The hotel industry has been losing money for many years and needs our great attention. What are the problems in the hotel industry? It is the basis of our progress to sort out and understand these problems clearly.
First, the learning ability is not strong
In today's increasingly involution society, "your opponent is studying, your enemy is sharpening his knife, your best friend is losing weight, and Lao Wang next door is practicing his waist", and challenges are everywhere. What are the people in our hotel doing? Whether an industry continues to make progress depends on the learning ability of the industry, especially the leaders in the industry.
A considerable part of the general manager of the hotel industry is from actual combat. They are either cooks, porters or waiters in other departments, and they become general managers step by step from the grassroots level. From the perspective of development, there are two problems. First, there is a serious shortage of learning interest and learning ability, which stays in the stage of experience management; On the other hand, the stamina for further development is insufficient. Once the general manager of a single hotel is transferred to a hotel group, he is often at a loss, especially lacking standardization, informationization and digitalization. How to promote the development of the group and how to carry out effective capital operation is often a knowledge blank.
The lack of high-end talents in the hotel industry is puzzling the development of the industry, and the income level of tourism determines that it cannot attract first-class talents. In a normal year, the average income level of the hotel industry is more than 40,000 yuan, and it is conceivable what kind of talents can be attracted.
Let's look at the total labor productivity, and the calculation formula is: total labor productivity = GDP/ all employees. The total labor productivity of national star hotels in normal years is about 200,000, which is relatively low compared with other industries, which in turn explains the low income level of employees in the hotel industry.
The hotel industry generally lacks learning ability from top to bottom, especially the ability of deep learning. Inefficiency determines the low density of talents, forming a vicious circle and becoming the biggest obstacle to the sustainable development of the industry.
Second, the circle is relatively closed.
The circle of employment in the hotel industry is relatively closed, and there are many inbreeding. I know Zhang San, Zhang San knows Li Si, and Li Si knows Wang Wu. All these relationships are conducive to cooperation at work, but they also face the risk of collective job-hopping or forming small groups at work.
The result of closure is often the lack of openness and tolerance to the outside world, the lack of fresh blood, and finally more and more closed, high-level talents can not enter, and they will not live long if they come in. Eventually, talents are becoming scarcer and scarcer, the density of talents is getting lower and lower, and enterprises lack vitality and vigor.
Third, there is a general lack of innovation.
There is a general lack of innovation and low application of science and technology in the hotel industry, which has a lot to do with insufficient learning ability and relatively closed circles. For example, Jinling Hotel Group has broadened its horizons and entered the pension industry, which has achieved very good social benefits. I believe that after a period of hard work, we will also achieve better economic benefits. This is an innovative measure, which comes from the knowledge and learning ability of management.
For another example, the traditional hotel industry basically failed to share the dividend of real estate growth, while the private Kaiyuan Hotel Group actively explored real estate business while developing hotels. Many real estate enterprises also take land in the name of hotels to further expand their business and share the dividends of real estate growth. In fact, "hotel real estate" has become a development model, which is the result of active innovation and has achieved good economic benefits.
For another example, in the context of the epidemic, how can the hotel industry benefit hotel assets again and realize greater asset value through transformation? In addition, how to realize the hotel's high efficiency through information technology and continuously improve the hotel's management ability and level? None of this has been solved yet.
Fourth, low concentration and excessive competition.
In 20 19, the market share of the top three hotels in China was 14.3%, of which Jinjiang International was 6. 1%, Zhu Hua was 4.4%, BTG was 3.9%, and the United States reached 37.4%. The CR7 of the hotel industry in China is 22.2%, and that of the United States is 57.2%. It can be seen that the market share of the head enterprises in the hotel industry in China still has much room for improvement, and there are still many market opportunities. If we want to reach the level of hotel market concentration in the United States, there is still room for our head enterprises to grow exponentially.
The low concentration and decentralized market structure will further determine the market behavior, which is manifested in excessive competition and reduce the profit level of the whole industry.
Looking at the aviation industry in China, the market concentration is much higher. From 2065438 to 2009, CR4 was 84.9%, showing an oligopoly competition pattern.
Fifth, the chain rate is not high and the scale effect is not sufficient.
At present, the chain rate of hotel industry in China is still relatively low. According to the Report on the Development and Investment of Chain Hotels in China 20 19 by Yingdie Consulting, by the end of 20 18, there were ***424 19 limited service chain hotels in China. At present, the market size is almost105,000, which means that there are hotels with 1.5 times that are not included in the chain operation.
Chain operation not only helps to improve the efficiency of individual hotels, but also helps to increase the scale of hotel groups. Chain operation can save operating costs to a certain extent, and cooperate with some institutions to better control the costs of finance, manpower and procurement.
Relevant research shows that the hotel chain rate in China is around 30%, while that in the United States has reached 70%. On the one hand, it shows that the scale of our enterprise is not large enough and the chain rate is still relatively low. On the other hand, it can be seen that leading enterprises still have great market space and face great development opportunities.
Sixth, brand influence is not enough.
Some of our well-known high-star hotels are basically well-known foreign hotel brands. In terms of brand, we still have a big gap. Brand is a strategic asset, the basis of joining and expanding, and the guarantee of traffic. We don't fully understand these basic concepts, and we don't want to spend money on brand tempering. In fact, the brand is the most stable traffic pool. If the brand of international hotel is hung in the first-tier cities, it may bring more tourists and produce the effect of product and sales integration.
What is the connotation of brand? What are the characteristics different from other hotels? How to tell a good brand story can reflect inheritance, consistency and form a strong communication? In an era without video and communication, stories need to be told vividly, not just in words.
Sustainability is the characteristic of a strong brand, and consumers can't be at a loss for one theme today and another tomorrow. Brand is an important means of product differentiation. Only by constantly strengthening its uniqueness can it form market influence. If you can't clearly explain your differentiation, there will be no specific target market, and you will not be able to better serve your business strategy.
Hotels with internationally renowned brands attach great importance to multi-brand strategy. Coupled with the rich hotel resources, it has a strong appeal to members, keeps customers sticky, makes the brand a stable source of tourists and forms a group of loyal consumers. In terms of brand, no matter from the degree of attention or from the actual effect, we all have a big gap.
Our brand influence is not enough, and another important reason is that the degree of internationalization is not high, mainly relying on the domestic market, rather than the international and domestic markets.
Seven, the product is rough.
As far as hotel products are concerned, at present, they mainly meet the functions of living and eating. It should be said that there are still many improvements in this basic function. From the point of view of consumers, there is often a feeling that goods are not valued, mainly because of poor experience, rough products and insufficient humanization.
For example, the check-in and check-out process is slow, the deposit of chain enterprises is inconsistent, and the implementation standards are inconsistent; The guest room smells bad, the toilet doesn't start well, and the toilet is not energetic enough; The bed is too soft. Although there are many pillows to choose from, none of them are comfortable. There is even hair on the bed. Swimming pool and gym facilities are too old; Breakfast seems rich, but it's not delicious. This restaurant smells of oil smoke. For hotels with high prices, everyone has expectations and cannot tolerate these problems, which will affect the consumption experience.
These problems listed above are actually common in the hotel industry. If even the basic products can't be intensively cultivated and no longer pursue perfection or even perfection, it shows that the industry is still in a comfortable circle because of insufficient competition or low-level competition.
Eight, the marketing ability gap is big.
Nowadays, many hotels are getting weaker and weaker in sales capacity, relying more and more on platform-based enterprises, and their own sales share is getting lower and lower. Not only individual hotels, but also group hotels have to accept the exploitation of the platform.
The lack of marketing ability of hotel groups is more manifested in the fact that the system construction can't keep up, the phenomenon of data islands is more serious, and it is impossible to market accurately, but it is aimless, blind people touch the elephant, and the digital capacity construction is seriously lagging behind.
Great changes have taken place in the current marketing methods, and the channels are more and more diversified. How to effectively use and operate these new channels requires continuous learning.
Ninth, insufficient attention is paid to cultivating and shaping people.
As far as human resources are concerned, training is not paid enough attention, especially to the general manager. Lack of learning ability is an inevitable manifestation of not paying attention to training, and hotels of internationally renowned brands attach great importance to this aspect. When domestic hotel groups manage the output, the biggest trouble is that they can't send out the general manager, and often make temporary arrests or temporary recruitment. As a result of the lack of planning, they expand one hotel today and lose another hotel tomorrow. The owners are not satisfied and their reputation is not good.
Internationally renowned companies generally conduct talent inventory every year. According to the expansion plan, they plan to train the proposed general manager and the selected talents, including network knowledge training, practical post cross-training and centralized sand table exercise. Such candidates are much more stable, more professional and more familiar with the company's culture and resources than those who seize the differences temporarily.
In the assessment of hotels, people's efficiency is often mentioned, while floor efficiency and investment efficiency are less mentioned, which reflect the value of hotel assets.
Floor efficiency refers to how much benefit can be generated per square meter. According to the data before the epidemic, 36 yuan is the top guest room in Hong Kong, followed by 22 yuan in Singapore and 9 yuan in China's first tier cities. Many of our developers do not develop hotels according to the business logic of return on investment, but simply pursue high. There are many reasons for this. The average building area is too large. The average construction area of five-star hotels in Chinese mainland is 170, that of third-tier cities is 180, and that of Hong Kong is 84. It can be seen that the spatial layout of our hotel is unreasonable and the building efficiency is relatively low. There is still a misunderstanding, as if the bigger the room, the better the price will be, but it is not. The research shows that the correlation coefficient between room area and room price is 0.5, and most hotels that achieve the highest room price are not the hotels with the largest area. The bigger the room, the better the benefit.
Investment refers to how much benefit can be generated for every dollar invested. We lack data in this respect, but in fact we should make a comparison. The level of investment benefit determines the flow of funds.
Hotel employees have poor deep learning ability, low talent density and lack of innovative consciousness; The hotel market concentration is not high, and the chain operation is not enough; The hotel group lacks the four abilities of brand, product, marketing and human resources, and the value of hotel assets is not tapped enough, which leads to the inefficiency of the hotel industry in China and faces great challenges.
After years of development, China's hotel industry has made great progress, but compared with internationally renowned hotel groups, there is still a big gap, especially the improvement of its ability is far from enough. The key is to calm down and face the problems, forge the ability, build the system, and achieve world-class brands and enterprises.