Facing the increasingly fierce international competition after China's entry into WTO and the wave of state-owned assets withdrawing from the hotel industry after the 16th National Congress, there are too many facts for China's hotel industry to survive and develop. After calm analysis and thinking, we think that resource integration is an urgent task for the development of China's hotel industry.

1. What is resource integration

Let's read a report first:

Shanghai Jinjiang Group and Xingsheng Group announced at the same time on March 9th that the East China Hotel located in Shanghai Railway Station has completed the handover of operation and management, which means that the acquisition of East China Hotel by Shanghai Xingsheng Group, a private enterprise, was completed. Yu Yongliang, chairman of Shanghai Jinjiang Group, also said that the group will continue to sell the shares of the group's remaining 18 hotels in Shanghai to free up funds for national expansion. ①

As the largest hotel group in China at present, the action of Shanghai Jinjiang is striking, and its intention is straightforward. In a word, it is resource integration!

Resource integration is a word that is frequently used in economic theory and practice. What is resource integration? On the level of strategic thinking, resource integration is the thinking mode of system theory. On the level of tactical choice, resource integration is a decision to optimize allocation. In other words, resource integration is a macro strategic thinking, an optimal allocation of social resources, and an overall optimization. It is the main body of micro-market-the means of enterprise strategic adjustment, and the daily work of enterprise management. In China, more than 85% of the star-rated hotels in the hotel industry are still single hotels, which are in a state of compartmentalization and fragmentation, and international hotel groups are constantly coming in, showing an invincible situation on the land of China. What is more important than resource integration for those hotel operators who are highly concerned about the development of China's hotel industry and are "fighting" to defend and develop China's national hotel brand?

Second, the necessity and urgency of resource integration in China's hotel industry

(1) The present situation and causes of resource allocation in China's hotel industry

According to the 2112 China Tourism Statistical Yearbook published by the National Tourism Administration (see Table 1), among the 7,358 star-rated hotels in China, 4,339 are state-owned hotels, accounting for 59.1% of the total number of star-rated hotels in China; 791 collective economy hotels, accounting for 11.7%; 268 foreign-invested hotels, accounting for 3.6%; There are 324 investment hotels in Hong Kong, Macao and Taiwan, accounting for 4.4%. The above four types of registered hotels account for 77.8% of all hotels. In addition, there are 1,637 hotels of other registered types, such as joint venture, joint-stock company and private company, accounting for 22.2% of all star-rated hotels.

although the state-owned economic component is the main body of the market, it is at a disadvantage in the competition. from table 1, we can see that the overall competitiveness of domestic tourist hotels is not strong. The occupancy rate is only 55.13%. According to statistics, in 2111, the total labor productivity of state-owned hotels was only 57,811/person, while that of international hotel groups was 1.312 million/person, which was 2.26 times that of the former. Since 1998, at least 311,111 rooms in hotels nationwide have been idle every year. According to the average investment of 1 million yuan per room, there are 31 billion yuan of hotel assets idle nationwide. Due to the serious shortage of tourists, large investment and heavy financial burden, many hotels have made investors and operators fall into a difficult situation of living beyond their means and are in a vicious circle of death. There are many reasons for the weak competitiveness of China's hotel industry, among which the most fundamental reason is the unreasonable allocation of hotel resources.

from the analysis of the structure of investors, due to the economic system, China's state-owned hotels belong to more than 411 different departments such as the party, government, military, police and commercial banks, and the market competition is not high. A considerable number of hotels are training, conference and leisure places for industry departments. In fact, they are not self-financing, have not fully entered the market, or are out of touch with the market, and do not have to bear market risks or worry about the future. These hotels have complex asset relationships, which are not only corporate in nature, but also guest houses or reception bases. The separation of government from enterprise leads to local protectionism, and the division of administrative departments and regions has seriously hindered the market-oriented flow and operation of hotels as an asset across regions, industries and ownership structures.

from the analysis of industrial structure, the resource allocation of China's state-owned hotel industry: (1) excessive pursuit of high-grade, escape sequence is serious. China's high-end and mid-range hotels are too concentrated, although according to the industrial concentration standard calculated by C4 method, the industrial concentration of China's hotel market is far below the monopoly standard. However, in the high-end market, some well-known brands have occupied a certain market, resulting in a relative monopoly situation. The development of tourist hotels is out of control, mainly because there are too many high-end hotels and the growth rate is too fast, which leads to a negative chain reaction in the development of the industry. (2) The regional structure is unreasonable and the spatial distribution structure is unbalanced. China's hotel industry is relatively concentrated in the eastern region, less in the central and western regions, and high-end hotels are highly concentrated in eastern cities such as Beijing and Shanghai. These directly lead to fierce competition within the industry and within the region. The unreasonable allocation of resources in the hotel industry has largely led to its low economic benefits.

Table 1 Scale and operating conditions of star-rated hotels in China in 2111

Number of hotels (homes), number of rooms (11,111 rooms), number of beds (11,111 beds), operating income (111 million yuan), room occupancy rate (%)

Total 7358 81.63 153.31 763.32 58.45

By economic type < 3

collective economy 791 6.38 11.77 42.19 59.25

joint-stock cooperative enterprise 115 4.24 5.81 15.96 61.71

joint venture 97 1.12 1.93 11.85 57.44

limited liability company 477 5 9.19 48.81 62.38

. 4 6.98 46.14 64.73

Private enterprises 351 2.77 5.37 12.83 56.52

Other domestic enterprises 321 2.95 5.54 21.68 59.42

Hong Kong, Macao and Taiwan invested enterprises 324 6.78 11.7 135.91 64.65

Foreign invested enterprises 268 5.82. 2.96 64.15

according to the hotel star rating

five-star 129 5.13 7.77 149.66 65.12

four-star 441 11.61 19.13 181.61 64.96

three-star 2287 32.74 61.56 282.96 61.34

two-star. .12 53.35

One-star 753 3.77 7.68 9.97 46.33

(from China Tourism Statistics Yearbook 2112, China Tourism Publishing House)

(II) Severe international competition situation faced by China's hotel industry

International hotel groups with strong capital strength and mature management experience have entered China for more than 21 years, although they have not. Moreover, more international hotel groups are adopting diversified property rights trading methods to obviously accelerate the pace of entering the China market. They are actively expanding into emerging market areas and grabbing the resources of low-end market segments. Let's take a look at the aggressive competitive situation of international hotel groups:

Park Hyatt Hotel, the highest-level super five-star hotel in Hyatt Group, the largest private hotel management company in the world, will be built in Beijing. The specific location of Park Hyatt Hotel in Shanghai is still under discussion.

following the opening of Beijing oriental grand hyatt hotel and Shanghai jinmao grand hyatt hotel, the tallest building in China, Ningbo, Hangzhou, Chongqing, sanya, Guangzhou, Shenzhen, Xiamen, Shenyang, Dalian and other cities will also build or consider building another five-star brand hotel-hyatt hotel. In this way, all three brands of Hyatt Hotels: Hyatt, Grand Hyatt and Park Hyatt will be located in China.

Since 2112, there have been many incidents in which international hotel giants have encircled the mainland of China, involving hotels with more than four stars: In October 2112, Canadian Four Seasons Group purchased 21% equity of Shanghai Four Seasons Hotel Project; In February, 2112, Hong Kong New World Group invested more than $1 billion to build and transform the four-star Xinhua Mei Hotel. In August 2112, Renaissance Binjiang Hotel, the second five-star hotel in Tianjin invested by Binjiang Group and managed by Marriott Hotel Management Group of the United States, officially opened. In September 2112, the 33rd hotel managed by marriott international in China opened. On September 24th, 2112, Kyushu Hotel invested in renovating intercontinental hotels and acquiring new hotels. In October 2113, Shanghai Medieval Hotel, a super five-star hotel, was built. It is a joint venture between Somalia Hotel Management Group and Xintian International, and it is expected to open in 2114. Shangri-La Hotels Group has opened hotels in Zhengzhou, Zhongshan, Wenzhou and Sanya, and Hong Kong Peninsula Hotels Group is choosing a joint venture in Puxi, Shanghai. On October 8, 2112, Ascott Singapore, the third largest hotel service apartment company in the world, will increase its market share in Beijing, Shanghai and Tianjin from 11% to 25% in the next three years, and open new hotels in coastal cities such as Dalian and Qingdao.

Three-star hotels include: At the beginning of 2113, Accor and BTG announced that they would open 21 franchised hotels within three years and launch a three-star Mercure hotel. In April 2112, Accor acquired Century and Zenith, international hotel chains. In addition, Accor also announced that it will independently operate its budget hotel chain "IBS" in Tianjin, Chengdu and Chongqing, with travel sales staff as its target customers. ②

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China's hotel industry is in a multi-angle competition pattern in which international competition is domestic and domestic competition is international. Competition is related to its own life and death and the industrial security of the country and the nation. China's hotel industry has no time to rely on its own accumulation to cultivate and develop step by step. It is urgent to integrate resources at macro and micro levels.

3. Ways and means of resource integration in China's hotel industry

(1) Macro-level resource integration

With the deepening of the reform of China's state-owned assets management system, the strategic adjustment of the state-owned economy has become increasingly clear. After the 16th National Congress of the Communist Party of China, the state-owned assets have accelerated the pace of withdrawing from the general competitive field, and the integration of state-owned resources has brought unprecedented development opportunities and challenges to the hotel industry. Hotel industry is a general competitive industry. The investors of state-owned hotels are industry management departments, governments at all levels and state-owned investment institutions, and the end is still the government. The exit object in the hotel industry resource integration has become the relationship between the central government and local governments (such as hotels invested by local governments in provinces, cities and counties), and between the central government departments in charge of the hotel industry and other industry departments (such as hotels run by banking system, railway system, aviation system and military industry system). The resource integration of the hotel industry should be conducive to the development of the hotel industry and the hotel industry's active participation in market competition. The role of government investors is the first problem that must be solved. It must be clear that a unified authoritative department and institution should make systematic, standardized, stable and orderly strategic adjustments to the assets of state-owned hotels in all levels of departments and industries.

in the case that the hotel industry market is relatively underdeveloped and the monopoly power of the administrative industry is very strong, the quicker way is to take the investors of state-owned hotels as the implementation object, and promote the integration and agglomeration of state-owned hotel resources on the basis of solving the wishes of the investors of government departments, that is, to combine groups among state-owned hotels with strong monopoly power of the administrative industry, with the government industry departments as investors as the leading factors and through the power of the government. After the establishment of the group, the government gradually retreated to a secondary position and left it to the market to adjust. Specifically, regional and industry hotel groups can be set up in regions and industries with more hotels (such as more than 21 hotels) based on the management authority of macro-powerful departments and regional and industry investors, and the property rights of hotels invested by industry departments can be transferred to regional and industry hotel groups (or hotel management companies) for unified management by the region, industry departments or competent departments in the form of administrative allocation. After the hotel group was established, the market management was further strengthened according to the market mechanism, and the government gradually faded out. After the government withdraws, the market competition will carry out a new round of integration.

(II) Micro-level resource integration

With the coming of the wave of state-owned assets withdrawing from the hotel industry in China, the hotel industry in China must seize the opportunity of this historic change, integrate the internal and external resources from the height of strategic and industry development, and create a new situation for the development of the hotel industry in China.

China's hotel industry must first integrate its own economic resources to improve the efficiency of economic resources. This kind of resources consists of tangible physical resources and intangible resources. Tangible resources include land, fixed and current assets; Intangible resources include brand resources, cultural resources, human resources, service resources, management resources, information resources, customer resources, marketing resources, government resources and so on. China's hotel industry should vigorously improve the modern enterprise system, absorb various economic entities in society, improve the situation of single capital structure, make full use of China's securities market, state-owned assets management companies and other property rights trading markets and intermediaries to realize the diversification of investment entities, and realize the flow and appreciation of hotel industry's stock assets. China's hotel industry should improve and integrate the property right function of intangible resources, realize the materialization and property right of intangible resources, upgrade its brand, service and management through resource integration, and enhance its core competitiveness.

The hotel industry is a labor-intensive industry. The characteristics of non-storability and non-transferability of products and services in the hotel industry and the simultaneous production and sales of products (services) determine that single hotels are uneconomical in scale. Looking at the world's major hotel groups by the number of rooms owned, we will find that the average number of rooms owned by individual hotels in the hotel group is not large, mainly below 411. The scale benefit of the hotel industry is mainly realized through the intensive operation of hotel groups, and the operating expenses and management costs of enterprises can be reduced through intra-group sharing. These expenses and costs include human resources expenses, marketing expenses, procurement costs, unit service costs, etc. Therefore, on the basis of integrating internal superior resources and improving the efficiency of internal resources, promoting the implementation of external resource integration strategy and realizing the group development of hotel industry is the inevitable direction of hotel industry development in China. For hotel brands with certain strength, actively introduce the war with capital strength.