Open a hotel to purchase hardware.

In the case that the profits are declining year by year and the total supply of hotels is relatively surplus for many years, the hotel industry in China should control the total supply, optimize the stock, take the road of specialized operation and avoid vicious price reduction competition. At the same time, we can reduce operating costs and resist operating risks through group scale operation. The leading role of market mechanism should be emphasized in the process of collectivization. Guided by brand and management, intangible assets will be materialized to achieve low-cost and high-efficiency expansion.

The operating situation of the hotel industry in China is not optimistic. The average occupancy rate of hotels in China decreased from 1.993 to 1.998 year by year, and the profit rate also showed the same trend, resulting in the loss of the whole industry 1.998, the national house price decreased by 1.36%, and the average occupancy rate decreased by about 3 percentage points (Yuan,/kloc-0 The strong pressure of international competition is reflected in the operating performance of joint-venture hotels and state-owned hotels: 1997 The total operating income of state-owned hotels is 36.93 billion yuan, with an average of about 90,000 yuan per room, which is lower than the average of 33,000 yuan, and there is no profit or even loss. The operating income of the joint venture hotel is RMB 3,565,438+32 million, with an average of RMB 197 1 10,000 per room, which is 2.2 times that of the state-owned hotel, and the profit19.92 million RMB. The gap is amazing.

Control the total expansion and optimize the supply strategy of inventory structure

In recent years, the main reasons for the decline in the operating performance of the hotel industry in China are summarized as follows:

(1) The local authorities go beyond their authority to approve tourist hotel projects, and at the same time focus on the timing arrangement of self-approved projects, lacking overall planning, blindly building a large number of hotel restaurants, and the macro-total expansion is out of control. (2) Real estate turned to tourist hotels: In recent years, the real estate was depressed, and office buildings, apartments and villas were renovated and transformed into hotels. (3) Social hotels were upgraded, and training centers and sanatoriums turned to receive tourists, diverting tourists by about 10%. (4) The Southeast Asian financial crisis led to a sharp drop in the number of tourists from neighboring countries. (5) The state controls meetings and free travel, and the slowdown of domestic economic growth affects the growth of domestic tourism consumption. Among the above reasons, oversupply is the fundamental reason. From 1996 to 1998, the hotel added 70,000 rooms, an increase of 56.25%, while the guest growth rate was 32.9%. However, this surplus is relative surplus, which is caused by excessive supply growth during the period of demand growth. As long as the total supply is properly controlled according to the demand growth, it can be eliminated. Therefore, to ensure the healthy development of China hotel industry, it is an inevitable measure to control the total expansion.

The overheated hotel investment stems from the separation of government and enterprise, and the absence of the main body of enterprise property rights. Because the investment decision-makers in state-owned enterprises are not the owners of assets, the decision-makers can't bear the loss of investment, and the expansion of investment can bring some decision-makers actual control over assets, which strengthens the investment impulse of decision-makers, leading to widespread investment hunger in public-owned countries. When the investor himself does not bear the property responsibility, this investment impulse is unstoppable. At the same time, the long-term system of dividing the examination and approval authority of investment projects between enterprises at all levels and governments at all levels not only stifles the economies of scale of projects and enterprises, but also causes inefficient games between enterprises and governments at all levels. In order to eliminate the blind investment impulse of the hotel industry, the government should focus on controlling the industry and entering the scale on the premise of strengthening the economic responsibility and property rights constraint of investment. Instead of "cultivating" enterprises with high social costs afterwards, it is better to pay attention to the "eugenics" of investment projects beforehand (Liu Zhibiao, 1995) [2]. Hotel industry is an industry with huge obstacles to exit, and it is easy to enter but difficult to exit. It is very difficult for a hotel to transform into other products. Because hotels can enter and retreat, "eugenics" in the hotel industry is far more important than "excellent education".

The 1990s is the era of all-round expansion and industrial upgrading of China hotel industry. The overall expansion is achieved in two ways: new hotels and social hotels upgraded to tourist hotels. Since 1990, a large number of hotels have been upgraded, and social hotels have been transformed into tourist hotels. Every year, 600 to 800 social hotels have been upgraded to tourist hotels. Low-end hotels have changed to high-end hotels, and a large number of two-star hotels have been upgraded to three-star hotels. Hotel upgrade has greatly improved the reception capacity and quality of China hotel industry. The upgrading of service and management in this hotel industry obviously lags behind the upgrading of hardware facilities. However, since 1993, the operating performance of the hotel industry has been declining year by year, which shows that the urgent task of the contemporary hotel industry is not the total expansion, but mainly the adjustment of stock structure and the upgrading of service quality and management, especially the adjustment of stock structure, which is the most effective means to avoid the vicious price reduction competition at present.

The main method of stock structure adjustment is the division of labor within the hotel industry, that is, specialized management. China's hotels should be transformed from the large and comprehensive, small and comprehensive hotel structure facing all markets to professional hotels with their own characteristics. Specialization means that hotels should have specialized facilities, specialized services, specialized management and subdivided markets. Different types of hotels should be distinguished, such as conference hotels, holiday hotels, exhibition hotels, gambling hotels, suites, apartments, motels, youth hotels, business hotels, B&B (a hotel type that provides breakfast and accommodation without meals) and so on.

Specialized management is an inevitable measure to avoid vicious price reduction competition.

Among the guests received by tourist hotels, the proportion of overseas guests to domestic guests decreased from 50% in 1994 to 37% in 1998. The restriction of domestic tourists' consumption level will inevitably lead to the decline of hotel income. Surplus and price reduction competition are twin sisters, and professional management is an inevitable measure to avoid vicious price reduction competition. The most important function of professional management is to avoid price reduction competition caused by direct product substitution through product differentiation.

Another function of specialized management is that specialized hotels can meet the needs that ordinary hotels can't meet, and make customers' specialized needs change from potential needs to real needs, which undoubtedly expands the market scale. Specialized management means that each hotel should establish its own unique management mode and marketing network in terms of facilities, services and management for one or two market segments, so as to gain a foothold in the market and develop a number of professional business hotels, holiday hotels, conference hotels and aviation service hotels. In view of the domestic market, it is necessary to transform a number of cheap, comfortable, convenient and popular hotels. In the future, there will be three popular hotel types in China: (1) youth hotel, also known as backpacker hotel (2) motel (3) all-suite youth hotel, which mainly caters to young backpackers who are mainly students. This kind of hotel is very common abroad. For example, youth travel in Australia is cheap, about 15 Australian dollars per night, which is only about 1 6 of the average hotel room rate. It has convenient reservation system, free shuttle service, complete catering facilities and self-service laundry room (Liu Wei, 1999) [3]. Affected by the reform of housing system and deflation, China people's desire for tourism has increased, but their actual behavior has declined. To make people's wishes come true, it is a powerful measure to provide cheap accommodation. The success of Guangdong Youth Hostel and Shanghai Jinjiang Holiday Hotel is an example of this.

China consumers are facing the upgrading of consumption structure. Generally speaking, the basic necessities of life and some daily consumption of urban residents have been met. They have to meet the needs of housing and transportation and improve their quality of life. Consumption has changed from thousands to tens of thousands of yuan, and private car consumption is one of the important development directions. Buying a car is a hot spot of consumption today, and it will become fashionable for families to travel by car. Motels will appear. Motels will undoubtedly be the fashion type of China hotel industry in the 265,438+0 century. They mainly attract car tourists and are located along the expressway, providing accommodation, catering, laundry, telephone, gas station, parking lot and other services.

All-suite hotel will be a new form. Executive suites are relatively mature in China at present, but there are not many suites for family tourists. The concept of all-suite hotel is to emphasize DIY characteristics, that is, self-help. The full-suite hotel for business tourists emphasizes its dual functions of office and life, while the full-suite hotel for family tourists emphasizes its life function. The former needs complete office equipment to provide various secretarial services, while the latter needs complete laundry and kitchen equipment. The former emphasizes advanced facilities and fast service, while the latter emphasizes convenience and economy. Paying attention to the domestic market and developing tourism products that domestic tourists can afford are the key topics of hotel management at present. To attract domestic tourists, controlling costs and reducing prices are the key. Holiday Inn is very successful in attracting ordinary consumers. It emphasizes two characteristics: moderate price and value for money. Cost control is the key to product standardization. For example, Holiday Group promised to reduce: 1. Construction cost; 2. The number of full-time employees; 3. The direct cost of operating each room. Best Western Hotel Group adopts a large number of purchase and sharing projects such as insurance, financing, credit card discount, management contract and vocational training to reduce costs. Standardization helps hotels reduce operating costs, thus attracting price-sensitive and clean and comfortable tourists at low prices.

Scale management strategy to deal with risks

As far as the target market of hotel service is concerned, specialized operation is a good way to avoid the vicious price competition in the hotel industry at present, but the risks of specialized operation are small market scale, high operating cost and the change of consumer preference will easily lead to market loss. We should resist the risk of specialized operation through scale operation. There are two ways of scale management: in the expansion of hotel single scale or hotel group, the scale is obviously proportional to the benefit, that is, the larger the single hotel, the better the operating benefit, and the benefit of group hotel is better than that of a single hotel. The occupancy rate of big hotels is obviously better than that of small hotels, and the occupancy rate of hotels of different sizes varies greatly. According to the statistics of 1996, the occupancy rate of more than 500 hotels is 64.3%; The hotel occupancy rate of 300-499 rooms is 60.7%; The hotel occupancy rate of 200-299 rooms is 67.9%; The hotel occupancy rate of room 100- 199 is 55.1%; The occupancy rate of hotels with less than 99 rooms is 30.7%. The operating efficiency of large high-star hotels is obviously better than that of small low-star hotels. 197 The total profit of China hotels was 814 million RMB, while the profit of 96 hotels with more than 500 rooms was 319 million RMB, with an average profit of 23,000 RMB per room. The other 5 105 hotels lost 30.7 billion RMB. The average operating income of hotel rooms is 6.5438+0.96 million yuan, while that of small and medium-sized hotels is only 58,000 yuan (654.38+0.999 yuan in Tang Zong) [4]. According to the principle of industrial organization, large companies with dominant position have stronger resistance to competitive pressure. This dominant position may come from the advantage of supply or from the advantage of demand. Supply advantages include monopoly control of patents, trademarks, sales channels, reservation technology and sources of funds. Demand advantages include brand awareness and customer loyalty caused by joint word of mouth. This may be due to the early entry of joint ventures, such as Holiday Group and Lamari Group. It may also be a novice with great market appeal, such as Marriott Group. If customers choose hotels mainly based on past experience, brand loyalty and switching costs, the demand advantage of joint number will become more and more prominent. Hotel groups can adopt the cost-leading strategy to serve the mass market at low cost, thus achieving economies of scale. For example, one of the seven tenets of Hilton Group management is mass procurement. In Hilton Group, there are 265,438+0 items, such as matches, porcelain, soap, carpets, etc. All of them are purchased in large quantities, which can not only save money, but also allow manufacturers to produce these items according to the special standards of the hotel (Hilton, 65,438+0957). The source of hotel scale economy is: 1. With the increase in the scale of hotel groups, the number of hotels with single brand members has increased. 2. As member hotels share various costs such as training, promotion, R&D and personnel organization, the cost is reduced.

Scale is not equal to efficiency. Only under the premise of sharing resources within the hotel and division of labor and cooperation among various departments can benefits be generated. This is an urgent problem to be solved by the tourism group currently pinched by the government. For example, Beijing Tourism Group includes many types of enterprises, including many hotels with various stars and many hotels with the same stars. If there is no division of labor and cooperation in Beijing, it will not only lead to economies of scale, but also lead to internal competition. This hotel group should differentiate several different brands and different market segments within the group. Hilton Group is divided into eight series: Hilton Hotel, Hilton International Hotel, Hilton Business Hotel, Hilton Conference Hotel, Hilton airport hotel, Hilton Resort Hotel, Hilton Apartment Hotel and Hilton Courtyard Hotel. Group member hotels should purchase, promote and train, and establish a unified reservation network, otherwise it will be difficult to obtain benefits.

The Operation Mode of China Hotel Group

The concrete form of scale operation of hotel industry is collectivization. The hotel industry in 2 1 century is a century of group competition. Hotel group will be the protagonist of the industry. In the future, the existing small hotels will either be merged or become the service outlets of large groups, or make up for the hotel groups in business, or be squeezed out of the hotel industry. An enterprise group is a huge consortium with one or more large enterprises or banks as the core, controlling a large number of subsidiaries, sun companies and affiliated companies, and holding shares. With capital control as the link, enterprise groups control member enterprises by participating in the management decisions of subordinate enterprises, thus forming enterprise groups with huge capital (Zang, 1997) [5]. The most important strategic goal of establishing a hotel enterprise group is to improve the operating efficiency and international competitiveness of hotels. China hotel industry organization is not based on economic monopoly competition structure, but on administrative monopoly structure of administrative power at all levels. Therefore, administrative forces control, monopolize, divide and block the operation of the market, the scale of enterprises is uneconomical, mergers, acquisitions and mergers are difficult, and economic competition is insufficient (Liu Zhibiao, 1995). At present, the market is underdeveloped and the administrative monopoly power is very strong. It is the quickest way for the government to set up hotel groups. Combined with the current form of decoupling between enterprises and the government, the government can set up tens of billions of tourism groups or hotel groups overnight in the form of administrative orders and asset ownership. This cannot be achieved by relying on market forces in China at present. This government-led hotel collectivization mainly relies on free allocation and entrusted operation. Assets become subsidiaries of the parent company of state-owned hotel groups. That is, the state-owned hotels under the jurisdiction of the government or local governments will be merged into hotel enterprise groups by administrative allocation, and the group companies will hold shares and manage them as wholly-owned subsidiaries. Beijing Tourism Group, Shaanxi Tourism Group and Shandong Xinlike Group are examples of such collectivization.

The division of industry authorities and the rapid division of regional administration have hindered 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. China's state-owned enterprises are established according to two basic principles: first, the principle of centralized management; The first is the principle of investment subject. Because of the separation of government from enterprise, the competent department is unwilling to lose control of people, money and things under its control, preferring to make it run inefficiently rather than oppose collectivization. The key to break through local protectionism is to separate government from enterprises, reduce the resistance of reverse action groups and cultivate innovative groups at the same time. Local interests should be subordinated to national interests. It is in the national interest to improve operating efficiency, improve national competitiveness, maintain and increase the value of state-owned assets, and ensure national industrial security. In the case of separation between local and industry, the administrative order of the government is more efficient than the market mechanism to establish hotel groups. Most of the groups led by local governments are regional mixed groups, including hotels, travel agencies, restaurants, taxis, scenic spots, shops and other enterprises, while the groups led by market mechanism or central government industries are mainly cross-regional horizontal joint groups, with hotel enterprises as the main body.

In a certain period of time, the development path led by local government really plays a great role in hotels in China. However, the obvious defect of government-led is that local governments take administrative divisions as the boundary, and their market interests and market behaviors strengthen the separatist state of economic operation, creating a number of "clay giants." The solution is to gradually develop the micro-market subject of enterprises and let the government gradually withdraw from the specific market transaction process. The market mechanism is mainly realized by establishing property rights relations in the process of group formation. The main methods to straighten out the property right relationship are: investment, acquisition and merger, authorized shareholding operation, horizontal shareholding, income conversion, asset divestiture and so on. The market mechanism requires low-cost expansion, which requires us: the weapon of expansion mainly depends on the brand and management of intangible assets, not tangible capital; Under the current situation, the expansion goal is mainly to merge, manage and revitalize existing capital, 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. Under the market mechanism, the operation mode of hotel collectivization is: well-funded enterprises form groups through acquisition and equity participation, well-managed hotel enterprises are guided by brand and management, intangible assets are tangible, and low-cost and high-efficiency expansion is realized. The relationship between brand and management and the materialization of intangible assets are the basis for realizing the low-cost expansion of hotel groups and forming a sustainable expansion mechanism. China needs to clone a number of excellent hotels with brands and management.

If there are several big groups in China that can compete with international hotel groups, it is far from enough to rely on the independent development of several consortia or hotel leaders at present. There must be strong cooperation, and the cooperation between big consortia and the most famous hotel management companies in China is needed to form the "Big Mac" of China hotel industry. Establish a principal-agent relationship between them. The consortium buys or builds hotels, and then entrusts the hotel management company to be responsible for the operation and management (Zou Tongqian, 1999) [6]. Strong alliance and complementary advantages are the basis of establishing the international competitiveness of China hotel industry.

Because our country is under the planned economy system for a long time, the accumulation time of enterprise capital is short, and the local and industrial separatism is serious. Therefore, government actions can shorten the cycle of capital accumulation, break through the separatist situation in the process of collectivization, give preferential treatment in investment, loans and attracting foreign investment, support groups that meet the requirements of industrial policies or economic development plans, and actively promote the merger and strength growth of enterprise groups. The role of the government in this respect cannot be underestimated. When the group is formed, the leading behavior of the government should withdraw from the enterprise and give way to the market mechanism, so that the enterprise can truly become the main body of market behavior. At present, Chinese hotel enterprises should pay attention to capital accumulation, service and management upgrading, brand creation, sales network construction and other means and methods to improve their competitiveness.

2005- 12-03

Strategic development model and policy orientation of hotel enterprise collectivization in China: from Chuangjing, Lv Wei, lwcj.com

Label: tourism planning, tourism planning, tourism investment, landscape design, green dimension, creating landscape

Tourism planning, tourism planning, tourism investment, tourism financing, landscape design, green landscape creation, tourism management, amusement facilities, amusement equipment, tourism investment, business planning, feasibility study.

At present, the hotel industry in China is facing very severe challenges. The national average occupancy rate is decreasing year by year, from 67% in 1993 to 53.86% in 1997, with an annual decrease of 2-4 percentage points. The yield also showed the same trend, from 9.82% of 1994 to 1 1% 1997. However, the management of joint-venture hotels is obviously better than that of state-owned hotels, and the fundamental reasons for its success are: group management, scale efficiency, quality and brand. Therefore, establishing hotel groups and pursuing economies of scale are the only way for the development of hotel industry in China. The most important strategic goal of establishing a hotel enterprise group is to improve the operating efficiency and international competitiveness of hotels.

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.

Even if hotels are inefficient, uncompetitive or even losing money, local protectionism refuses to merge. This phenomenon is very common in China. 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.

Encourage, help