Why did OYO's story end with layoffs, termination of contracts and the departure of senior executives?

OYO Hotel was established in India in 20 13 and officially entered the China market in 20 17 1 year. OYO's model is to provide unified decoration, system management, operation and promotion services for small and medium-sized single hotels. OYO is now the largest hotel chain in India, with an estimated value of $654.38+00 billion.

1, the business model is questioned.

Cooperative hotels can tear up cooperation at will, employees are corrupt, and the company signs no matter how many rooms it earns, which makes the OYO model controversial. 2065438+May 2009, the company further proposed the 2.0 model, hoping to continue to expand in a new way of cooperation. This model provides attractive conditions such as "guaranteed income". Guaranteed income means that OYO pays the guaranteed cost to the owner every month according to the historical income of the hotel. To put it more simply, it is the bait for the boss to "share all the money earned and the company will help you compensate for the losses".

2, modify the deposit, the income is low.

OYO unilaterally revised the guarantee amount without discussion, which is surprising. In addition, OYO sells houses at low prices, but increasing the occupancy rate does not increase income. All kinds of fines appear on the monthly bills, causing them to fall into a strange circle of "getting poorer and poorer". OYO owners' rights and interests group, demanding to terminate the cooperation with OYO and repay the outstanding payment.

3. Income cannot be paid on time.

If the income cannot be paid on time, it will directly affect the operation. Some hotels cost more than 40,000 yuan per month. Many car owners have the same problem. If they don't pay the money on time, they can't maintain the rent of tens of thousands of yuan a month. The worst result is either bankruptcy or sale. Car owners are complaining that OYO reduces the guarantee cost, attracts low-quality customers at low prices, and completely doesn't understand all kinds of unusual items on the bill, such as "adjusting the NRV quota".

One-sided emphasis on numbers instead of operations and brands may leave only a bunch of numbers in the end. A good enterprise is doomed not to speak with numbers but to prove itself with strength.