摘要

      随着经济水平的高速发展，新冠疫情的冲击，老年群体的不断增多，人们对绿色养生的 生活品质要求越来越高。在“健康中国”成为国家战略的背景下，如今培育新的旅游消费方 式，探索融合发展新型旅游产业和发展模式正在推动我国旅游消费转型升级，“康旅”正在 逐渐成为新时代旅游发展的新方向。《“健康中国 2030”规划纲要》《国务院关于促进健康 服务业发展的若干意见》《黑龙江省大力发展特色文化旅游实施方案（2023—2025 年）》等 政策文件相继出台，对培育发展健康养生新业态、丰富生态康养旅游产品体系等方面均提出 了指导性意见和有力的支持。对此，如何把握时代潮流推动牡丹江 JMLK 公司生态康养旅游 高质量发展是急需解决和研究的问题。

      本文以牡丹江 JMLK 公司发展生态康养旅游为研究对象，通过分析生态康养旅游发展的 国内外研究动态和趋势、公司概况、经营情况、景区景点发展现状、产品开发销售现状等， 结合生态康养、康养旅游、旅游开发等相关理论，运用波特五力模型对行业环境分析进行分 析。牡丹江 JMLK 公司面临激烈市场竞争，特别是来自旅游和地产企业的替代压力。供货方 议价能力较弱，而潜在竞争者因行业低门槛和政策支持较易进入市场。牡丹江 JMLK 公司的 生态资源、人文资源等占据着独特的优势，在当地适宜发展生态康养旅游。但在分析研究过 程中，公司也存在一定的发展问题和阻碍，如战略定位与市场细分不明确、市场推广策略缺 失以及盈利模式单一与产业链发展滞后等问题。最终通过公司在组织、资金、制度、人力等 方面的提高，为公司生态康养旅游发展提供坚强保障。在确定发展战略时，制定了分区规划 战略，公司要进一步完善规划设计、优化文旅康养功能分区，探索发展“一心、一核、两带、 一轴、八区”联动的总体发展格局，按照八个分区规划，各自包装谋划功能项目。同时，制 定了多元化产品战略，分类开发多条旅游线路，将资源优势充分整合和深度捆绑，为公司客 源提供保障。本文也制定了优化服务战略，力求政府扶持不断完善设施建设，利用信息化手 段开发全域智慧旅游系统及智慧康养功能板块。在精准营销战略中，公司要加强品牌创建和 宣传推广，打造专有康旅品牌，拓宽宣传推广方式，力争在旅游市场竞争中形成差异化优势。 在人力资源战略中，公司要增加人才招聘渠道，提高人才薪资待遇，定期开展服务技能培训， 使得生态康养旅游发展从专业的角度满足客群需求。

关键词：康养旅游；旅游资源；战略定位

                                           Abstract

      With the rapid development of the economic level, the impact of the COVID-19, and the increasing number of elderly people, people have higher requirements for the quality of life of green health care. Against the backdrop of "Healthy China" becoming a national strategy, cultivating new ways of tourism consumption, exploring the integration and development of new tourism industries and development models are promoting the transformation and upgrading of tourism consumption in China. "Healthy tourism" is gradually becoming a new direction for tourism development in the new era. The "Healthy China 2030" Plan Outline, "Several Opinions of the State Council on Promoting the Development of Health Service Industry," and "Implementation Plan for Vigorously Developing Characteristic Cultural Tourism in Heilongjiang Province (2023-2025)" and other policy documents have been successively issued, providing guiding opinions and strong support for cultivating and developing new health and wellness formats, and enriching the ecological health and wellness tourism product system. How to grasp the trend of the times and promote the high-quality development of ecological health tourism for Mudanjiang JMLK Company is an urgent problem that needs to be solved and studied.

      This article takes the development of ecological health tourism by Mudanjiang JMLK Company as the research object. By analyzing the domestic and international research trends, company overview, business situation, development status of scenic spots and attractions, and product development and sales status of ecological health tourism development, combined with relevant theories such as ecological health, health tourism, and tourism development, the Porter's Five Forces model is used to analyze the industry environment. Mudanjiang JMLK Company is facing fierce market competition, especially substitution pressure from tourism and real estate enterprises. Suppliers have weak bargaining power, while potential competitors are more likely to enter the market due to low industry barriers and policy support. Mudanjiang JMLK Company has unique advantages in ecological and cultural resources, making it suitable for the development of ecological health tourism in the local area. However, during the analysis and research process, the company also faces certain development problems and obstacles, such as unclear strategic positioning and market segmentation, lack of market promotion strategies, and a single profit model and lagging industrial chain development. Ultimately, through the improvement of the company's organizational, financial, institutional, and human resources aspects, a strong guarantee will be provided for the development of the company's ecological health tourism. When determining the development strategy, a zoning planning strategy was formulated. The company needs to further improve the planning and design, optimize the functional zoning of cultural, tourism, and health care, explore the overall development pattern of "one center, one core, two belts, one axis, and eight zones" linkage, and plan functional projects according to the eight zoning plans. At the same time, we have formulated a diversified product strategy, classified and developed multiple tourism routes, fully integrated and deeply bound resource advantages, and provided guarantees for the company's customer base. This article also formulates an optimization service strategy, striving for government support to continuously improve facility construction, and utilizing information technology to develop a comprehensive smart tourism system and smart health and wellness functional sectors. In precision marketing strategy, the company needs to strengthen brand creation and promotion, create a proprietary health and tourism brand, expand promotion methods, and strive to form a differentiated advantage in the tourism market competition. In the human resources strategy, the company needs to increase talent recruitment channels, improve talent salaries and benefits, regularly conduct service skill training, and ensure that the development of ecological health tourism meets the needs of customers from a professional perspective.

Key words: Health tourism; Tourism resources;Strategic positioning

                                                                               Candidate:LengLu

                                    Speciality :Master of Business Administration

                                                                     Supervisor:Prof.Li Cuixia

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