China's hotel industry business situation is not optimistic, the average occupancy rate of the national hotel from 1993 to 1998 declined year by year, the profitability of the same trend, so that in 1998 the whole industry losses, the national room rates fell by 136%, the average occupancy rate fell by about 3 percentage points (Yuan Zongtang, 1999) [1]. The strong pressure of international competition is reflected in the business performance of joint venture hotels and state-owned hotels: in 1997, the total operating income of state-owned hotels amounted to 36.93 billion yuan, with an average of about 90,000 yuan per room, which is lower than the average benefit of 33,000 yuan, and there is no profit or even loss. And joint venture hotels operating income of 35.132 billion yuan, an average of 197,100 yuan per room, is 2.2 times the state-owned hotels, profits of 1.992 billion yuan, the gap is alarming.
Control the total expansion and optimize the stock structure of the supply strategy
Caused in recent years, China's hotel industry, the main reason for the year-on-year decline in business performance is summarized in the following articles:
(1) the local overstepped the approval of the tourism hotel project, while approving the project's own timing of the arrangements for the concentration of a large number of blindly built new hotels and hotels, the macro expansion of the total amount of Out of control. (2) real estate to tourism hotels: real estate downturn in recent years, have transformed, renovated office buildings, apartments, villas, will be transformed into hotels and restaurants. (3) social hotel upgrading, training centers, sanatoriums to receive tourists, diversion of tourists about 10%. (4) The financial crisis in Southeast Asia led to a substantial decline in the source of neighboring countries. (5) State control of meetings and public tourism, the slowdown in domestic economic growth rate affects the growth of domestic tourism consumption. In the above reasons in the total supply of excess is the root cause, from 1996 to 1998, the hotel total **** increased by 70,000 rooms, an increase of 56.25%, while the guest growth rate of 32.9%. But this surplus is a relative surplus, is the demand for growth in the period of excessive growth in supply generated by the surplus, as long as the growth in demand according to moderate control of the total supply can be eliminated surplus. Therefore, to ensure the healthy development of China's hotel industry, control the total expansion is inevitable.
The overheated hotel investment from the government and enterprises are not separated from the main body of the enterprise property rights vacant. State-owned enterprises due to investment decision makers are not asset owners, decision makers can not bear losses on investment losses, and the expansion of investment can give some decision makers to bring the actual control of assets, which strengthens the decision makers of the impulse to invest, resulting in a kind of public system of state investment "hunger and thirst". This urge to invest cannot be curbed when the investor himself does not assume responsibility for the property. At the same time, the long-term implementation of the quota division of enterprises at all levels and between all levels of government investment project approval system, not only stifled the project, the enterprise's economies of scale, but also caused by enterprises and governments at all levels of inefficiency of the game. To eliminate the hotel industry's blind investment impulse, to strengthen the economic responsibility of investment and property rights under the premise of constraints, the government should review and approval of investment projects focus on industrial control and access to scale control. Instead of the high social cost of the enterprise after the event, "eugenics", rather than focusing on investment projects beforehand, "eugenics" (Liu Zhi Biao, 1995) [2]. Hotel industry is a huge exit barriers exist in the industry, easy to enter the exit is difficult. A hotel to transform into other products is very difficult. Because of the hotel this can not be retired into the characteristics of the hotel industry determines the "eugenics" is far more important than "eugenics".
The 90's is a total expansion of China's hotel industry in the years, but also an industrial upgrading of the years. Total expansion through two ways: new hotels and social hotels upgraded to tourist hotels. From 1990 to the present, a large number of hotel renovation and upgrading, social hotels to tourist hotels, 600 to 800 social hotels each year, renovation and upgrading into tourist hotels. Low-grade hotels to high-grade hotels, including two-star hotels upgraded to a larger number of three-star hotels. Hotel upgrading to make China's hotel industry's hospitality capacity and hospitality quality have risen dramatically. The hotel industry upgrading process in the service and management of upgrading obviously lag behind the upgrade of hardware facilities. But the hotel industry business performance from 1993 onwards year by year decline shows that the urgent task of the contemporary hotel industry is not the total expansion, but the main stock of structural adjustment and quality of service and management upgrading, especially important is the stock of structural adjustment, which is to avoid the current kind of vicious price cuts in the competition of the most effective means.
The main method of stock restructuring is the hotel industry within the division of labor, that is, specialization. China's hotels should be faced with all the market by the current big and full, small and full of hotel structure to the specialized hotels with their own characteristics. Specialization means that the hotel should have specialized facilities, specialized services, specialized management and market segmentation. Should be divided into a variety of different types of hotels, such as: conference hotels, resort hotels, exhibition hotels, gaming hotels, all-suite, **** tube apartment, motel, youth hostel, business hotels, B & B (a type of hotel that provides breakfast and lodging without meals) and so on.
Specialized management is to avoid vicious price cuts in the inevitable initiative
Tourist hotels receive guests outside the guests and domestic guests in the ratio of fifty-fifty in 1994 fell to thirty-seven in 1998. Domestic tourists are limited by the level of consumption will inevitably lead to a decline in hotel revenue. Surplus and price competition is a twin sister, specialization is to avoid vicious price competition inevitable measures. The most important role of specialization is to avoid price competition caused by direct product substitution through product differentiation.
Specialized management of another role is to specialize in the hotel to meet the needs of those ordinary hotels can not meet the demand for customer specialization from potential demand into real demand, which undoubtedly expands the market size. Specialized management, that is, each hotel for a particular or two segments of the market to facilities, services and management to establish their own unique management model and marketing network, in order to gain a foothold in the market, the development of a number of professional business hotels, resort hotels, conference hotels, air service hotels and so on. For the domestic market must be transformed into a number of inexpensive, comfortable, convenient national popularity of the hotel. China's future three favored hotel types: (1) youth hotel (hotel), also known as the backpackers hotel (backpackershotel) (2) motel (motel) (3) all-suite (all-suite) youth hotel's main reception object is mainly students of the youth backpacking travelers, this hotel has been very common in foreign countries. Such as Australia's youth hotel price is cheap, about 15 Australian dollars per night, only about 16 of the general hotel prices, it has a convenient booking system, free transportation services, a full range of food and beverage facilities and self-service laundries (Liu Wei, 1999) [3]. Influenced by the reform of housing system and deflation, people's desire to travel has increased but the actual behavior has decreased. In order to make people's desire become reality, providing cheap accommodation is a powerful measure. The success of Guangdong Youth Hostel and Shanghai Jinjiang Holiday Inn is an example of this.
Chinese consumers are facing an upgrading of their consumption structure. Generally speaking, urban residents have already satisfied their consumption of food, clothing and some daily necessities, and are now moving towards satisfying their needs for housing and transportation and improving their quality of life. Consumption from thousands, tens of thousands of yuan to tens of thousands of yuan transition, private car consumption is one of the important development direction. Buy a car is today's consumer hot spot, family car travel will become fashionable. Motel will be born. Motel will undoubtedly be the 21st century China's hotel industry, a fashionable type, it is to attract car tourists, distributed in the highway side, providing accommodation, meals, laundry, telephone, gas station, parking lot and other services.
All-suite hotel will be a new form of development of business suites in China is relatively mature, but not many suites for family travelers, the concept of all-suite is to emphasize the characteristics of DIY, that is, self-help. For business travelers all-suite hotel emphasizes its office and living double function, for family travelers all-suite emphasizes its living life function, the former requires a perfect office equipment to provide a variety of secretarial services, the latter requires a complete laundry, kitchen equipment. The former emphasizes advanced facilities and fast service, while the latter emphasizes convenience and affordability. Attention to the domestic market to develop domestic tourists affordable tourism products is the current focus of the hotel business issues. To attract domestic tourists, cost control, lower prices is the key. Holiday Inn has been very successful in attracting civilian consumers. It emphasizes two features: moderate price and value for money. Cost control is the key to product standardization. For example, the Holiday Inn Group is committed to reducing: 1. construction costs; 2. the number of full-time employees; and 3. the direct cost of operating each room. The Best Western Group uses bulk purchasing and shared programs such as insurance, financing, credit card discounts, management contracts and vocational training to reduce costs. Standardization has helped the hotels reduce operating costs, thereby attracting price-sensitive travelers who value cleanliness and comfort at low prices.
Scale management strategy to counteract risks
From the target market of hotel services, specialization is a good strategy to avoid vicious price competition in the hotel industry, but the risk of specialization is small market size, high operating costs, and changes in consumer preferences can easily lead to the loss of the market. The risk of specialization should be through the scale of operation to resist. Scale of operation in two ways: the hotel single scale expansion or hotel group in the hotel industry clearly shows the scale and efficiency proportional to the relationship, that is, the larger the scale of the single hotel, the better the operating efficiency, the group hotel efficiency is better than the efficiency of the single hotel. The occupancy rate of large hotels is obviously better than that of small hotels, and the occupancy rate of hotels of different sizes varies greatly. Take the 1996 statistics, more than 500 large hotels occupancy rate of 64.3%; 300-499 rooms of the hotel occupancy rate of 60.7%; 200-299 rooms of the hotel occupancy rate of 67.9%; 100-199 rooms of the hotel occupancy rate of 55.1%; 99 rooms of the hotel occupancy rate of 30.7%. The operating efficiency of large-scale high-star hotels is obviously better than that of small-scale low-star hotels; in 1997, the total profit of hotels nationwide amounted to 814 million yuan, while the profit of 96 hotels with more than 500 rooms amounted to 3.19 billion yuan, or an average of 23,000 yuan per room, and the other 5105 hotels suffered a loss of 30.7 billion yuan. The operating income of large hotels is 196,000 RMB per room on average, while that of small and medium-sized hotels is only 58,000 RMB (Yuan Zongtang, 1999) [4]. According to the principle of industrial organization, large companies with dominant position have stronger resistance to competitive pressure. This dominant position may result from supply-side advantages or demand-side advantages. Supply-side advantages include monopoly control of patents, trademarks, distribution channels, reserved technology, and sources of capital. Demand advantages include brand recognition and customer loyalty due to the reputation of the affiliate. This may stem from the early entry of affiliates into the market, such as Holiday Group or Lamarie Group. It may also be a newcomer with great market appeal, as in the case of the Marriott Group. If the customer's choice of hotel is based on past experience, brand loyalty, and switching costs, the demand advantage of Associated is more prominent. Large hotel groups can adopt a cost leadership strategy to serve the mass market at low cost, thus realizing economies of scale. For example, one of the seven tenets of Hilton Group management is mass purchasing. In the Hilton Group, 21 items, such as matches, porcelain, soap, carpets, etc., are mass purchases, so that not only can save money, and manufacturers can be based on the hotel's special standards to produce these items (Hilton, 1957), hotel economies of scale source: 1. With the increase in the size of the hotel group, the increase in the number of member hotels of a single brand, the reduction of operating costs, and operational efficiency; 2. Improvement in operating efficiency; 2. As members of the hotel *** with the sharing of various types of costs, such as training, promotions, R & D, and personnel organization and other cost reductions.
Scale does not equal efficiency, only when the hotel's internal resources **** to enjoy, departmental division of labor under the premise of efficiency. This is the current government pinched the urgent need to solve the problem of tourism groups. Such as the Beijing Tourism Group, including many types of enterprises, including the number of hotels and a variety of stars have, with the stars of the hotel is also more, with the Beijing Municipality, if there is a lack of division of labor and coordination not only no economies of scale but also cause internal competition, resulting in scale of diseconomies. This kind of hotel group should be divided into several different grades of brands and services within the group of different market segments. Hilton group within the division of the Hilton Hotel, Hilton International Hotel, Hilton Business Hotel, Hilton Conference Hotel, Hilton Airport Hotel, Hilton Resort Hotel, Hilton Residence Hotel and Hilton Courtyard Hotel 8 series. Group member hotels should be unified procurement, unified promotion, unified training, the establishment of a unified reservation network, otherwise it is difficult to benefit.
China's hotel group operation
The hotel industry scale operation of the specific form is the group. 21st century hotel industry is the group competition in the century. Hotel group will be the protagonist of the industry, the existing small hotels in the future either be merged, or become a large group of service outlets, or in the business to the hotel group to pick up the remainder of the zero, or be squeezed out of the hotel industry. Enterprise group is one or more large enterprises or large banks as the core, through shareholding, holding the way, control a large number of subsidiaries, grandchildren, affiliates and the formation of a large consortium. The enterprise group takes the capital control as the link, controls the member enterprises by participating in the management decision of the subordinate enterprises, and thus forms the enterprise group with huge capital (Zang Yueru, 1997) [5]. The most important strategic goal of hotel enterprise group is to improve the operating efficiency and international competitiveness of hotels. China's hotel industry organization is not a monopolistic competitive structure based on economic foundation, but an administrative monopolistic structure based on administrative rights at all levels. Therefore, the administrative power controls, monopolizes, divides and blocks the operation of the market, the scale of enterprises is not economical, mergers, acquisitions and consolidation are difficult, and the economic competition is not sufficient, etc. (Liu Zhibiao, 1995). In the present imperfect market development and administrative monopoly power is very strong situation, the government to summarize the hotel group is the fastest way. Combined with the current form of delinking the enterprise and the government, the government can form tens of billions of assets in the form of assets owned by the government in the form of administrative orders overnight tourism groups or hotel groups. This is in the current China rely on market forces can not be realized. This government-led hotel group mainly relies on gratuitous allocation, entrusted management. The assets become subsidiaries of the parent company of the state-owned hotel group. That is, the government industry authorities or local governments will be under the jurisdiction of the state-owned hotels in the form of administrative transfers into the hotel enterprise group, as a wholly-owned subsidiary of the group company for shareholding and management. Beijing Tourism Group, Shaanxi Tourism Group and Shandong Xinlik Group is an example of this group approach.
Industry authorities and regional administrative divisions, hindering the large hotel enterprise groups across regions, cross-industry development. Many places would rather be the head of the chicken do not do the tail of the local monopoly. China's state-owned enterprises are established on the basis of two basic principles: one is the principle of centralized management; one is the principle of the main body of investment. Because the government is not separated from the enterprise, the competent department is not willing to lose control over the subordinates of people, property and materials, and would rather let its inefficient operation is also opposed to the group. The key to break through local protectionism is to separate government and enterprises to reduce the impediment of reverse action groups, while fostering innovative groups. Local interests should be subordinated to national interests. It is in the national interest to improve operational efficiency, enhance national competitiveness, realize the preservation and appreciation of state-owned assets, and safeguard national industrial security. In the case of localization and industry fragmentation, the government's administrative order is more efficient than the market mechanism in the formation of hotel groups. Local government-led formation of the group is a regional mixed group, including hotels, travel agencies, restaurants, cabs, scenic areas, stores and other enterprises, while the market mechanism or the central government industry-led formation of the group is mainly cross-regional horizontal joint group, with the hotel business as the main body.
In a certain period of time, the local government-led development path does have a huge role in China's hotels. But the government-led obvious flaw is: local governments to administrative boundaries, their market interests and market behavior to strengthen the economic operation of the fragmentation of the state, but also to create a number of "mud foot giant". The solution is to gradually develop enterprises as micro-market entities, so that the government gradually withdraws from the specific market transaction process. Market mechanism in the group formation process mainly through the establishment of property rights to realize. Streamline the property rights relationship of the main methods are: investment, purchase and merger, authorization of shareholding management, horizontal shareholding, income conversion, divestiture and so on. Market mechanism requires low-cost expansion, low-cost expansion requires us: expansion of weapons mainly rely on intangible assets of the brand and management, rather than tangible capital; in the current situation, the expansion of the object of merger, management, revitalization of stock capital, rather than new hotels; through the interests of the association rather than through the forcible pinch to form a group to reduce social friction and thus reduce the cost of friction. The operation of the hotel group under the market mechanism is: strong capital enterprises to acquisition and equity participation in the way to form a group, and management of hotel enterprises to brand and management as a guide, intangible assets tangible to achieve low-cost and efficient expansion. To brand and management for associated, intangible assets tangible is to realize the hotel group low-cost expansion and the formation of permanent expansion mechanism of the fundamental. China needs to clone a number of excellent hotels with brand and management.
China to appear a few and international hotel groups to compete with the large group, relying solely on the independent development of several consortiums or hotel leaders is far from enough, there must be strong cooperation, to consortiums and the most famous domestic hotel management companies to cooperate with each other, the formation of China's hotel industry, "Big Mac". Between the two to establish a principal-agent relationship. Consortium acquisition or new hotels, and then entrusted to the hotel management company responsible for the operation and management (Zou Tongzhu, 1999) [6]. Strong cooperation, complement each other's strengths, this is to establish the international competitiveness of China's hotel industry is fundamental.
China's long-term planned economic system, enterprise capital accumulation time is relatively short, local and industry severance is serious, therefore, the government behavior in the process of grouping can shorten the cycle of capital accumulation, break through the role of severance, and at the same time in the investment, loans, attracting preferential treatment in terms of investment, or in line with the requirements of the group of industrial policy or economic development plan to give support to actively promote the merger and the strength of the enterprise group, and to actively promote the merger and the strength of the group. Merger and strength, the role of the government in this regard can not be underestimated. When the formation of the group, the government's leading behavior should be withdrawn from the enterprise, giving way to the market mechanism, so that enterprises really become the main market actor. At present, China's hotel enterprises focus on their own development should be placed on capital accumulation, service and management upgrading, brand creation, sales network construction and other means and methods to improve their competitiveness.
2005-12-03
China's hotel enterprises grouping strategic development model and policy guidance:: from the green-dimensional Chuangjing (lwcj.com)
TAG: tourism planning tourism planning tourism investment landscape design green-dimensional Chuangjing
Keywords: tourism planning ,tourism planning ,tourism investment ,tourism financing ,landscape design ,green-dimensional Chuangjing,tourism management ,tourism management ,tourism investment ,tourism financing ,landscape design ,green-dimensional Chuangjing Creation of King, tourism management, amusement facilities, amusement equipment, tourism investment, business planning, feasibility study
China's hotel industry is currently facing a very serious challenge, the national average occupancy rate declined year by year, from 67% in 1993, down to 53 86% in 1997, a decline of 2-4 percentage points per year. Profit margins showed the same trend, falling from 9,82% in 1994 to 1,1% in 1997. The joint venture hotel business situation is significantly better than the state-run hotels, the fundamental reason for its success is: group management, scale efficiency, quality and brand. Therefore, the formation of hotel groups to pursue economies of scale is the road to the development of China's hotel industry. The most important strategic objective of the formation of hotel enterprise group is to improve the hotel's operating efficiency and improve the international competitiveness of the hotel.
One of the obstacles to hotel enterprise grouping
China's hotel enterprise grouping for many years of practice process repeatedly encountered obstacles are:
Successful hotels or hotel management company lacks a strong sales network and booking network From the management model alone, some of China's hotel groups are not more backward than foreign countries, the key is China's sales, booking network is very underdeveloped, the group purchasing, lending, borrowing, booking network is very poorly developed, and the hotel group has been the most successful. The key is that China's sales and reservation network is very undeveloped, and the group's ability in purchasing, lending, training and finance is very weak. The lack of a strong sales network is the key factor restricting the development of China's management group companies. According to international practice, after joining a hotel group, the group's reservation network can often sell 15%-40% of the rooms for the member hotels, and most of the hotels require the reservation network to help them sell more than 25% of the rooms, otherwise they are not willing to join the group as a member hotel.
The formation of the hotel group consortiums lack of hotel management experience consortiums are mostly from other industries into the hotel industry, they rely on the strong financial strength, but not much experience in hotel management. Many talents in hotel management are transferred or recruited from other hotels, and have not been fully integrated. Hotel management model is only theoretically established, not tested in practice. In business performance has not been recognized, the brand reputation has yet to be established. In business purposes, corporate culture, business philosophy, business strategy, entrepreneurial spirit is still immature.
Capital market deficiencies and debt problems Capital market underdevelopment is the current hotel group expansion of the big problem. Expansion requires capital, purely through bank borrowing will make the hotel debt ratio is too high, resulting in greater business risks. The underdeveloped stock market makes it difficult for the group to raise low-cost financing through the stock market. Another problem is that if the hotel group to merge poorly run hotels often have to bear heavy debt.
Local protectionism even if the hotel operating efficiency, lack of competitiveness and even losses, but also refused to merge, this phenomenon is not uncommon in China. Local protectionism has become an important obstacle to the hotel enterprise group. Enterprise grouping process is an enterprise asset reorganization process, means that the right to re-adjustment and redistribution of the process between the relevant subjects, is a public **** selection process, a system change process. Government and enterprise not separate lead to local protectionism, industry authorities and regional administrative block division, hindering the large hotel enterprise group cross-region, cross-industry development. Many places would rather be the head of the chicken than the tail of the local monopoly.
Two, China's hotel enterprise group development model
Organizational system --- assets as a link between the parent-subsidiary system to abandon the large and scattered form of organization of the enterprise group, to take the establishment of the investment, mergers and acquisitions, internal divestitures, authorization to operate the establishment of the parent company on the subsidiary holding, participation in the subsidiary, the parent company of the subsidiary. The parent company's holding and equity participation in subsidiaries. [1] the main methods to rationalize the property rights relationship:
● Investment, purchase and merger: the main role of the group, through investment, purchase, merger and other ways to build the parent company on the subsidiary's controlling stake, participation in the relationship.
● Authorized shareholding management: authorized by the state-owned assets management department, the original state investment in the establishment of member hotels of the state-owned property rights authorized group companies to shareholding, so as to establish a group of hotels on the members of the parent-subsidiary relationship.
● Asset allocation: that is, by the consent of the contributor, the parent company of the state-owned hotel group to hold the equity of other state-owned hotels, so that it becomes a subsidiary of the parent company of the state-owned hotel group. Government industry authorities or local governments will be under the jurisdiction of the state-owned hotels in the form of administrative transfers into the hotel enterprise group, as a wholly owned subsidiary by the group company for shareholding and management.
● Horizontal shareholding type: independent hotels to buy shares of the hotel group, the parent company of the group to participate in the group as a shareholder. This is a common practice in Japan.
● Revenue conversion type: the parent company to contract, lease, entrusted to operate the hotel income to stay in the contract, lease or entrusted to operate the hotel, so that the subsidiary.
● Debt conversion: convert the parent company's debt to other hotels into property rights, some can be directly control.
● Asset stripping: the parent company's certain departments are completely independent, so that it becomes a wholly owned subsidiary of independent operation. The divestiture can be of a hotel building, or a business, especially a sales or management business.
Operation mode --- branding and management as a guide, with intangible assets tangible to achieve low-cost and high-efficiency expansion of branding and management as a correlation, the tangibility of intangible assets is to realize the low-cost expansion of the hotel group and the formation of a permanent expansion mechanism of the fundamental. Cloning a number of excellent hotels with brand and management. Intangible assets tangible way there are two kinds of: one is through the capital management will be intangible assets into tangible assets, such as the hotel brand and management to promote equity financing and debt to equity, or intangible assets to promote the output of the management mechanism, to promote more capital; the other is to use the hotel's intangible assets to revitalize the community's stock of assets, to achieve capital expansion. As Haier activate "shock fish" method, successful hotels can use the brand effect, management advantages, sales networks and other intangible assets to revitalize the community with market potential, hardware and facilities, but poor management of loss-making hotels (shock fish). Must constantly tangible intangible assets in order to form a parent-subsidiary system with assets as a link.
Low-cost expansion requires us to: expansion of the weapons rely mainly on intangible assets of the brand and management, rather than tangible capital; expansion of the object of mergers, management, revitalization of the stock of capital-based, rather than to build new hotels; through the linkage of interests rather than through the forced pinch to form a group to reduce social friction and thus reduce the cost of friction.
Super hotel "aircraft carrier" birth mechanism --- consortium and management company of the entrustment-agent system entrustment-agent system can be The commission-agent system can produce the effect of social division of labor and the effect of scale. The effect of division of labor refers to the economic subject through the division of labor can obtain excess utility, while the scale effect refers to the economic subject with the increase in the scale of economic activities to obtain the increase in marginal utility more than the increase in the marginal scale costs. [2] China to appear a few and the international hotel group to compete with the big group, rely solely on the independent development of a few consortiums or hotel leaders is far from enough, there must be strong cooperation, to consortiums and the most famous domestic hotel management company to cooperate, the formation of China's hotel industry "giant". Between the two to establish a principal-agent relationship, large consortia to invest in new hotels or mergers and then by the domestic famous management company is responsible for the operation and management, strong cooperation, complement each other's strengths, which is to improve the international competitiveness of China's hotel industry is fundamental.
Three, the enterprise's program of action
(a) the establishment of first-class hotel management model At this stage, standardization is to generally improve the service level of China's hotel industry. From the development point of view, China's hotel industry in the implementation of nationwide standardization of service quality, whether it is the introduction of advanced Western management model, or to create their own model, it must be through the standardization of management, the realization of the emotional service stage as soon as possible from the standardization of service phase into the process of standardization of the service stage, the quality of the management of China's hotels to a higher level. That is, the first standardized service level, as early as possible to establish a customer-centric awareness, so that employees become truly professional hotel service personnel.
In addition to standardization, first-class hotel management model also has characteristics. Such as the Hilton Hotel highlights the "fast" features, so emphasize the efficiency of the service standards, focusing on the customer's requirements for a quick response (fastresponse). Traditional holiday hotels to low-end vacation tourism market as the target market, so in the service highlights "warm, comfortable, cheap and convenient" features, focus on standardized services, strengthen cost control. Ritz-Carlton Hotel emphasizes "quality first and 100% customer satisfaction", thus forming its distinctive management model, such as the gold standard of service norms (including a motto, a creed, three-step service and 20 basic requirements); in the departmental coordination of the edge of the principle of service (lateralservicerule). Lateralservicerule); in the efficiency of service, there is a rapid pacification (instantpacification) of 1:10:100 law; in human resource management, there is a character employment method. [3] standardization and characteristics of the combination of services in order to establish a first-class hotel management model.
(2) the implementation of CIS and brand strategy The most effective, low-cost, rapid hotel group expansion is entrusted with the management and joint management (franchising), and the key to this expansion is the enterprise's brand is too hard. The role of the brand is that it can distinguish one product from another similar product, in the asymmetric information conditions, the brand is the quality of product quality recognition of the quality of the medium, but also to meet the consumer's particular preferences. [4] The formation of the brand relies on CIS, which requires hotel groups to focus on CIS design, the use of visual design to visualize the corporate philosophy and attributes, scale, systematization, especially the use of holistic communication marketing methods, through the media to increase social acceptance, so that the repetition of symbols of recognition to obtain a multiplier effect. [5] MI is the foundation of CIS and the power source of long-term development of the enterprise. It includes corporate purpose, corporate spirit, business philosophy, corporate culture, business strategy, behavioral norms and so on. Through CIS strategy, the hotel group realizes the systematization of management team organization, standardization of management mode and service operation software, training base and unification of overseas promotion. Through CIS to strengthen a set of standardized guidelines for the company and member hotels, to solve the naming problem of member hotels.
(C) improve the five major support systems Hotel companies are now the main task is to actively grow the scale of the core business itself, the establishment of their own unique hotel management model, operating a number of significant performance, first-class management demonstration hotels, as a hotel group of internships, tours, training bases; at the same time, the establishment of a strong financial management system, sales system, reservation system, human resources development system and information system, and then according to the CIS to strengthen a set of companies and members of the hotel norms, solve the problem of naming. System and information system, and then according to the principle of profit maximization to form a hotel group.
1 set up a finance company Enterprise groups generally have three centers, namely, the investment center, profit center and cost center. Hotel group to establish its own finance company responsible for group members of the hotel procurement, trust, savings and loans, investment business, financial leasing business, real estate development, bill discounting and securities mortgage business, bond guarantee, visa and consulting business. Realize the unified scheduling of funds within the group, reduce the company's dependence on the bank, but also strengthen the internal cohesion of the enterprise.
2 Establishment of booking network, sales network and information network Without a strong booking network, China Hotel's group expansion space will be very limited. Reservation network can help the group to control the flow of customers, the group mutual reservation, information **** enjoy. We have only a few hotels to join the international reservation network, not to mention the establishment of their own reservation network. To realize the hotel group management, we must establish their own reservation network, and join some international reservation network. The establishment of their own sales network means that hotels should be committed to establishing close business cooperation with travel agencies, industry associations, conference planners, airlines, large enterprises, etc., or set up their own sales departments to form a strong sales network. Information network requires the hotel group in a variety of news media, the Internet to establish their own information web page to send members of the group hotel product and service information, in addition to suppliers, travelers, customers and customers to establish a personal information file.
3 Establishment of talent training and practice base The group should have a model hotel as a talent practice base, but also a training base. The scope of training includes job operation training, communication training and strategic thinking training, in the training to implement the corporate culture, business purposes, long-term goals and values.
Four, the government's policy guidance
Hotel enterprise groups is the main force of international competition in the hotel industry in the 21st century, is the macro-control of the conduction point and the role of the point. National tourism administration to develop large hotel enterprise group urgency mainly from the tourism industry growth, national industrial security, as well as foreign large hotel group of China's market competition. The country urgently needs to cultivate a batch of large-scale enterprise groups with competitive strength through the implementation of the strategy of "big company and big group", to undertake the responsibility of the development of the industry, to compete with foreign big companies and to ensure the security of the national industry. The central and local government departments should grasp this trend in time, and actively encourage and support
.