随着我国居民人均收入的不断增长以及国家经济实力的不断提升，文化旅游的概念已经逐渐被更多的人认可和接受，逐步成为各类人群节假日及日常娱乐的首选，同时，国内越来越多的旅游资源被开发，各类旅游项目的层层推出、不断更新，也让消费者可选择的旅游地点也是越来越多，项目也是越来越丰富。2023年以来，由于相关政策影响，相应的酒店、餐饮业接待量急剧增加，各地涌现出了一些网红旅游景点。打卡地、地标地和网红项目，各地域文旅局也借此机会纷纷为本地旅游景点、项目、产品做起了直播和宣传。面对如此良好的文旅形势，如果还是采用传统的经营模式，紧盯模式简单的业务和市场，势必会制约公司的发展。

本文以甘肃JC文化旅游公司（以下简称JC文旅公司）为研究对象，详细阐述了该公司的现状、目前该公司存在的问题及公司未来的整体发展战略。首先描述了本篇文章的研究背景、研究的意义和目的，然后详细罗列了研究方法。并以以上内容为基础，介绍了JC文旅公司的企业概况和业务现状，包括公司的组织结构、公司财务状况以及目前公司主要业务情况。基于前述公司基础状况，结合相应理论，提出JC文化旅游公司目前存在的主要问题。通过使用PEST分析工具以及波特五力模型对JC文化旅游公司的所处的外部政策环境、经济环境、社会环境和技术环境进行分析，明确公司所处宏观环境，并针对甘肃JC文旅公司内、外部资源展开分析；使用SWOT分析工具分析了企业现有的有利条件、各业务板块以及企业本身和外界的劣势、未来存在的机遇和目前所面临的威胁，然后决定了最为匹配企业发展的战略。最后，重新制定了公司发展的战略目标以及具体战略施行方案，制定了企业的短期、中期、长期战略目标，并对各项目标指标进行了细化、分解，并利用QSPM分析工具量化分析了公司的优势、劣势、机会和威胁，最终确定了多元化发展的策略，确定了稳步发展主营业务，大力发展夜间文化休闲游乐消费、文化创意与数字产业、乡村旅游、展会赛事的业务战略布局。在战略措施的实施层面，通过调整组织结构、完善法人治理结构、完善人才激励及人力资源体系、拓宽融资渠道、稳健财务管理等手段，结合对应保障措施，确保企业战略目标顺利达成。

本文探讨类似小微国有企业发展过程中暴露出来的问题，对甘肃JC文旅公司制定各层级战略选择、优化组织结构、创新营销方式，促进企业发展有着非常重大的作用，同时通过从根本上改变传统文旅企业模式，对整个企业的转型升级，提供了一定借鉴价值，也对同行业中其他或多或少也遇到着同样的困惑或困难的企业，提供了一些参考。首先是结合战略管理及公司发展战略理论，结合企业实际情况，利用相关分析工具对JC公司目前存在的问题进行详细分析，提出相应措施、方案，为企业制定发展战略提供了可靠参考；第二是根据JC公司目前经营状况、业务状况、组织架构等情况，有重点有针对性地将公司发展战略与之结合，对相同类型小微型国有文旅企业具有实际参考意义；第三是通过对公司战略的制定及实施，切实解决企业所面临的困难，提升公司在行业中的竞争力，对小微型类似公司的转型发展提供了可靠的战略理论依据。

With the continuous growth of per capita income of Chinese residents and the continuous improvement of national economic strength, the concept of cultural tourism has been gradually recognized and accepted by more people, and has gradually become the first choice for all kinds of people's holidays and daily entertainment. At the same time, more and more domestic tourism resources have been developed, and all kinds of tourism projects have been launched and constantly updated. There are also more and more tourist places for consumers to choose, and more and more diversified projects. Since 2023, due to the influence of relevant policies, the reception volume of the corresponding hotels and catering industry has increased sharply, and some Internet celebrity tourist attractions have emerged in various places. Regional cultural and tourism bureums also took this opportunity to broadcast and promote local tourist attractions, projects and products. In the face of such a good cultural tourism situation, if we still adopt the traditional business model and focus on the business and market with simple model, it is bound to restrict the development of the company.

This paper takes Gansu JC Cultural Tourism Company (hereinafter referred to as JC Cultural Tourism Company) as the research object, elaborates the current situation of the company, the existing problems and the overall development strategy of the company in the future. Firstly, the research background, significance and purpose of this paper are described, and then the research methods are listed in detail. Based on the above contents, this paper introduces the general situation and business status of JC Culture & Tourism Company, including the organizational structure, financial status and main business of the company. Based on the above basic situation of the company, combined with the corresponding theory, the main problems existing in JC Cultural Tourism Company are put forward. By using PEST analysis tools and Porter's five forces model to analyze the external policy environment, economic environment, social environment and technical environment of JC Cultural Tourism Company, the macro environment of the company is clear, and the internal and external resources of Gansu JC Cultural Tourism Company are analyzed. The SWOT analysis tool is used to analyze the current favorable conditions of the enterprise, the disadvantages of each business segment, the enterprise itself and the outside world, the opportunities in the future and the current challenges, and then determine the most suitable strategy for the development of the enterprise. Finally, the strategic goals and specific strategy implementation plans of the company's development were reformulated, the short-term, medium-term and long-term strategic goals of the company were formulated, and each target index was refined and decomposed. The advantages, disadvantages, opportunities and threats of the company were quantified by using QSPM analysis tool, and the development strategy of diversified development was finally determined. It has determined the business strategic layout of steadily developing the main business and vigorously developing night cultural leisure and amusement consumption, cultural creativity and digital industry, rural tourism, exhibitions and events. In the implementation level of strategic measures, by adjusting the organizational structure, improving the corporate governance structure, improving the talent incentive and human resource system, expanding financing channels, sound financial management and other means, combined with corresponding safeguard measures, to ensure the smooth achievement of the strategic goals of the enterprise.

This paper discusses the problems exposed in the development process of similar small and micro state-owned enterprises, which plays a very important role in making strategic choices at all levels, optimizing organizational structure, innovating marketing methods and promoting the development of Gansu JC Cultural and Tourism Company. Meanwhile, by fundamentally changing the traditional cultural and tourism enterprise model, it provides certain reference value for the transformation and upgrading of the whole enterprise. It also provides some reference for other enterprises in the same industry that are more or less also facing the same confusion or difficulties. Firstly, based on the theory of strategic management and corporate development strategy, combined with the actual situation of the enterprise, the relevant analysis tools were used to analyze the current problems of JC Company in detail, and the corresponding measures and plans were put forward, which provided a reliable reference for the enterprise to formulate its development strategy. Second, according to JC company's current operating conditions, business conditions, organizational structure and other conditions, the company's development strategy should be combined with it in a focused and targeted way, which has practical reference significance for the same type of small and micro state-owned cultural and tourism enterprises; The third is to effectively solve the difficulties faced by enterprises through the formulation and implementation of corporate strategy, enhance the competitiveness of the company in the industry, and provide a reliable strategic theoretical basis for the transformation and development of small and micro similar companies.

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