First, the institutional conditions for the development of hotel groups-clear property rights relations

The establishment and development of hotel groups must have certain institutional conditions besides the objective needs of their own formation. A clear property right relationship is the prerequisite for the existence of every hotel, and it is also the primary condition for the emergence, operation and development of hotel groups. As we know, hotel group is an economic consortium composed of several hotels. In this alliance, it involves various economic relations among the members of the group, including equity sharing, business cooperation and benefit distribution. Therefore, it is necessary to emphasize the above characteristics of hotel groups. What needs to be pointed out here is that the significance of "clear property rights" in this paper lies not only in the clear property rights relationship reflected in the enterprise's books, but also in solving the problem of people's assets and liabilities. The Chinese investment of state-owned enterprises and most joint-venture hotels in China hotel industry has clearly reflected the characteristics of the state-owned assets management system, that is, the ultimate owner of state-owned assets in state-owned enterprises is the state. At present, although it is clear that state-owned assets management bureaus at all levels can exercise the power to manage state-owned assets on behalf of the state, they do not assume the responsibility for the profits and losses of asset management, nor do they exercise the power to recover the operating income of state-owned assets, resulting in a large loss of state-owned assets in various ways. As you can imagine, in the case of unclear property rights of a single hotel, adding its assets to the hotel group and becoming the parent company or subsidiary of this hotel group will not make the property rights relationship more chaotic. Therefore, the author believes that the first institutional condition for the development of hotel groups is to first solve the assets and liabilities of hotels (whether parent companies or subsidiaries) that become members of the group, so as to ensure clear property rights relations within the group.

Second, the expansion conditions for the development of hotel groups-effective capital operation

The essence of market economy is an economic system that commercializes all kinds of production resources and makes rational allocation and flow through the market, so as to realize the maximum benefit and efficient utilization of resources. The core of the transformation from planned economy to market economy system is the transformation of capital allocation mode. Enterprise groups have the characteristics of clear property rights, large assets scale, wide business scope and diversified organizational levels, which determines that effective capital operation has more important significance in enterprise groups. Under the modern economy, the rapid growth of enterprise groups is essentially a process of market-oriented capital agglomeration and capital expansion. Then, by what means to achieve capital agglomeration and capital expansion? Of course, the scale can be expanded through reinvestment, but the most effective way to achieve it should be capital operation. Through capital operation, enterprises can reorganize, rapidly expand the scale of enterprises, expand market share and improve economies of scale.

After 20 years of development, the hotel industry in China has reached a considerable scale, showing a trend of supply exceeding demand nationwide. This determines that the development of hotel groups cannot be paved by new stalls and repeated construction, but must be realized by capital operation. At present, it should be said that China's hotel industry has entered a period of improving quality and efficiency and structural adjustment, which has brought good opportunities for the development of hotel groups.

The capital operation of hotel industry is the only way for the development of hotel groups, which can be operated in many ways. First, mergers and acquisitions. That is, hotels with "famous brands" are established as the core enterprises, and then other hotels are acquired and merged to become members of the hotel group, so as to expand the advantageous hotels and drive other group members. The development of hotel groups must break through geographical restrictions. Only in this way can we gradually establish a group of hotel groups with international reputation that can rush out of the country and go global. The second is to develop joint-stock hotel groups. Joint-stock system is the most typical organizational form of modern enterprises. Hotel group is a complex economic union characterized by capital union and property right diversification. An important condition for the establishment and development of hotel groups is to scientifically handle property rights relations and corresponding rights and obligations. The essential content and basic feature of shareholding system is to handle these relations scientifically. Therefore, China's hotel groups can be established through mutual shareholding and holding, so as to realize the deep alliance among hotels within the group. At the same time, the joint-stock hotel group is also conducive to promoting all-round hotel economic alliance between different ownership systems, different regions and different countries. The third is entrusted operation. This group is formed through the way of operating contract. Strictly speaking, entrusted operation is a joint way of non-capital operation, but this hotel group with hotel operation as the core and brand and management output as the link is also a way of development of China Hotel Group. Its basic feature is to make use of brand and management advantages to expand its scale through franchising, independent alliance and entrusted management. However, the biggest obstacle to the development of this group comes from the internal non-equity relationship, the low degree of unity among members and the lack of a solid foundation for unity.

To sum up, China's hotel groups must expand rapidly in scale and develop rapidly in quantity, and standardize their operation in the formation mode, which must be realized through capital operation.

Third, the necessary conditions for the development of hotel groups-standardized operation with funds as the link

The organizational structure of an enterprise group refers to the composition of enterprises, departments and personnel within the group and the relationship between these enterprises, departments and personnel. This relationship is also manifested in economic relations. Generally speaking, an enterprise group is composed of two or more legal persons with ownership investment relationship, which is manifested as mutual investment relationship with funds as the link to drive other business relationships. Another organizational form of enterprise group is a consortium composed of two or more enterprises with legal personality of business relations. In this enterprise group, there is no economic relationship of mutual investment between enterprises, only business relationship. For example, in terms of production links, the commercial links formed by supply, production and sales; In scientific research, the cooperative relationship between production, learning and research; In the hotel industry, there are hotel groups established to promote the development of other hotels, and pay certain management fees to the groups, and so on. It can be seen from the above two modes of enterprise group formation that the cooperation between enterprises in the group can only be established on a solid economic basis, which is because of the economic interests of enterprise groups formed by capital as a link. As a matter of fact, only the enterprise group formed by capital is a standard and typical enterprise group. However, an enterprise group formed by a certain business relationship or cooperative relationship can only be a loose consortium or an "empty group" because there is only one business relationship or cooperative relationship between enterprises and there is no common interest mechanism. In case of market changes and conflicts of interest, the group may be disintegrated at any time.

Enterprise group is a kind of economic joint organization with multi-level organizational structure, and the formation of the group should be standardized, rather than just a few enterprises can be arbitrarily combined into an enterprise group. Generally speaking, to form a hotel enterprise group, hotels with high market reputation, good operating conditions, large economic scale and high management level should be the core enterprises, and several hotels should join together voluntarily to form an integrated economic entity with complementary advantages and full play to their overall functions. Judging from the reality of enterprise groups (mainly industrial and commercial) that have been established in China in recent years, most enterprise groups are established through some business connection or cooperative relationship, and only a few enterprise groups are established through standardized operation with funds as the link. But the facts also prove that only the enterprise groups formed by capital have vitality. Hotel group has just entered the development stage. In the mode of formation, we should learn from the successful experience of enterprise groups in other industries, avoid detours, and make the development of rice industry groups operate in accordance with standardized procedures.

Fourth, the necessary conditions for the development of hotel groups-brand effect

Generally speaking, the organizational structure of enterprise groups is multi-level, consisting of core enterprises, holding member enterprises, shareholding member enterprises and cooperative member enterprises. In fact, no matter how important other levels of enterprises are to the development of the group, the leading role of the core enterprises in the enterprise group is crucial. So, how do core enterprises become the "core"? In addition to having considerable economic strength, it also controls its subsidiaries through equity participation and holding, so as to master the marketing, investment decision-making, personnel arrangement and development planning of member enterprises. Another necessary condition for it to become a "core" enterprise is that it must have a "brand" and use it to "let many enterprises" approach it.

Hotel brand has many functions, but its basic function is recognition. However, in modern society, the hotel brand has developed from a simple identification function to a whole concept, which embodies the personality of hotel service and the sense of identity of consumers, and symbolizes the reputation of hotel operators, thus being used to distinguish it from other hotels. From the basic function analysis of hotel brand, a good brand can promote hotel sales and win more customers. Because consumers, especially tourists from abroad, often choose accommodation and catering services according to hotel brands without knowing about the domestic hotel industry, brands have the promotion function, and relatively stable tourist countries and groups can be established through various publicity media to continuously develop new tourist markets. Establishing a famous hotel brand needs unremitting efforts, and sometimes it even takes several generations of efforts to get a "brand" reputation. While consumers' expectations for famous hotels are constantly increasing, and the fierce competition in the market also makes famous hotels constantly face new challenges, so the brand has another stimulating function. Constantly stimulate hotel operators to care about brand and reputation, improve service quality and strengthen innovative service awareness, thus ensuring their own brand effect.

To develop hotel groups, hotels with "famous brands" must be the core enterprises. Only in this way can the hotel group be recognized by the public and bring tourists to many member hotels, so that they can be recognized and willing to become members of the group. At the same time, it also makes the hotel group develop its own scale and improve its popularity, thus competing with foreign hotel groups. The hotel industry in China has only entered the development stage since the mid-1980s, with a history of more than ten years. At present, the basic feature of the development of China hotel industry is the rapid expansion of its scale, which has shown a trend of oversupply. According to the estimation of relevant departments, the occupancy rate of three-star hotels in China is between 65438 and 0998, and between 50% and 60%. The author thinks that the next development of the hotel should turn to how to improve the service quality. As the development of hotel group, it has just entered the initial stage, and there are only a handful of hotel groups that have been formed in China, and they have strong regional characteristics. Objectively speaking, there are few well-known brands cultivated by China hotel industry that can be recognized by domestic and foreign markets. Many hotel groups have died because there is no "brand effect", and many hotel groups are facing the situation of "dissolution" because they cannot develop without "brand effect". Therefore, the author believes that the urgent task is to cultivate a "famous brand" that can drive the development of the hotel industry as soon as possible, so as to give play to the "brand effect" and ensure that the development of hotel groups is both dynamic and stable.

Five, the talent conditions for the development of hotel groups-high-quality entrepreneurs.

When the relations of production beneficial to the development of productive forces are established, the allocation of production factors will play a decisive role in economic development. In the development of hotel groups, entrepreneurs, as a new combination of productivity factors, are the main organizers and promoters of this new form of economic organization.

The development of modern economy has proved countless times that a successful enterprise must have a successful entrepreneur and its group. Hotel group must have a high-quality entrepreneur class and entrepreneur group if it wants to go to the whole country and the world. Entrepreneurs play a very important role in the development of hotel groups: (1) As the legal representative of the enterprise, entrepreneurs are the "core" figures of the enterprise, integrating the rights and obligations that the enterprise should enjoy. As a legal representative, entrepreneurs exercise the rights and obligations stipulated by law on behalf of enterprises-sign contracts with foreign countries on behalf of enterprises; Resolve economic disputes with other units on behalf of enterprises; On behalf of the enterprise to the people's court, responding to the lawsuit, etc. Of course, the hotel group itself is not a legal person organization, but a form of economic organization.

Strategy of China Hotel Enterprise Group: Development Model and Policy Orientation

First, the obstacles to hotel enterprise collectivization

Over the years, the obstacles encountered in the practice of hotel enterprise collectivization in China mainly include:

Successful hotels or hotel management companies lack a strong sales network and reservation network. From the management mode alone, some domestic hotel groups do not lag behind foreign countries. The key is that the domestic sales and booking network is very underdeveloped, and the ability of group buying, lending, training and finance is very weak. The lack of a strong sales network is the key factor that restricts the development of China Management Group. According to international practice, after joining a hotel group, the group company's reservation network can often sell 15%-40% rooms for member hotels. Most hotels require reservation network to help them sell more than 25% rooms, otherwise they are unwilling to join the group and become member hotels.

The big consortia that make up the hotel group lack hotel management experience. Most of them entered the hotel industry from other industries. They rely on abundant financial resources, but they don't have much experience in hotel management. Many hotel management talents are transferred or recruited from other hotels, and they are not fully integrated. The hotel management model is only established in theory, and has not been tested in practice. It has not been recognized in business performance, and brand reputation has yet to be established. It is not mature in business purpose, corporate culture, business philosophy, business strategy and entrepreneurial spirit.

Defects in the capital market and debt problems are the major problems in the expansion of hotel groups at present. Expansion needs funds, and simply lending through banks will make the debt ratio of hotels too high, which will lead to greater business risks. The underdeveloped stock market makes it difficult for the group to raise funds at low cost through the stock market. Another problem is that hotel groups often have to bear heavy debts if they want to merge poorly run hotels.

It is not uncommon for local protectionism to refuse to merge hotels even if they are inefficient, uncompetitive or even losing money. Local protectionism has become an important obstacle to the collectivization of hotel enterprises. The process of enterprise collectivization is a process of enterprise assets reorganization, which means a process of re-adjustment and redistribution of rights between related subjects, a process of public choice and a process of institutional change. The separation of government and enterprise leads to local protectionism, and the division of administrative departments and regions hinders the cross-regional and cross-industry development of large hotel enterprise groups. In many places, there is a local monopoly that would rather be the head of a chicken than the tail of a phoenix.

Second, the development model of China Hotel Enterprise Group

Organizational system-The parent-subsidiary company system with assets as the link should abandon the large and scattered enterprise group organizational form, and establish the holding and shareholding relationship between the parent company and its subsidiaries through investment establishment, acquisition and merger, internal divestiture and authorized operation. [1] The methods to straighten out the property rights relations mainly include:

● Investment, acquisition and merger: Give full play to the main role of the Group, and establish the holding and shareholding relationship between the parent company and its subsidiaries through investment, acquisition and merger.

● Authorized shareholding operation mode: through the authorization of the state-owned assets management department, the state-owned property rights of the member hotels originally funded by the state are authorized to hold shares, thus establishing the parent-subsidiary relationship between the group company and the member hotels.

● Asset transfer: With the consent of the investor, the parent company of the state-owned hotel group holds the equity of other state-owned hotels, making it a subsidiary of the parent company of the state-owned hotel group. The government department in charge of industry or local government will merge the state-owned hotels under its jurisdiction into the hotel enterprise group by administrative allocation, and the group company will hold shares and manage them as a wholly-owned subsidiary.

● Horizontal shareholding: independent hotels buy shares in the hotel group, participate in the parent company of the group and join the group as shareholders. This method is very common in Japan.

● Revenue conversion: The parent company keeps the revenue from contracting, leasing or entrusting the operation of the hotel in the contracted, leased or entrusted hotel, making it a subsidiary.

Creditor's rights conversion: the creditor's rights of the parent company to other hotels are converted into property rights, some of which can be directly controlled.

● Asset divestiture: completely divest some departments of the parent company and make it a wholly-owned subsidiary that operates independently. The divestiture department can be a hotel building or an enterprise, especially the sales or management business.

Management mode-brand and management as the guide, materialization of intangible assets to achieve low-cost and high-efficiency expansion, brand and management as the link, materialization of intangible assets is the basis to achieve low-cost expansion of hotel groups, forming a sustainable expansion mechanism. Clone a number of excellent hotels with brands and management. There are two ways to materialize intangible assets: one is to convert intangible assets into tangible assets through capital management, such as using hotel brand and management to promote equity financing and debt-to-equity swap, or using intangible assets to promote the output of management mechanism and promote more capital; The other is to use the intangible assets of the hotel to revitalize the existing assets in society and realize capital expansion. Just like Haier's method of activating Huck Fish, successful hotels can make use of intangible assets such as brand effect, management advantages and sales network to revitalize loss-making hotels (Huck Fish) with market potential and good hardware facilities but poor management. Intangible assets must be constantly materialized to form a parent-subsidiary system with assets as the link.

Low-cost expansion requires us: the weapon of expansion mainly depends on the brand and management of intangible assets, not tangible capital; The expansion goal is mainly to merge, manage and revitalize existing capital, and not to build new hotels; Through interest association rather than forced kneading to form a group, reduce social friction and thus reduce running-in costs.

The birth mechanism of super hotel "aircraft carrier"-the principal-agent system of consortium and management company-can produce social division of labor and scale effect. The effect of division of labor means that economic subjects can obtain excess utility through division of labor, while the effect of scale means that the increase of marginal utility obtained by economic subjects with the increase of the scale of economic activities they participate in exceeds the increase of their marginal scale expenses. [2] If there are several big groups in China that can compete with international hotel groups, it is not enough to rely on the independent development of several consortia or hotel leaders at present. There must be strong cooperation. Big consortia should cooperate with the most famous hotel management companies in China to form the "Big Mac" of China hotel industry. It is the fundamental way to improve the international competitiveness of China's hotel industry to establish a principal-agent relationship between them, with a large consortium investing in new hotels or merging hotels, and then being managed by a well-known domestic management company.

Third, the enterprise's action plan

(1) Establishing a first-class hotel management model At this stage, standardization is a good way to generally improve the service level of China's hotel industry. From the perspective of development, if China's hotel industry wants to standardize the service quality nationwide, whether it is to introduce advanced western management mode or create its own mode, it must realize the process from emotional service stage to standardized service stage as soon as possible through standardized management, so as to improve the quality of hotel management in China to a higher level. In other words, first of all, we must pass the standardized service barrier, establish a customer-centered consciousness as soon as possible, and let employees become truly professional hotel service personnel.

In addition to standardization, the first-class hotel management mode should also have its own characteristics. For example, Hilton Hotel highlights the characteristics of "fast", so it emphasizes the efficiency standard of service and pays attention to the rapid response to customer requirements. Traditional resort hotels aim at the middle and low-grade holiday tourism market, so they highlight the characteristics of "enthusiasm, comfort, cheapness and convenience" in their services, pay attention to standardizing services and strengthen cost control. The Ritz-Carlton Hotel emphasizes "quality first, customer 100% satisfaction", thus forming its unique management mode, such as the gold standard of service specification (including a motto, a creed, three-step service and 20 basic requirements); There is marginal service law in departmental coordination; There is an instant appeasement rule of 1: 10: 100 in the use efficiency; Personalized employment methods in human resource management. [3] Only by combining standardization with characteristic services can we establish a first-class hotel management model.

(2) The most effective, low-cost and fast way to implement CIS and brand strategy is entrusted management and joint operation (franchising), and the key to this expansion is the excellent brand of the enterprise. The function of a brand is that it can distinguish one product from another similar product. Under the condition of asymmetric information, brand is the quality medium of product quality identification, which can satisfy some special preferences of consumers. [4] Brand formation depends on CIS, which requires hotel groups to attach importance to CIS design, use visual design to visualize, scale and systematize corporate ideas and characteristics, especially use overall communication marketing means to increase social recognition through the media, so that repeated identification symbols can obtain multiplier effect. [5]MI is the foundation of CIS and the source of power for the long-term development of enterprises. It includes enterprise purpose, enterprise spirit, business philosophy, enterprise culture, business strategy and code of conduct. Through CIS strategy, the hotel group has realized the systematization of management team organization, the standardization of management mode and service operation software, the base of training and the unification of overseas promotion. Through CIS, a set of norms of companies and member hotels is strengthened to solve the naming problem of member hotels.

(III) Perfecting the Five Supporting Systems The main task of hotel enterprises at present is to actively expand the scale strength of core enterprises, establish their own unique hotel management model, and run several model hotels with outstanding performance and first-class management as the internship, visit and training bases of hotel groups; At the same time, a powerful financial management system, sales system, reservation system, human resources development system and information system will be established, and then hotel groups will be established according to the principle of maximizing profits.

1. Finance company enterprise groups are generally composed of three centers, namely, investment center, profit center and cost center. The hotel group should set up its own finance company, which is responsible for the procurement, trust, deposit and loan, investment business, financial leasing business, real estate development, bill discount and securities mortgage loan business, bond guarantee, visa and consulting business of hotel members of the group. Realize the unified dispatch of funds within the group, reduce the company's dependence on banks, and enhance the internal cohesion of enterprises.

2. Establishing reservation network, sales network and information network Without a strong reservation network, the group expansion space of China Hotel will be very limited. Reservation network can help the group control the flow of tourists, make reservations with each other and enjoy information. At present, only a few hotels have joined the international reservation network, let alone set up their own reservation network. In order to realize the group management of hotels, we must establish our own reservation network and join some international reservation networks. Establishing its own sales network means that the hotel should devote itself to establishing close business cooperation with travel agencies, trade associations, conference planning, airlines and large enterprises. Or set up your own sales department to form a strong sales network. Information network requires hotel groups to set up their own information web pages in various news media and the Internet, send information about products and services of hotel group members, and also set up information files for suppliers, travel agencies, customers and individual customers.

3. Establish a talent training practice base. The Group should have a demonstration hotel as a talent practice base and training base. The training scope includes post operation training, communication training and strategic thinking training, in which corporate culture, business purpose, long-term goals and values are implemented.

Fourth, the government's policy orientation.

Hotel enterprise group is the main force of international competition in the hotel industry in the 2 1 century, and it is the conduction point and action point of macro-control. The urgency of the national tourism administration department to develop large hotel enterprise groups mainly comes from the growth of tourism, the national industrial security and the competition of foreign hotel groups to the China market. The country urgently needs to cultivate a group of competitive large enterprise groups by implementing the strategy of "big companies and big groups", undertake the responsibility of industrial development, compete with foreign big companies and ensure the national industrial security. The central and local government departments should grasp this trend in time and actively encourage and support several tourism enterprise groups that can compete with foreign hotel enterprise groups in the future.

(1) The criteria for support and selection are: abundant funds; World-class management mode; Perfect the five supporting systems (finance, sales, reservation, information and talents); Excellent business performance and recognized brand. The government should actively encourage large consortia to enter the hotel industry and form hotel groups, but the way of entry should be