Traditional Culture Encyclopedia - Hotel accommodation - What is the current situation of contemporary hotel competition? Detail point

What is the current situation of contemporary hotel competition? Detail point

Present situation and countermeasures of core competitiveness of small and medium-sized hotels

Han Wenxue

Core competitiveness is the core competitiveness that can bring economic benefits and enable hotels to obtain competitive advantages for sustainable development. Mainly includes the hotel product development ability. Strategic decision-making ability. Core marketing ability and market adaptability. In today's increasingly fierce market competition, in order to achieve sustainable development, small and medium-sized hotels must cultivate and enhance their core competitiveness, give play to their advantages, innovate their operations and keep making progress. The outstanding problem faced by small and medium-sized hotels in China is the lack of core competitiveness.

1, weak strategic awareness and weak strategic intention.

The exertion of sustainable competitive advantage needs to match the development strategy. The strategic intention shows the development direction, business orientation and planning and development ability of small and medium-sized hotels. At present, people and hotels in China generally have a mindset of attaching importance to tactics and neglecting strategy, relying on experience to fight a decisive battle. Due to the lack of clear strategic intentions, many small and medium-sized hotels have lost their business direction, their business areas are vague, and their blindness, speculation and randomness are prominent.

2. The resources are scattered and lack of effective diversification ability.

Diversification is a strategy for many hotel groups to expand scale, increase profits and spread risks. At present, many small and medium-sized enterprises blindly implement diversified operations when their main business is not competitive. Due to the scattered resources, the competitive tools in the core field or main business field that need resource guarantee are affected, which damages the cultivation of core competitive tools and even loses the original competitive advantage.

3. Lack of innovation ability

Innovation is the source of core competitiveness. The innovation ability of small and medium-sized hotels in China is quite insufficient, the innovation concept is backward, the employees lack innovation consciousness, the investment in technological innovation and product innovation is small, and there is a lack of system and atmosphere to encourage innovation.

4. The organizational adjustment is lagging behind and the management is chaotic.

At present, most small and medium-sized hotels in China still implement the traditional linear organization. Due to the lag of organizational adjustment, compared with domestic large hotels, they are in strategic management. Cost management, quality management, human resource management and marketing management are relatively backward, so it is difficult to adapt to the fierce market competition.

The cultivation and promotion of hotel core competitiveness is a complex systematic project, which is restricted by itself and various environmental factors. Small and medium-sized hotels should cultivate and enhance their core competitiveness from the following aspects according to their actual situation.

1, strategic planning

Core competitiveness is the basis of supporting the long-term competitive advantage of small and medium-sized hotels, and it is also a strategic capability, which must be combined with the long-term strategy of hotels. Therefore, small and medium-sized hotels must make strategic positioning and planning to cultivate and enhance their core competitiveness. Facing the rapidly changing market environment, hotels should pay attention to the possible important events (advantages and disadvantages. Opportunities, threats) to make a sensitive and correct response in time, clear the development trend of the market, adjust the development direction of enterprises, and adapt to the changes in the market.

2. Enhance innovation ability

Changes in the structure of consumer demand. The shortening of product life cycle, the formulation of development strategy and the transformation of economic growth mode all require small and medium-sized hotels to constantly innovate their ideas. Product innovation and management innovation. System innovation and mechanism innovation, establish a modern enterprise system and establish an effective innovation mechanism. Let continuous innovation become the system followed by all levels and departments of small and medium-sized hotels, provide organization, resources and time for continuous innovation, and continuously improve innovation ability.

3. Innovative management; Establish a reasonable governance structure

Small and medium-sized hotels must carry out scientific management, change ideas and abandon experience. Parental management is extensive and casual. We should not only give full play to people's role in management, but also improve the incentive and supervision mechanism in hotels to enhance employees' sense of ownership. It is necessary to cultivate and enhance the core competitiveness of enterprises, speed up the establishment of a modern enterprise system, improve the hotel's strategic decision-making, financial management, procurement management, marketing management, quality management and other capabilities, and effectively guarantee the promotion of the core competitiveness of small and medium-sized hotels.

4. Give full play to its own advantages and implement the strategy of "specialization"

"Specialization" strategy is the basic strategic choice for small and medium-sized hotels to cultivate and enhance their core competitiveness. Small and medium-sized oil mills should give full play to their "small" specialties and concentrate one or two advantages to form core competitiveness. Avoid competition with the number of big hotels and look for opportunities from competitors and market gaps. Completely abandon the business philosophy of "small but comprehensive" and gradually develop from "small but comprehensive hotel" to "small but refined", "small but specialized" and "small but high" professional hotels.

5. Pay attention to corporate culture and innovate corporate culture.

Corporate culture is the humanistic values accumulated by enterprises in the long-term development process. Openness, respect and positive corporate culture are important factors of core competitiveness. First of all, it is necessary to cultivate the unique entrepreneurial spirit, business philosophy, values, morality and spiritual outlook of small and medium-sized hotels. The unique enterprise spirit can make employees unite, full of cohesion and vitality. Secondly, it is necessary to improve the learning ability of small and medium-sized hotels and establish learning hotels and creative hotels.

I wonder if it's true.