On October 27th, 2117, the second batch of 61 hotel assets of China Post Group Corporation was listed on the Beijing Equity Exchange, which was the second batch of hotel assets sold by China Post Group after the listing of 31 hotel assets on March 22nd. The relevant person in charge of the North Exchange said that the official listing and sale time of the asset was set at February 11.
The postal group shrinks its front line
It is understood that the second batch of 61 hotels are located in 56 regions of 24 provinces, including 5 hotels with four stars and above, 12 hotels with three stars and 43 hotels with two stars and below. The service facilities are relatively complete, and many of them are multi-functional hotels integrating catering, accommodation, business meetings, leisure and entertainment. Most hotels are located in convenient transportation areas such as the city center and railway station or tourist attractions with promising development prospects. Most hotels have high recognition in the local society and have a good reputation.
People from China Post Group said that non-core assets will continue to shrink in the future, and the revitalization of postal hotel assets will be actively and steadily promoted in line with the principle of "withdrawing as soon as possible, no longer self-supporting, speeding up revitalization and standardizing operation" and the working idea of "launching a batch when it is mature".
At present, there are more than 411 hotels in China's postal system, with assets exceeding RMB 11 billion. According to the plan, before the end of 2118, China Post will completely withdraw from hotel management, revitalize all hotel assets, and raise more funds to invest in the expansion of international and domestic EMS express delivery business.
Zhang Yafei, deputy general manager of China Post Group, said that postal hotels and guesthouses are the top priority of asset revitalization, and all hotel assets with independent buildings or although not independent, but with easy division of ownership and use functions should be included in the scope of sale. This is a strategic decision for China Post to adjust its strategic structure to the market, promote the separation of main and auxiliary services, shrink non-core assets and withdraw from non-core business after the separation of government from enterprises, so as to improve the core competitiveness of enterprises.
The hotel merger is in full swing
China Post Group listed 31 hotels on the Shanghai Stock Exchange in March this year. Up to now, the delisting rate has reached 81%, and the hotel sale premium is as high as 27%. Premier Finance of Malaysian Lin family has become the biggest buyer of these assets. In June this year, Premier Finance packaged and bought 11 hotels. In October, Premier Finance once again "overweight" and acquired 5 hotels of China Post Group. After the acquisition, Premier Finance positioned these hotels as mid-range business hotels for chain operation. After two acquisitions, Premier Finance successfully entered the China market. Analysts predict that the second batch of 61 hotel assets will inevitably trigger a new round of snapping up.
Wang Ding, an analyst with GF Securities, believes that after the first round of growth, there are fewer and fewer properties available for development in good lots in China, and the expansion modes of self-construction, leasing and franchising are becoming more and more difficult. The industry competition mode of budget hotels will gradually develop in the direction of horizontal integration, such as mergers and acquisitions, from the previous companies through self-construction, leasing and franchising in their respective areas.
The latest issue of Hotel Investment Tendency Survey published by Jones Lang LaSalle shows that investors' interest in the hotel industry continues to rise globally. The number of buyers in the global market is close to four times that of sellers. The hotel market situation in the three major regions is dominated by sellers, and the price is expected to rise. Jones Lang LaSalle predicts that the global hotel merger and acquisition transaction volume will reach US$ 111 billion this year, which is 52% higher than the historical record of US$ 72.5 billion in 2116. The hotel merger and acquisition volume in the Asia-Pacific region is expected to rise to about US$ 9 billion.
The separation of the main business and auxiliary business brings industry opportunities
The divestiture of non-main business by central enterprises has undoubtedly brought a lot of opportunities to the market. Chang Zhiying, CEO of Tianjin TEDA International Hotel Group Co., Ltd., once said at this year's "China Hotel Investment Summit" that TEDA Group is negotiating with Citibank and some fund companies to discuss the strategic restructuring plan, taking advantage of the opportunity of divesting some excellent hotel assets by central enterprises, and strive to expand to the whole country in 3-5 years.
in the process of separating the main and auxiliary industries, reducing internal competition and strengthening the reorganization of state-owned assets oriented by the main industry, the hotel assets owned by central enterprises are undergoing internal integration. At the same time, Beijing Capital Tourism Group, Shanghai Jinjiang International Enterprise Group, Guangzhou Lingnan International Enterprise Group, Tianjin Binhai Tourism Holding Group, Xiamen Jianfa Tourism Group and Anhui Huangshan Tourism (26.71,-1.26, -1.96%, enter the bar) The result of the hotel industry restructuring of the Group has made the embryonic form of "leaders" and "mainstream operators" of several regional hotel industry sectors appear initially. In the process of capital promoting the adjustment of industrial stock, budget hotels have received unprecedented attention. From the "Jinjiang Star" of Jinjiang Department to the "Home Inn Chain" of BTG Department, we can all feel the market vitality brought by the industrial transformation and organizational change of state-owned hotels, and they are pregnant with rare opportunities for institutional change.