策略竞争模型在餐饮服务业组织不同生命周期阶段的应用

R. R. Akhmedova, Mikhail V. Lednev
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引用次数: 0

摘要

本文首次根据米勒(D. Miller)和弗里森(P. Friesen)的模型,将知名的竞争行动战略和战术在生命周期的各个阶段进行分布,从而更准确地描述组织在不同发展阶段的竞争活动。战术和战略是密切相关的,在组织生命周期各阶段特征的背景下,有必要对它们进行分级。这项研究在COVID-19大流行期间尤其相关,在此期间,竞争的战术模型根据所选择的战略在餐厅服务领域发挥特殊作用。在对餐饮服务机构生命周期不同阶段的活动分析中,发现了组织竞争行为的某些模式,这些模式可以与竞争的战略和战术进行比较。确定组织发展阶段的标准,决定了竞争过程的进行。组织生命周期的每个阶段都有特征:诞生、发展、成熟、兴盛、衰落,以餐饮服务业为例。它展示了组织如何在生命周期的每个阶段以及从一个阶段过渡到另一个阶段时应用不同的竞争行动战略和战术。本文的使用可以通过在组织的实际活动中的竞争战略框架内,在组织生命周期的各个阶段应用已开发的竞争战术模型矩阵来帮助餐馆企业。因此,成功实施战略和战术模式的结果是潜在客户数量的增加,包括永久客户,以及投资,生产,销售等机会的增加。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Tactical Competition Model Application in Restaurant Services Industry at Different Lifecycle Stages of Organization
In this article, for the first time, the distribution of well-known strategies and tactics of competitive actions by stages of the lifecycle according to the model of D. Miller and P. Friesen is carried out, which allows to provide a more accurate description of the competitive activity of an organization at different stages of its development. Tactics and strategy are closely related, and there is a need for their gradation in the context of the characteristics of the stages of the organization’s life cycle. This study is especially relevant in the period of the COVID-19 pandemic, where tactical models of competition play a special role in accordance with the selected strategies in the field of restaurant services. During the analysis of the activities of restaurant service establishments at different stages of the life cycle, certain patterns in the competitive actions of the organization were identified, which can be compared with the strategies and tactics of competition. The criteria for determining the stage of development of the organization, which determine the conduct of competitive processes, are given. Each stage of the organization’s life cycle is characterized: birth, development, maturity, flourishing, decline on the example of the restaurant services sector. It shows how organizations apply different strategies and tactics of competitive actions within each stage of the life cycle, as well as during the transition from one stage to another. The use of this article can help restaurant businesses by applying the developed matrix of tactical models of competition at various stages of the organization’s life cycle within the framework of a competitive strategy in the practical activities of the organization. Thus, the result of successful implementation of the strategy and tactical models is an increase in the number of potential guests, including permanent ones, and an increase in investment, production, sales and other opportunities.
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