first, differentiation strategy
these hotels are of different sizes, big and small, and their target customers are mostly tourists, business occasions or high-end customers. For hotels, there are not many angles of differentiation, but only from the perspective of products or services.
second, the cost leadership strategy
is characterized by winning customers with the highest product cost performance, and at the same time doing everything possible to reduce costs. Such hotels are often small in scale. In order to reduce the cost, the hotel is poorly decorated, and the service staff is relatively streamlined. Even the boss often acts as the "doorman" of the sliding door, not to mention any service. However, such a small restaurant, because of its high cost performance, is often packed at noon, and sometimes it takes a while to wait in line to get a seat.
third, the balanced strategy
is characterized by no obvious weaknesses, as long as it is stronger than the surrounding direct competitors. In order to maintain competitiveness and profitability, such hotels generally ensure the source of profits by carefully designing product mix, and at the same time make customers feel cost-effective. The scale of such hotels is often moderate, and the target customers are mostly targeted at the public.
Because of their different scales, resources and history, the above three types of hotels have adopted different business models. It should be said that they are only a microcosm of many catering enterprises, far from covering the whole industry. What deserves our consideration is that it is not easy for any enterprise to succeed, but a clear positioning and a feasible competitive strategy are often the first step to success.