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MBA Assignment范文-酒店战略管理分析。本文是一篇MBA留学生assignment写作范文，主要内容是分析为什么有些公司成功了，而那么多其他公司却失败了？有些组织可能只是运气好。他们可能在合适的时间拥有合适的产品和/或服务组合。但即使幸运带来成功，它也可能不会持续。大多数长期成功的公司有效地获取、开发和管理提供竞争优势的资源和能力。例如，麦当劳享有卓越的品牌认知度和世界级的运营系统。万豪酒店在住宿业享有同样的优势。以下是这篇MBA Assignment范文的全部内容，供参考。  INTRODUCTION 引言
Why are some companies successful, while so many other businesses fail? Some organizations may just be lucky. They may have the right mix of products and/or services at the right time. But even if luck leads to success, it probably will not last. Most companies that are highly successful over the long term effectively acquire, develop, and manage resources and capabilities that provide competitive advantages. For example, McDonald’s enjoys outstanding brand recognition and a world – class operating system. Marriott enjoys these same benefits in the lodging industry.
Successful companies have also learned how to develop and manage relationships with a wide range of organizations, groups, and people that have a stake in their firms. The emergence of a fiercely competitive global economy means that firms have to expand their networks of relationships and cooperate with each other to remain competitive. McDonald’s investment in Chipotle was a cooperative venture. As Steve Ells, Founder, Chairman, and CEO of Chipotle noted, “We’ve enjoyed our relationship with McDonald’s since the beginning and appreciate the support they’ve shown in funding Chipotle’s growth over the last seven years. Still, we’ve always operated independently, and that won’t change as McDonald’s Continues to reduce its investment in Chipotle and focuses on its core business. “
成功的公司也学会了如何发展和管理与公司有利害关系的各种组织、团体和人员的关系。竞争激烈的全球经济的出现意味着企业必须扩大其关系网络并相互合作以保持竞争力。麦当劳对Chipotle的投资是一家合作企业。正如Chipotle创始人、董事长兼首席执行官Steve Ells所指出的，“我们从一开始就很享受与麦当劳的关系，并感谢他们在过去七年中为Chipotle的增长提供资金支持。尽管如此，我们始终独立运营，随着麦当劳继续减少对Chipotle公司的投资并专注于其核心业务，这一点不会改变。”
Strategic management is a process through which organizations analyze and learn from their internal and external environments, establish strategic direction, create strategies that are intended to move the organization in that direction, and implement those strategies, all in an effort to satisfy key stakeholders. Stakeholders are groups or individuals who can significantly affect or are significantly affected by an organization’s activities. An organization defines who its key stakeholders are, but they typically include customers, employees, and shareholders or owners, among others. Although larger companies tend to use the strategic management process, this process is also a vital part of decision making in smaller companies.
战略管理是一个过程，组织通过该过程分析和学习其内部和外部环境，确定战略方向，制定旨在推动组织朝着该方向发展的战略，并实施这些战略，所有这些都是为了满足关键利益相关者。利益相关者是指能够显著影响或显著受组织活动影响的团体或个人。组织定义了其关键利益相关者，但他们通常包括客户、员工、股东或所有者等。虽然大公司倾向于使用战略管理流程，但这一流程也是小公司决策的重要组成部分。
Firms practicing strategic planning processes tend to outperform their counterparts that do not. In fact, executives have reported higher levels of satisfaction with strategic management tools and ideas than with most other management tools. Furthermore, 81 percent of companies worldwide reported doing strategic planning. In North America, the figure was even higher (89 percent). Hospitality firms also benefit from strategic planning, as suggested by a recent study of hotels in the United Kingdom, which found that business performance was positively associated with the thoroughness, sophistication, participation, and formality of strategic planning processes. An example of how strategic analysis can help guide business strategy is shown in Starwood Hotels & Resorts efforts to launch a new product.
实施战略规划过程的公司往往会胜过那些不实施战略规划的公司。事实上，高管们对战略管理工具和想法的满意度高于大多数其他管理工具。此外，全球81%的公司报告进行了战略规划。在北美，这一数字甚至更高（89%）。酒店公司也从战略规划中受益，正如最近对英国酒店的一项研究所表明的，该研究发现，业务绩效与战略规划过程的彻底性、复杂性、参与性和正式性呈正相关。喜达屋酒店及度假村推出新产品的努力显示了战略分析如何帮助指导商业战略的一个例子。
This book also recognizes that there is a difference between the strategic planning process and strategic thinking, and that both are a part of effective strategic management. The strategic planning process tends to be a rather rigid and unimaginative process in many organizations. Strategic thinking, however, leads to creative solutions and new ideas like Starwood Hotel’s launch of the Heavenly Bed. As illustrated in the Heavenly Bed example, a firm that injects strategic thinking into the strategic planning process has the best of both worlds.
本书还认识到战略规划过程和战略思维之间存在差异，两者都是有效战略管理的一部分。在许多组织中，战略规划过程往往是一个相当僵化和缺乏想象力的过程。然而，战略思维带来了创造性的解决方案和新的想法，比如喜达屋酒店推出的天堂之床。如天堂之床的例子所示，一家在战略规划过程中注入战略思维的公司拥有两全其美。
THE ORIGIN OF STRATEGIC MANAGEMENT 战略管理的起源
The increasing importance of strategic management may be a result of several trends. Increasing competition in most industries has made it difficult for some companies to compete. Modern and cheaper transportation and communication have led to increasing global trade and awareness. Technological development has led to accelerated changes in the global economy. Regardless of the reasons, the past two decades have seen a surge in interest in strategic management.
战略管理日益重要可能是几个趋势的结果。大多数行业的竞争加剧，使得一些公司难以竞争。现代和廉价的交通和通讯导致了全球贸易和意识的提高。技术发展导致全球经济加速变化。不管是什么原因，过去二十年来，人们对战略管理的兴趣激增。
STRATEGIC THINKING AT STARWOOD 喜达屋集团的战略思考
The ” Heavenly Bed, ” first launched by the Westin brand of Starwood Hotels & Resorts, has transformed the bed, a basic feature of any hotel room, into a luxurious object of desire, enhancing the revenues of the chain and leaving many hotel operators to follow suit with copycat linens and custom bedding of their own.
喜达屋酒店及度假村旗下威斯汀品牌首次推出的“天堂之床”已将床这一酒店客房的基本功能转变为奢华的欲望对象，增加了连锁酒店的收入，并让许多酒店运营商效仿，推出自己的仿制品床单和定制床上用品。
The strategic process at Starwood began with consumer analysis and product testing. First, Westin commissioned a study involving 600 business executives who travel frequently. The results showed that 84 percent said a luxurious bed would make a hotel room more attractive to them. What is more, 63 percent said a good night ‘ s sleep is the most important service a hotel can provide. Half of those surveyed said they sleep worse in hotels than at home. After testing 50 beds from 35 lodging chains, Westin developed its prototype all – white Heavenly Bed with a custom – designed pillow – top mattress, goose down comforters, five pillows, and three crisp sheets ranging in thread count from 180 to 250. Once the product was designed and tested, the fi rm introduced the bed with a carefully planned marketing strategy. USA Today ran a story on the front page of its business section. The same day, 20 pristine white Heavenly Beds lined Wall Street up to the New York Stock Exchange in New York City. Inside the Stock Exchange, Barry Sternlicht, the then Chairman and CEO of Starwood Hotels & Resorts rang the opening bell and threw out hats proclaiming, “Work like the devil.
喜达屋的战略流程始于消费者分析和产品测试。首先，威斯汀委托600名经常出差的企业高管进行了一项研究。结果显示，84%的人表示豪华的床会让酒店房间对他们更有吸引力。此外，63%的人表示，一夜好眠是酒店能提供的最重要的服务。一半的受访者表示，他们在酒店睡得比在家睡得更糟。在对35家连锁酒店的50张床进行了测试后，威斯汀开发了其全白天堂床原型，配有定制设计的枕顶床垫、鹅绒被子、五个枕头和三张线数从180到250的脆床单。产品设计和测试完成后，该公司采用了精心策划的营销策略推出了这张床。《今日美国》在其商业版的头版刊登了一篇报道。同一天，在纽约市的纽约证券交易所，20张原始的白色天堂床排列在华尔街两旁。在证券交易所内，时任喜达屋酒店及度假村董事长兼首席执行官的巴里·斯特恩里希特敲响了开幕钟，并抛出帽子，宣称“像魔鬼一样工作”。
Sleep like an angel. ” Meanwhile, at New York ‘ s Grand Central Station, 20 more beds graced one of the rotundas there, and commuters disembarking the trains were invited to try them out. Similar events were staged the same day at 38 locations across the United States, tailored to each city. Savannah’s event featured a bed floating on a barge down the river with a landing skydiver. Seattle’s event took place atop the Space Needle.
像天使一样睡觉。”与此同时，在纽约大中央车站，又有20张床为其中一个圆形大厅增光添彩，下火车的乘客被邀请去尝试。同一天，美国各地的38个地点也举办了类似的活动，为每个城市量身定制。萨凡纳的活动包括一个漂浮在驳船上的床和一个降落的跳伞者。西雅图的活动在太空针顶上举行
STRATEGIC MANAGEMENT 战略管理
Traditional Perspective 传统视角
As the field of strategic management began to emerge in the latter part of the 20th century, scholars borrowed heavily from the field of economics. For some time, economists had been actively studying topics associated with the competitiveness of industries.
Industry concentration, diversification, product differentiation, and market power. However, much of the economics research at that time focused on industries as a whole, and some of it even assumed that individual firm differences did not matter. Other fields also influenced early strategic management thought, including marketing, finance, psychology, and management. Academic progress was slow in the beginning, and the large consulting firms began to develop their own models and theories to meet their clients ‘ needs. Scholars readily adopted many of these models into their own articles and books.
随着战略管理领域在20世纪后期开始兴起，学者们大量借鉴经济学领域的知识。一段时间以来，经济学家一直在积极研究与产业竞争力相关的话题。
行业集中度、多样化、产品差异化和市场力量。然而，当时的经济学研究大多集中于整个行业，其中一些甚至认为单个企业的差异无关紧要。其他领域也影响了早期的战略管理思想，包括营销、金融、心理学和管理学。一开始学术进展缓慢，大型咨询公司开始开发自己的模型和理论，以满足客户的需求。学者们很容易地将这些模型中的许多纳入自己的文章和书籍中。
Eventually, a consensus began to build regarding what is included in the strategic management process. The traditional process for developing strategy consists of analyzing the internal and external environments of the company to arrive at organizational strengths, weaknesses, opportunities, and threats (SWOT). The results from this “situation analysis,” as this process is sometimes called, are the basis for developing missions, goals, and strategies. In general, a company should select strategies that (1) take advantage of organizational strengths and environmental opportunities or (2) neutralize or overcome organizational weaknesses and environmental threats. 10 After strategies are formulated, plans for implementing them are established and carried out. Figure 1.1 presents the natural flow of these activities.
最终，就战略管理过程中包含的内容达成了共识。传统的战略制定过程包括分析公司的内部和外部环境，以确定组织的优势、劣势、机会和威胁（SWOT）。这一过程有时被称为“形势分析”，其结果是制定任务、目标和战略的基础。一般而言，公司应选择以下策略：（1）利用组织优势和环境机遇，或（2）消除或克服组织弱点和环境威胁。10制定战略后，制定并实施战略实施计划。图1.1显示了这些活动的自然流程。
The first of these ideas was that the environment is the primary determinant of the best strategy. This is called environmental determinism. According to the deterministic view, good management is associated with determining which strategy will best fit environmental, technical, and human forces at a particular point in time, and then working to carry it out.
第一个想法是环境是最佳战略的主要决定因素。这就是所谓的环境决定论。根据确定性观点，良好的管理与确定哪种策略在特定时间点最适合环境、技术和人力有关，然后努力实施。
The most successful organization best adapts to existing forces. Some evidence suggests that the ability to align the skills and other resources of the organization with the needs and demands of the environment can be a source of competitive advantage. 12 However, after a critical review of environmental determinism, a well – known researcher once argued:
最成功的组织最能适应现有部队。一些证据表明，将组织的技能和其他资源与环境的需要和需求相协调的能力可以成为竞争优势的来源。12然而，在对环境决定论进行批判性审查后，一位著名的研究者曾提出：
There is a more fundamental conclusion to be drawn from the foregoing analysis: the strategy of a firm cannot be predicted, nor is it predestined; the strategic decisions made by managers cannot be assumed to be the product of deterministic forces in their environments. On the contrary, the very nature of the concept of strategy assumes a human agent who is able to take actions that attempt to distinguish one ‘ firm from the competitors.
从上述分析中可以得出一个更基本的结论：企业的战略是无法预测的，也不是预先注定的；管理者做出的战略决策不能被认为是其环境中确定性力量的产物。相反，战略概念的本质是假设人类代理人能够采取行动，试图将一家公司与竞争对手区分开来。
Basically, a large firm may decide not to compete in a given environment. Or, as an alternative, the firm may attempt to influence the environment to make it less hostile and more conducive to organizational success. This process is called enactment, which means that a firm can influence its environment.
基本上，一家大公司可能决定不在特定环境中竞争。或者，作为另一种选择，公司可能会试图影响环境，使其不那么敌对，更有利于组织的成功。这个过程被称为制定，这意味着公司可以影响其环境。
THE PRINCIPLE OF ENACTMENT 制定原则
The principle of enactment assumes that organizations do not have to submit to existing forces in the environment; they can, in part, create their environments through strategic alliances with stakeholders, investments in leading technologies, advertising, political lobbying, and a variety of other activities. 14 Of course, smaller organizations are somewhat limited in their ability to influence some components of their environments on their own. For example, a small restaurant firm may have a difficult time influencing national government agencies and administrators.
制定原则假定组织不必服从环境中的现有力量；在一定程度上，他们可以通过与利益相关者的战略联盟、对领先技术的投资、广告、政治游说和各种其他活动来创造环境。14当然，较小的组织自行影响其环境的某些组成部分的能力有些有限。例如，一家小餐馆公司可能很难影响国家政府机构和管理人员。
However, smaller organizations often band together into trade groups, such as the National Restaurant Association, to influence government policy on pressing issues like minimum wage, immigration policy, and health – care costs. Also, they may form alliances with other entities. The Global Hotel Alliance is one example, in which Omni Hotels, Kempinski Hotels & Resorts, Pan Pacific Hotels and Resorts, Rydges Hotels & Resorts, Marco Polo Group, Dusit Hotels & Resorts and Landis Hotels & Resorts have joined forces to compete against the mega chains.
然而，较小的组织往往联合成贸易团体，如全国餐馆协会，以影响政府在最低工资、移民政策和医疗保健费用等紧迫问题上的政策。此外，他们还可能与其他实体结成联盟。全球酒店联盟就是一个例子，Omni Hotels、Kempinski Hotels&Resorts、泛太平洋酒店和度假村、Rydges Hotels&度假村、马可波罗集团、Dusit Hotels&度假酒店和Landis Hotels&Resorts联合起来与大型连锁酒店竞争。
In addition, even a small firm may be able to exert a powerful influence on its local operating environment. The key to enactment is understanding that a firm does not necessarily have to adapt completely to the forces that exist in its operating environment. It can at least partly influence certain aspects of the environment in which it competes.
此外，即使是一家小公司也可能对其当地的经营环境产生强大的影响。制定法律的关键在于理解企业不一定要完全适应其经营环境中存在的各种力量。它至少可以部分影响竞争环境的某些方面。
DELIBERATE STRATEGY VERSUS EMERGENT STRATEGY 深思熟虑的战略与突现策略
The traditional school of thought concerning strategy formulation also supported the view that managers respond to the forces discussed thus far by making decisions that are consistent with a preconceived strategy. In other words, strategy is deliberate. Deliberate strategy implies that managers plan to pursue an intended strategic course. In some cases, however, strategy simply emerges from a stream of decisions. Managers learn as they go. An emergent strategy is one that was not planned or intended. According to this perspective, managers learn what will work through a process of trial and error. 16 Supporters of this view argue that organizations that limit themselves to acting on the basis of what is already known or understood will not be sufficiently innovative to create a sustainable competitive advantage.
关于战略制定的传统学派也支持这样一种观点，即管理者通过做出与先入为主的战略一致的决定来应对迄今为止讨论的力量。换句话说，战略是深思熟虑的。深思熟虑的战略意味着管理者计划追求既定的战略路线。然而，在某些情况下，战略只是从一系列决策中产生的。管理者在工作中学习。突现策略是一种没有计划或意图的战略。根据这一观点，管理者可以通过试错的过程来学习什么会奏效。这一观点的支持者认为，那些将自己局限于基于已知或理解的基础上行动的组织将不具备足够的创新能力，无法创造可持续的竞争优势。
In the first week of launching the Westin Heavenly Bed, 32 guests called to ask where they could buy the bed. A light bulb went on. Westin executives put order cards with a toll – free number in every room. Then they started placing catalogs by bedsides and desks and set up a web site. By June of 2004, Westin had sold 20,000 pillows – $ 75 for the king – sized version – and 3,500 bed/bedding combos, at $ 2,965 each, enough to spread the idea throughout Starwood, with the Sheraton, St. Regis, and W lines all turning into retailers. The unanticipated success of the Heavenly Bed has spawned a new business – companies that help hotels run their retail arms. Boxport, a spin – off of San Francisco – based hotel procurer Higgins Purchasing Group, operates web sites and catalogs for several chains that now sell
Bedding of this example of emergent strategy, it is not a good idea to reject deliberate strategy either. One of the strongest advocates of learning and emergent strategy recently confessed, “We shall get nowhere without emergent learning alongside deliberate planning.”Both processes are necessary if an organization is to succeed. When Starwood first launched the concept of the Heavenly Bed in 1999, the strategy was a deliberate effort, but the opportunity to provide retail sales was an unintended outcome, and this unforeseen opportunity led to an emergent and highly successful retail strategy, as the above example shows.
在推出威斯汀天堂床的第一周，32位客人打电话询问在哪里可以买到这张床。一个点子油然而生。威斯汀的高管们在每个房间都放上了带有免费电话号码的订单卡。然后，他们开始在床边和书桌旁放置目录，并建立了一个网站。威斯汀的高管们在每个房间都放上了带有免费电话号码的订单卡。然后，他们开始在床边和书桌旁放置目录，并建立了一个网站。到2004年6月，威斯汀售出了2万个枕头（75美元的特大号枕头）和3500个床/寝具组合，每件售价2965美元，足以在整个喜达屋推广这一理念，喜来登酒店、瑞吉酒店和W酒店都成为了零售商。天床的意外成功催生了一项新业务——帮助酒店经营零售业务的公司。Boxport是总部位于旧金山的酒店采购商Higgins Purchasing Group的子公司，为数家连锁店运营网站和目录，目前这些连锁店正在销售
在这个紧急战略的例子的基础上，拒绝深思熟虑的战略也不是一个好主意。学习和紧急战略的最有力倡导者之一最近承认，“如果没有紧急学习和深思熟虑的计划，我们将一事无成。”如果一个组织想要成功，这两个过程都是必要的。当喜达屋于1999年首次推出天堂之床概念时，该战略是一项深思熟虑的努力，但提供零售销售的机会是一个意外的结果，正如上面的例子所示，这一意外的机会导致了一项紧急而高度成功的零售战略。
EFFECTIVE STRATEGIC PLANNING 有效的战略规划
In summary, scholars have determined that both adaptation and enactment are important to organizations. They should adapt to environmental forces when the costs of enacting (influencing) the environment exceed the benefits. However, they should be proactive in creating their own opportunities. In addition, organizations should engage in deliberate strategic planning processes, but they should also be willing to make mistakes and learn from them as they chart a strategic course. In other words, strategy should be both deliberate and emergent, and firms should both adapt to and enact their environments, with the situation determining which option to choose. Westin learned these lessons by paying attention to their customers.
总之，学者们已经确定，适应和制定对组织都很重要。当制定（影响）环境的成本超过收益时，他们应该适应环境力量。然而，他们应该积极主动地创造自己的机会。此外，各组织应参与深思熟虑的战略规划过程，但在制定战略路线时，也应愿意犯错误并从中吸取教训。换言之，战略应该是深思熟虑的和紧急的，企业应该适应和制定自己的环境，并根据情况决定选择哪种方案。威斯汀通过关注客户，吸取了这些教训。
The Organization as a Bundle of Resources: 本组织作为一个资源包
The Resource – Based View 基于资源的视图
In recent years, another perspective on strategy development has gained wide acceptance. The resource – based view of the firm has its roots in the work of the earliest strategic management theorists. 20 It grew out of the question, “Why do some firms persistently outperform other firms?
近年来，关于战略发展的另一种观点得到了广泛接受。基于资源的企业观源于最早的战略管理理论家的工作。20这源于这样一个问题：“为什么一些公司总是跑赢其他公司？
One of the first competencies identified was general management capability. This led to the proposition that firms with high – quality general managers will outperform their rivals. Much research has examined this issue. Clearly, effective leadership is important to organizational performance, but it is diffi cult to specify what makes an effective leader. Also, although leaders are an important source of competence for an organization, they are not the only important resource that makes a difference.
首先确定的能力之一是一般管理能力。这导致了一种观点，即拥有高素质总经理的公司将胜过竞争对手。许多研究已经研究了这个问题。显然，有效的领导对组织绩效很重要，但很难具体说明是什么造就了有效的领导。此外，尽管领导者是一个组织能力的重要来源，但他们并不是唯一产生影响的重要资源。
Economic thought also influenced development of the resource – based view. Nearly two centuries ago, an economist named David Ricardo investigated the advantages of possessing superior resources, especially land. 22 One of Ricardo’s central propositions was that the farmer with the most – fertile land had a sustained performance advantage over other farmers. More recently, another economist, Edith Penrose, expanded on Ricardo ‘ s view by noting that various skills and abilities possessed by firms could lead to superior performance. She viewed firms as an administrative framework that coordinated the activities of numerous groups and individuals, and also as a bundle of productive resources. 23 She studied the effects of various skills and abilities possessed by organizations, concluding that a wide range of skills and resources could influence competitive performance.
经济思想也影响了基于资源的观点的发展。近两个世纪前，一位名叫大卫·李嘉图的经济学家研究了拥有优越资源的优势，尤其是土地。22李嘉图的核心主张之一是，拥有最肥沃土地的农民比其他农民具有持续的绩效优势。最近，另一位经济学家伊迪丝·彭罗斯进一步阐述了李嘉图的观点，他指出，企业拥有的各种技能和能力可能会带来卓越的业绩。她认为公司是一个协调众多团体和个人活动的行政框架，也是一个生产性资源。23她研究了组织所拥有的各种技能和能力的影响，得出结论认为，广泛的技能和资源可以影响竞争绩效。
A common thread of reasoning in the distinctive competency literature and the arguments of Ricardo and Penrose is that organizational success can be explained in terms of the resources and capabilities possessed by an organization. Many modern scholars have contributed to this perspective of the firm. According to this view, an organization is a bundle of resources, which fall into the general categories of:
在独特的胜任力文献和里卡多和彭罗斯的论点中，一个共同的推理线索是，组织的成功可以用组织拥有的资源和能力来解释。许多现代学者对公司的这一观点做出了贡献。根据这种观点，组织是一个资源包，可分为以下几类：
Financial resources, including all of the monetary resources from which a firm can draw.财务资源，包括公司可以利用的所有货币资源。
Physical resources, such as land, buildings, equipment, locations, and access to raw materials.物质资源，如土地、建筑、设备、位置和原材料的获取。
Human resources, which pertains to the skills, background, and training of managers and employees, as well as the way they are organized.人力资源，与管理人员和员工的技能、背景、培训以及组织方式有关。
Organizational knowledge and learning 组织知识和学习
General organizational resources, including the firm’ s reputation, brand names, patents, contracts, and relationships with external stakeholders.
一般组织资源，包括公司的声誉、品牌名称、专利、合同以及与外部利益相关者的关系。
Envisioning the firm as a bundle of resources has broad implications. For example, the most important role of a manager becomes that of acquiring, developing, managing, and discarding resources. Also, much of the research on the resource – based perspective has demonstrated that firms can gain competitive advantage through possessing “superior resources”. Superior resources are those that have value in the market, are possessed by only a small number of firms, and are not easy to substitute. If a particular resource is also costly or impossible to imitate, then the competitive advantage may be sustainable. A sustainable competitive advantage may lead to higher – than – average organizational performance over a long period.
Assignment范文指出将公司视为一堆资源具有广泛的影响。例如，管理者最重要的角色是获取、开发、管理和丢弃资源。此外，许多基于资源视角的研究表明，企业可以通过拥有“优势资源”获得竞争优势。优势资源是那些在市场上有价值的资源，只有少数公司拥有，而且不容易被替代。如果某一特定资源成本高昂或无法模仿，那么竞争优势可能是可持续的。可持续的竞争优势可能会导致长期的组织绩效高于平均水平。本站提供各国各专业Assignment写作指导服务，如有需要可咨询本平台。
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