酒店應(yīng)該選擇怎么樣的營銷性質(zhì)？來考慮目標(biāo)市場戰(zhàn)略因素.
    由于每種目標(biāo)市場戰(zhàn)略都各有利弊，酒店在選擇目標(biāo)市場戰(zhàn)略時(shí)，應(yīng)根據(jù)企業(yè)實(shí)力、市場同質(zhì)性、產(chǎn)品同質(zhì)性等具體情況而定。
   （1）酒店實(shí)力因素
     酒店實(shí)力是指酒店的生產(chǎn)能力、技術(shù)能力、銷售能力、服務(wù)能力及經(jīng)營管理水平等。如果酒店實(shí)力強(qiáng)，就可選擇無差異酒店市場營銷戰(zhàn)略或差異市場戰(zhàn)略；如果酒店實(shí)力弱，規(guī)模較小，宜采取集中市場戰(zhàn)略，以便更好地服務(wù)于目標(biāo)市場，提高市場占有率。
   （2）市場同質(zhì)性因素
     即顧客對酒店業(yè)產(chǎn)品或服務(wù)需求的類似程度。市場類似程度較高時(shí)，應(yīng)采用無差異市場戰(zhàn)略。如有些有錢人士和身份地位較高的人，喜歡追求高檔酒店的舒適享受，因此五星級(jí)酒店等高檔酒店就可以采取此戰(zhàn)略。反之，市場類似程度較低時(shí)，宜采用差異市場營銷戰(zhàn)略和集中市場營銷戰(zhàn)略。
   （3）產(chǎn)品同質(zhì)性因素
    即酒店提供的產(chǎn)品與同行業(yè)其他競爭者所經(jīng)營的產(chǎn)品或服務(wù)的類似程度。如一般酒店所提供的產(chǎn)品都是為滿足人們住宿、餐飲方面的需求，沒有太大區(qū)別，應(yīng)采取無差異市場戰(zhàn)略，以價(jià)格競爭為主。如果產(chǎn)品或服務(wù)類似程度低、差別大，宜采用差異市場戰(zhàn)略和集中市場戰(zhàn)略。如餐飲部經(jīng)營的產(chǎn)品，風(fēng)味各異，差別很大，就應(yīng)采用這兩種戰(zhàn)略。
   （4）產(chǎn)品生命周期因素
    酒店產(chǎn)品生命周期一般分為介紹期、成長期、成熟期和衰退期四個(gè)階段。各期有可分為前期和后期。處于介紹期或成長期的產(chǎn)品或服務(wù)，經(jīng)營單位對顧客需求了解較少，且競爭者稀少，為探測市場需求和潛在需求，以便改進(jìn)和開拓新產(chǎn)品，應(yīng)采用無差異市場戰(zhàn)略。在介紹初期，如果企業(yè)實(shí)力弱，以集中市場戰(zhàn)略為佳。在成長后期、成熟期和衰退前期，由于競爭激烈，顧客需求基本得到滿足，并開始有了更高的不同的需求。只有通過大量需求調(diào)查，了解不同的市場需求，以不同產(chǎn)品滿足不同的顧客，即采用差異市場戰(zhàn)略。處于衰退后期，產(chǎn)品老化，需求銳減。此時(shí)應(yīng)縮小市場，集中滿足幾個(gè)市場需求，以延長產(chǎn)品生命周期。
   （5）競爭者數(shù)目
    當(dāng)本酒店獨(dú)霸市場或者競爭對手很少時(shí)，可采用無差異市場戰(zhàn)略，當(dāng)競爭對手很多時(shí)，為了增強(qiáng)酒店的競爭力，吸引更多的顧客，可采用差異市場戰(zhàn)略或集中市場戰(zhàn)略。
   （6）競爭對手的市場營銷戰(zhàn)略
    一般而言，如果競爭對手實(shí)力強(qiáng)，并采用無差異市場戰(zhàn)略時(shí)，酒店應(yīng)及時(shí)找到未被競爭對手占領(lǐng)或被對于忽視的市場，此時(shí)宜采用差異市場戰(zhàn)略，以滿足未被滿足細(xì)分市場的需求；如果競爭對手采用差異市場戰(zhàn)略，當(dāng)本酒店實(shí)力強(qiáng)時(shí)，應(yīng)進(jìn)行更有效的市場細(xì)分，實(shí)行差異或集中市場戰(zhàn)略，去占領(lǐng)市場；當(dāng)其實(shí)力弱時(shí)，宜采用無差異市場戰(zhàn)略。
    酒店業(yè)的市場競爭是十分復(fù)雜的，應(yīng)經(jīng)常分析競爭對手的實(shí)力，對比多方面的條件，慎重考慮，揚(yáng)長避短，掌握最有利的時(shí)機(jī)，選擇最恰當(dāng)?shù)哪繕?biāo)市場戰(zhàn)略。

 The hotel should choose how marketing properties? To consider the strategic factors of the target market.
    Strategic advantages and disadvantages of each target market, the hotel in the choice of target market strategy should be based on the specific circumstances of the enterprise strength, market homogeneity, product homogeneity may be.
   (1) Hotels strength factor
     Hotels strength refers to the hotel's production capacity, technical capabilities, sales capabilities, capabilities and management level. If the hotel is strong, you can select no difference in market strategy or differentiated market strategy; if the hotel is weak in strength, the smaller should be taken to focus on market strategy, in order to better serve the target market, increase market share.
   (2) market homogeneity factor
     Customer products or services of the hotel industry needs a similar degree. Market is similar to a higher degree should be no difference in market strategy. Such as some of the rich and higher status people, like the pursuit of comfortable luxury hotel to enjoy five-star hotels, upscale hotel can take this strategy. On the contrary, the market similar to the low level, the differences in marketing strategy and focused marketing strategy.
   (3) product homogeneity
    The hotel offers the product with similar products or services operated by other competitors in the same industry. Products such as general hotel to meet the people of accommodation, catering needs, there is not much difference, should be taken no difference in market strategy, mainly price competition. If the product or service similar to the low level of difference, should adopt a differentiated market strategy and focused market strategy. Products such as food and beverage department management, different flavor, very different, these two strategies should be used.
   (4) product life cycle factors
    Hotel product life cycle is generally divided into four stages of the introduction of growth, maturity and recession. Phases can be divided into early and late. Introduction of or growth in the products or services, and business units to less understanding of customer needs, and competitors are scarce, no difference in market strategy for the detection of market demand and potential demand in order to improve and develop new products should be used. Early in the introduction, if the enterprise is weak in strength, better to focus on market strategy. Late in the growth, maturity and decline early due to intense competition, customer demand has basically been met, and began to have higher demand. Only by the large demand for the investigation to understand the different markets demand different products to meet different customer, and that is the difference in market strategy. In the recession of the late, aging, demand dropped. Should be reduced to the market, focused on meeting several market demand to extend the product life cycle.
   (5) the number of competitors
    When the hotel to dominate the market or competitors rarely can be no difference in market strategy, competitors in many cases, in order to enhance the competitiveness of the hotel, attract more customers can be the difference in market strategy or focus on market strategy.
   (6) competitors marketing strategy
    In general, if the competitor strength, and no difference in market strategy, the hotel should be found in time are not competitors occupied or ignore the market, this time should be differentiated market strategy to meet the unmet market segments needs; If a competitor is the difference in market strategy, when the strength of the Hotel, for more effective market segmentation, the implementation differences or focus on market strategy, to dominate the market; when in fact weak, should be no difference in market strategy.
    Market competition in the hotel industry is very complex, and should always analyze the strength of competitors, compared to the wide range of conditions, and careful consideration, weaknesses, grasp the most favorable time to choose the most appropriate target market strategy.