What does good hotel and good management look like?

Modern hotel management is a specific industry operating system rooted in the concept of modern hotel management. The modern hotel management concept is a theory that is summarized and innovated by hotel professional managers who lead the management trend to adapt to the competitive environment and development trends of modern enterprises, and can gain universal recognition in enterprise operations and bring huge economic benefits.

After foreign advanced hotel management experience was introduced to our country in the early 1980s, the so-called model group was formed after a considerable period of assimilation or localization process. In the south there are White Swan model, Huating model and Jinling model; in the north there are Jianguo model, Lido (Holiday) model and Great Wall (Sheraton) model and so on. During this period, both corporate (hotel) managers and scholars in the tourism industry were talking about the uniqueness and particularity of the taste model, which was also a sign of corporate competition and market recognition at that time. Whether the enterprise has a certain operating model or has introduced a certain management concept model. It should be said that in the past 15 years, China's hotel industry has been tracking or following a standardized management concept.

In the mid-to-late 1990s, as information high-tech products entered the enterprise and then entered the home, the hotel industry also underwent a historic change. The widespread application of GDS in international hotel management groups has promoted competition and even mergers in the hotel industry on a regional and global scale. Starwood acquired Sheraton and Westin; Marriott merged with Ritz-Carlton. ·CARLTON), New World, Courtyard and Ramada brands; British listed company BASS PLC acquired InterContinental Hotels after acquiring Holiday Inn Management Group. This is because the greater the sharing base of information resources, the more comprehensive the services provided by the hotel will be, and large-scale management groups will be in a more advantageous position in the competition, so greater mergers and acquisitions will occur in the hotel industry in the future. Inevitable.

In this section, the international hotel operation system gradually faded the prominent position of the previous model and replaced it with an interactive and integrated hotel operation "mode". While focusing on the past group's human resources allocation, strong reservation and sales, and outstanding features that are different from other groups in terms of operations and operating procedures, the International Hotel Management Group has also devoted more attention to its brand strategy (the management of the brand and its own specific market), regional and The global competitiveness of the group (the number of hotels and the construction of sales network) and the construction of corporate culture (the group's value trend and the group's positioning in the long-term competitive environment).

At the same time, many hotels in my country have applied advanced foreign group management methods into their daily operating systems: group management, promoting brand strategy, highlighting corporate culture construction, etc. However, due to limitations in scale, its role is relatively minor and weak. If domestic hotels and hotel groups want to pursue brand effect and popularity without improving their own hardware and software indicator systems, the final result will still be to return to the road of establishing and improving internal management systems. The internal and external forms of management are different from There was no essential difference ten years ago. Because brand strategy is an operational behavior to strengthen the external image and internal management in regional and even international management methods, it includes the company's positioning (regional; international; current and future), sales and reservation network, group Human resources mobilization system and regional group system support, etc. In short, domestic hotels and hotel groups are limited by many factors such as financial resources, group development scale, and established group enterprise development plans. Their operations are still stagnant in model management, that is, confirming the quality of hard and software service systems. Of course, environmental protection and high-tech products are added to the hardware indicator system in corresponding corporate operations, but it does not affect the management differences between Chinese hotels and international hotel companies.

This is a difference and lag in the industry, and it cannot be changed in a short time. Of course, we do not rule out the successful examples of some domestic hotels and hotel groups in the past two decades. However, it should be noted that as an industry, operators or investors in China's hotel industry either do not recognize the modern hotel management concept, or they are negative about large-scale financial investment in the construction of a group system based on their recognition of the management model. manner.

Because of group management, the popularity of a single hotel brand, the scientificization of hardware and software indicators, the reasonable allocation of human resources, and the group's success in brand competition in the international market are inevitably linked to the success of the brand and system, that is, the success of a hotel. The success of the operation does not mean the success of the group's expansion. On the contrary, in the competition of groupization, international hotel groups emphasize a highly unified cultural concept and value orientation, and an operating system without too many signs of assimilation and localization: that is, a unified image requires a unified concept and unified support, and absolutely Imperfect solo play.

In the days after accepting the invitation, I have been making relevant comparisons between modern enterprise management and modern hotel management. It suddenly occurred to me that one person could serve as a powerful reference. This company is General Electric Co. in the United States, and this leader was named the Manager of the Century by Fortune magazine. Century's Jack Welch (Mr. John F. Welch. Jr.). In March 2000, ANA President Mr. Kichisaburo Nomura quoted Jack's management creed, which has become commonplace in other famous companies in the world. I once simplified it into the first and second laws: that is, companies must strive to be first or second (market share) in the market, otherwise they should exit the industry in a timely manner; in terms of human resources, companies must hire The best employees are or become the best employees, never third-tier employees. This seemingly simple creed allowed the company founded by Edison to still achieve an impressive record of number one market share and best human resource allocation in comparable markets in the 20th century. And what benefits has this CEO (the eighth since 1892), who has been in power at General Electric for 20 years, brought to GE? From 1981 to 2000, the total market capitalization of General Electric increased from US$13 billion to US$489 billion; the stock brought an average annual return of 25% to investors; and the company's net profit increased from US$1.6 billion to US$12.74 billion. (19% higher in 2000 than in 1999). From this set of figures, it is not difficult to see that the company has such outstanding performance because it has the first market share and first-class management talents. On the contrary, if there is no sustainable growth performance, the company's market positioning, product marketing, and talent allocation must be inappropriate or not adjusted in time with the industry competition situation.

I got some inspiration from the above examples. In fact, when advanced international hotel management experience first entered China 20 years ago, until today, we all think that hotel management is a separate discipline. With the passage of time, "special" hotel management has become closer and closer to the management concepts of modern enterprises, and more and more elements are borrowed from each other. On February 1, 2001, Mr. Barry Sternlicht, chairman of Starwood Hotels & Resorts Worldwide Inc., hired Mr. James Hyman, a former senior manager of General Electric, to implement total quality management (Six Sigma) throughout the group. At the turn of the new century, the group will invest US$15 million in system-wide training for its 130,000 employees. This idea was also derived after reading Jack Wickage's autobiography. In fact, total quality management was a monitoring system designed and improved by companies such as Motorola Inc. 30 years ago to reduce error rates and costs.

It can be seen that management concepts can be used for reference across industries and even across industries. Therefore, the "first and second laws" are actually a philosophy, as long as it can enable enterprises to obtain the best results. Market share and optimal human resource allocation are the best management concepts.

In the information age, the management concept of enterprise optimization is a strong corporate culture. The occurrence of intra-industry mergers and acquisitions is partly due to financial resources, and the main reason is that an enterprise cannot withstand competition in terms of scale, efficiency, talent, etc. It is a natural evolution process.

For example, the Ritz-Carlton Hotel, from 1898 when the first Carlton hotel opened in London to 1910 when the first Ritz-Carlton hotel was born in the United States, although its service is super first-class and its facilities are super luxurious, But today, these factors that are the absolute advantages of a single hotel no longer constitute a strong competitive force, so it is difficult to escape the fate of being abandoned.

In the process of working in the hotel industry in the past, I also accumulated and summarized the experience of some international hotel management groups such as Ritz-Carlton, Radisson, Shangri-la ) and Holiday Inn (Holiday Inn) advanced management experience. Some are suitable for the current status of Chinese hotels; some will take time. In short, I would like to discuss with you the brand concept, market positioning, system support, quality system and human resource allocation operation process of the International Hotel Management Group in a limited space. At the same time, I also want to make my own modest contribution to the development of China's hotel industry through mutual discussions and exchanges with colleagues in the Chinese hotel industry.