn)品的使用量
    提高客房的入住率和餐廳的客人流動(dòng)率；爭(zhēng)取使入住酒店的客人多參與酒店其他部門的消費(fèi)，如到康樂部運(yùn)動(dòng)健身，到酒吧、KTV娛樂消遣；向商務(wù)型客人介紹本酒店在其他地方的連鎖酒店，使客人到那里出差時(shí)能夠入住本酒店。
   （2）保持現(xiàn)有市場(chǎng)份額
    酒店領(lǐng)先者在努力擴(kuò)展市場(chǎng)的同時(shí)還必須防備競(jìng)爭(zhēng)對(duì)手的進(jìn)攻和挑戰(zhàn)，保護(hù)酒店現(xiàn)有的市場(chǎng)。但并不一定保持它在目標(biāo)市場(chǎng)上的所有陣地，應(yīng)該集中使用防御力量，守住重要的市場(chǎng)陣地，以期 在面對(duì)重大的機(jī)會(huì)或威脅時(shí)能夠采取最佳的戰(zhàn)略決策，主要采用五種戰(zhàn)略措施。①陣地防御；被動(dòng)的防御，防止競(jìng)爭(zhēng)者入侵自己的主要市場(chǎng)；②側(cè)翼防御:除防御自己的主要市場(chǎng)外，還在其他市場(chǎng)做一些防御措施；③先發(fā)制人：以攻為守，先主動(dòng)攻擊；④反攻防御：競(jìng)爭(zhēng)對(duì)手發(fā)動(dòng)降價(jià)或促銷攻勢(shì)時(shí)，作出反擊，攻擊入侵者的主要市場(chǎng)；⑤收縮戰(zhàn)略：放棄某些不重要的市場(chǎng)，“集中優(yōu)勢(shì)兵力”用于主要市場(chǎng)。
   （3）擴(kuò)大市場(chǎng)份額
    市場(chǎng)占有率是與投資收益率相關(guān)的最重要的變量之一，市場(chǎng)占有率越高，投資收益率也越大。酒店市場(chǎng)領(lǐng)先者通過各種途徑提高本酒店在市場(chǎng)上的占有率來增加收益，同時(shí)來保持自身的領(lǐng)先地位。
2.市場(chǎng)挑戰(zhàn)者戰(zhàn)略：
    酒店市場(chǎng)挑戰(zhàn)者是指那些在市場(chǎng)中處于酒店領(lǐng)先者后二三位及以后位次的企業(yè)。它們希望領(lǐng)導(dǎo)酒店行業(yè)，并且有能力去攻擊市場(chǎng)領(lǐng)導(dǎo)者和其他競(jìng)爭(zhēng)者以達(dá)成期望。
    挑戰(zhàn)者首先必須確定主要競(jìng)爭(zhēng)對(duì)手是誰。酒店可以選擇以下幾種類型的攻擊目標(biāo)━攻擊市場(chǎng)領(lǐng)先者、攻擊與自身實(shí)力相當(dāng)?shù)木频辍⒐魧?shí)力較弱的酒店。選擇好攻擊目標(biāo)后，需要考慮采取什么進(jìn)攻戰(zhàn)略，主要有五種進(jìn)攻戰(zhàn)略可以選擇。①正面進(jìn)攻：進(jìn)攻競(jìng)爭(zhēng)對(duì)手的強(qiáng)項(xiàng)；②側(cè)翼進(jìn)攻：攻擊競(jìng)爭(zhēng)對(duì)手的弱點(diǎn)；③圍堵進(jìn)攻：全方位、大規(guī)模地進(jìn)攻，酒店能提供更優(yōu)質(zhì)的產(chǎn)品、更實(shí)惠的價(jià)格；④迂回進(jìn)攻：避開競(jìng)爭(zhēng)對(duì)手現(xiàn)有的市場(chǎng)陣地，可以通過實(shí)行產(chǎn)品多元化經(jīng)營(yíng)、實(shí)行市場(chǎng)多元化經(jīng)營(yíng)和發(fā)展產(chǎn)品、取代落后產(chǎn)品的方式而迂回進(jìn)攻。⑤游擊進(jìn)攻：采用小型的、間斷的進(jìn)攻，適用于規(guī)模較小、力量較弱的企業(yè)。
    3.市場(chǎng)跟隨者戰(zhàn)略
    酒店市場(chǎng)跟隨者，指那些在產(chǎn)品、技術(shù)、價(jià)格、渠道、促銷等營(yíng)銷策略上模仿或跟隨酒店市場(chǎng)領(lǐng)導(dǎo)者的酒店。這種戰(zhàn)略是要在市場(chǎng)“和平共處”的狀態(tài)下求得盡可能多的收益。首先要確定一個(gè)不致引起競(jìng)爭(zhēng)性報(bào)復(fù)的跟隨戰(zhàn)略，主要有三種戰(zhàn)略可以選擇：①緊密跟隨：酒店在各種策略方面都模仿競(jìng)爭(zhēng)者；②距離跟隨：在主要方面跟隨競(jìng)爭(zhēng)者，但與競(jìng)爭(zhēng)者保留有若干差異；③選擇跟隨戰(zhàn)略：只在某些方面模仿競(jìng)爭(zhēng)者，在其他方面有自己的特色。
    4.市場(chǎng)補(bǔ)缺者戰(zhàn)略
    酒店市場(chǎng)補(bǔ)缺者專心關(guān)注市場(chǎng)上被大企業(yè)忽略或不屑一顧的某些細(xì)小部分，拾遺補(bǔ)缺，在大企業(yè)的夾縫中求生存。主要是通過專業(yè)化經(jīng)營(yíng)來獲取最大限度的收益。如酒店可以根據(jù)顧客的分類進(jìn)行專業(yè)化營(yíng)銷。
 
Life is indispensable in the competition, competition will increase. Hotel competition in the marketing strategy!
Hotel Marketing Competitive Strategy:
    Competition is the product of the development of commodity economy. In the commodity economy under the conditions of, any enterprise carrying out marketing activities, will inevitably encounter the competition of other companies in the peer, the hotel industry is no exception. The hotel must strengthen the observation of the competitors, to research competitors' marketing change its strategy to respond timely to develop appropriate competitive strategies.
A market leader in the strategy:
    The hotel market leader in its products in the hotel occupies the largest market share in the market of hotel industry. Leader in price changes, new product development, channel development, promotion, etc. to other hotel plays the role of market leader. The front-runner position in the market competition in the natural formation, relative stability, but fixed. Hotel market leader must implement the right competitive strategy to maintain the position in this industry first, to maintain their dominant position. Usually choose the overall strategy in three ways: to expand the market demand, to maintain existing market share and expand market share.
   (1) expand the market demand
    Leading position in the hotel, its marketing strategy first is to expand the market, an increase of demand for the product.
    ① find new customers
    To lead the new concept of consumption, through a series of measures, the original consumers not to buy hotel products into customers or potential customers of the hotel looking for new market segments; on the hotel's original basis of market segments; to other domestic and overseas markets, the development of a new user, such as the establishment of the hotel chain.
    ② open up new uses of the product
    With the development of the specialty restaurants, many of the hotel's restaurant is not just to provide food and beverage places, the more inclined exhibitions, exchanges and other dining and common development. The hotel restaurant can be characteristics of the hotel and restaurant features to expand the restaurant to provide consumers with more services and lead to more consumption.
    ③ increase the use of the hotel product
    Room occupancy rate and guests of the restaurant turnover; strive to make the hotel the guests to participate in the consumption of other departments of the hotel, such as sports and fitness to the Recreation Department, to the bar, KTV entertainment; introduced to the business guests of the hotel in elsewhere The hotel chain, allowing guests to stay at this hotel when you travel to get there.
   (2) to maintain existing market share
    Hotel leader in efforts to expand the market at the same time must also guard against attack and challenges of competitors to protect the hotel market. But not necessarily to keep it in all positions on the target market should be focused on the use of defensive force, to hold important positions in the market, in order to be able to take the best strategic decisions in the face of significant opportunities or threats, five strategic measures . ① positional defense; passive defense, to prevent competitors from invasion of their main markets; ② flank defense: in other markets to do some defensive measures to defend the major markets,; ③ pre-emptive strike: taking the offensive, the first initiative to attack; (4) counter-offensive defense: when competitors launch price cuts or promotional campaign, make a counter-attack, attack intruders market; the ⑤ contraction strategy: give up some unimportant market, concentrating a superior force for the major markets.
   (3) expand the market share
    Market share is one of the most important variables related to the rate of return on investment, the higher the market share, the greater the rate of return on investment. Hotel market leader through a variety of ways to enhance the hotel in the market share to increase revenue to maintain its leading position.
Market challenger strategy:
    The hotel market challenger is the second and third and subsequent ranking of enterprises in the market in the hotel leader. They want to lead the hotel industry, and have the ability to attack the market leader and other competitors in order to achieve the desired.
    The challenger must first determine the main financial backers. The hotel can choose the following types of target ━ attack the market leader in the hotel of considerable attack with their own strength, and attack the weaker hotel. After selecting targets need to be considered to take the offensive strategy, the main five offensive strategy. ① frontal attack: attack of the strengths of the competitors; ② flanking attack: attack the weaknesses of competitors; ③ containment attack: a full range of large-scale ground offensive, the hotel can provide better products at more affordable prices; ④ indirect attack: avoid competitors existing market position, through the introduction of product diversification, the implementation of market diversification and development of products to replace inferior products and indirect attack. ⑤ guerrilla attack: a small, intermittent attack, apply to the smaller, weaker companies.
    3 The market follower strategy
    The hotel market follower, refers to those products, technology, price, channel, promotion and other marketing strategies to mimic or follow the market leader in hotel hotel. Such a strategy is to obtain as much as possible the benefits to the state of the market "peaceful coexistence". Not lead to competitive retaliation to follow the strategy we must first determine the main three strategic options: (1) closely followed by: hotels in a variety of strategies to imitate competitors; the ② distance to follow: to follow in the main competitors, but competitors retain a number of differences; (3) choose to follow the strategy: in some respects to imitate competitors in other areas have their own characteristics.
    (4) market stopgap strategy
    Concentrate concerned about the hotel market filled by some small parts on the market of large enterprises to ignore or disdain, Strategic decisions, to survive in the cracks of the large enterprises. Mainly through professional management to obtain maximum revenue. Such as hotels according to the classification of the customer's specialized marketing.