会展业是我国现代服务业的重要组成部分，受到国家和政府的高度重视。中国进出 口商品交易会展馆（简称“广交会展馆”）是国内特大型会展场馆之一，地处广州琶洲， 依傍珠江，专为“中国第一展”——中国进出口商品交易会（简称“广交会”）建筑而 成。广交会展馆见证了中国对外贸易经济的快速变迁与迅猛发展，是改革开放重要的经 济交流与贸易承载平台。广交会展馆一直是国内会展产业探索和发展的引领者和领先者。 随着我国经济和社会环境不断变化、各项利好政策出台、科学技术不断更新迭代， 全国会展产业进入了新常态，会展市场格局发生了巨大变化，许多更大型、更先进的展 馆纷纷建起。全国各地会展场馆（简称“展馆”）建设已进入白热化阶段，已建成的展 馆则加大力度不断升级改造，展馆与展馆之间展开了市场争夺大战，广交会展馆无疑也 受到了欧亿·体育（中国）有限公司竞争者的巨大冲击。按国际会展业盈利标准-展馆利用率来看，广交会展馆的 利用率未能达到盈利标准，展馆经营方应如何在激烈的竞争情况下改善和提升目前欠佳 的展馆使用率，将是本论文研究和解决的最重要核心问题。 因此，本论文将明确以广交会展馆为研究对象，以展馆未来五年发展经营战略为研 究核心内容，通过利用PEST分析、欧亿·体育（中国）有限公司竞争结构分析、SWOT分析、基本战略定位等 理论工具，采取案例分析法对广交会展馆进行内外部环境深入分析，总结得出广交会展 馆的优势与劣势和目前所面临的机遇与威胁，找出广交会展馆的差异化特点，制定一套 确实可行的战略计划和具体战略措施方案，旨在全方面提升展馆综合实力，实现优化展 馆利用率的最终目的，为未来发展提供具有实际意义的理论指导，同时也为国内外会展 场馆在经营管理方面提供参考和借鉴。 关键词：广交会展馆；经营战略；自办展；智慧展馆 I Abstract MICE is highly anticipated and valued by government as one of the most important parts of national modern service industry. The China Import and Export Fair Complex (officially referred to as “Canton Fair Complex” hereinafter) is one of the large-scale exhibition venues located along by side of Pearl River in Pazhou, Guangzhou Province of China. It is an international exhibition center specially designed and built for China Import and Export Fair (officially referred to as “Canton Fair” hereinafter). Canton Fair Complex is the platform who has witnessed the rapid changes in development of domestic trade and economy. Canton Fair Complex has always been the pioneer and leader of the exploration and development for China MICE. With the growing of China's economic and up-coming various benefits from favorable policies and advanced technology, the MICE industry across the country has entered a new normal era and the market has undergone great changes. More and more large-scale and advanced exhibition venues are built. The upsurge of newly built exhibition venues has become more severe and the built-up ones have been continuously upgraded and renovated. It is obvious that the competition is increasing day by day between venues to seize the unlimited business opportunities in global market. Market competition is so fierce that Canton Fair Complex has undoubtedly been deeply impacted by competitors. It is worth studying how the operator makes up for the weakness for it, give full play to the comprehensive strength and different advantages to others to maintain the leading position in the industry to enhance the rates of rental usage. Therefore, Canton Fair Complex will be the research object and the core of thesis will be to study management strategy of the next five years. The thesis will take use of PEST Analysis, Industry Competition Structure Analysis, SWOT Analysis, Business-Level Strategy Positioning & Comparative Analysis and Case Analysis Method to figure out the present situation of internal and external environment of the complex, summarize the current advantages and disadvantages as well as the facing opportunities and challenges. At the same time, the thesis will be focusing on finding out the difference of the Canton Fair Complex features in order to develop a package of feasible competitive strategy plan providing rich practical significance for the future development of theoretical guidance. The thesis is expected to share references for more exhibition venues worldwide. II Keywords: Canton Fair Complex; Management Strategy; Convention Planning; Smart Complex III 目 录 摘要 ....... I Abstract..... II 目 录 ..... IV 缩略词说明............................. VI 第一章 绪论 .............................1 1.1 研究背景及意义 .........................1 1.1.1 研究背景 ..............................1 1.1.2 研究意义 ..............................2 1.2 定义说明 .....3 1.3 文献综述 .....5 1.3.1 理论基础 ..............................5 1.3.2 国外会展场馆经营的相关研究 ..........................7 1.3.3 国内会展场馆经营的相关研究 ..........................7 1.4 研究内容、方法及路径 .............9 1.4.1 研究内容 ..............................9 1.4.2 研究方法 ............................ 10 1.4.3 研究路径 ............................ 11 第二章 内部环境分析 ...........12 2.1 广交会展馆情况介绍 ............... 12 2.1.1 概况 .... 12 2.1.2 发展历程 ............................ 12 2.1.3 经营现状 ............................ 16 2.2 广交会展馆资源分析 ............... 19 2.2.1 人力资源 ............................ 19 2.2.2 有形资源 ............................ 21 2.2.3 无形资源 ............................ 24 2.3 广交会展馆能力分析 ............... 26 2.4 广交会展馆核心专长分析 ....... 28 2.5 本章小结 ... 30 第三章 外部环境分析 ...........31 3.1 PEST分析 ... 31 3.1.1 政治环境 ............................ 31 3.1.2 经济环境 ............................ 32 3.1.3 社会环境 ............................ 36 3.1.4 技术环境 ............................ 39 3.2 欧亿·体育（中国）有限公司竞争结构分析 ................... 42 3.2.1 潜在竞争者威胁 ................ 42 3.2.2 欧亿·体育（中国）有限公司竞争情况 .................... 43 3.2.3 替代品威胁 ........................ 45 3.2.4 客户讨价还价情况 ............ 46 3.2.5 供应商讨价还价情况 ......... 46 3.3 竞争对手分析 .......................... 47 3.3.1 国内外展馆情况 ................ 47 IV 3.3.2 展馆具体情况对比分析 ..... 49 3.4 本章小结 ... 51 第四章 战略选择 ...................53 4.1 SWOT分析 . 53 4.1.1 展馆优势分析 .................... 53 4.1.2 展馆劣势分析 .................... 55 4.1.3 展馆机会分析 .................... 57 4.1.4 展馆威胁分析 .................... 58 4.1.5 SWOT分析矩阵 .................. 59 4.2 基本战略选择 .......................... 60 4.3 差异化战略 .............................. 64 4.3.1 会展组合模式经营（自办展+引入展） ........... 64 4.3.2 智慧展馆建设 .................... 66 4.4 本章小结 ... 68 第五章 战略实施 ...................69 5.1 目标细化和分解 ....................... 69 5.1.1 明确展馆定位和制定阶段发展计划 ................. 69 5.1.2 革新经营思维和提升展馆利用率..................... 69 5.1.3 打造“线上线下+对内对外”展会 ................... 71 5.2 资源调动配置 .......................... 74 5.2.1 优化机构职能和健全各管理制度..................... 74 5.2.2 注重展馆营销和促销战略 . 76 5.2.3 建设展馆信息数字化管理系统 ........................ 76 5.2.4 改善及优化展馆服务软件和设施硬件 ............. 78 5.2.5 加强人才培养和探索产学研合作..................... 79 5.2.6 丰富增值服务和打造展馆平台功能 ................. 80 5.3 评价管理体系建设 ................... 81 5.3.1 评价调查体系 .................... 81 5.3.2 展馆标准体系 .................... 82 5.3.3 财务管理体系 .................... 83 5.3.4 企业管理体系 .................... 83 5.4 本章小结 ... 83 结 论 .....84。。。。。。以下内容略