What implications does the success of Marriott Hotels have for the marketing strategies of my country’s hotel industry?

Inspiration from Marriott Hotels to Chinese counterparts

Generally, the operating income of the hotel industry can be divided into three parts. One is the relatively stable room accommodation income, and the other is the incidental operations of the hotel. The third is miscellaneous income including rent from office buildings, shops, apartments and entertainment operations. Now, with the emergence of a large number of various office buildings, shops, and apartments, the fat meat (rent, etc.) in the mouth of hotels is being robbed, and major hotels are almost "defeated" in this competition; in terms of entertainment, in big cities Entertainment venues are popping up everywhere, and the revenue from the hotel and entertainment industry is shrinking. Take Guangzhou as an example. In 2000, the total operating income of the largest Garden Hotel in Guangzhou was RMB 4.1 billion. Compared with the total income of the Garden Hotel in 1996, which was RMB 5.4 billion, it actually shrank by more than 2.4 billion yuan in just four years. percentage points. Liao Minghua, general manager of the Garden Hotel, said with some helplessness, "We have tried every means, but the operating performance of the Garden Hotel is still sliding into the abyss step by step..." The total revenue of China's large hotels in 2000 was 3.9 billion , the total revenue of the White Swan Hotel was 300 million, which was a shocking drop compared to 5.2 billion and 3.4 billion in 1996. The performance of the Oriental Hotel and the International Hotel also dropped significantly. In 2001, there were rumors in the industry that China Hotels had been acquired by the American Marriott Hotel Management Group, which has excellent hotel management capabilities. This shocked the hotel industry in Guangzhou. Senior executives of China Hotels told the outside world that they only changed the management rights of the hotel from Hong Kong's "New World" to "Marriott". The hotel's shareholders have not changed, and there is no talk of being "acquired." It is reported that China Hotel was originally managed by Hong Kong New World Hotels (Group) Co., Ltd., but since the beginning of 2001 it has been managed by Marriott. Accordingly, "Marriott" withdraws 2.5 yuan from the turnover of China Hotel every year. percentage points in return. As China finally joins the WTO, well-known hotel groups such as Sheraton, Hilton, Westin and other brands have aggressively sounded the clarion call to enter the Chinese hotel industry. The confrontation between international brands and local hotels is inevitable.

Even the heavyweight hotel giants in China are like this. The situation of other peers can be inferred from this, and the gap between the domestic and foreign hotel industries can also be seen from this! In fact, the biggest gap between the Chinese and foreign hotel industries lies in management, especially management with brand strategy as the core. If the Chinese hotel industry wants to win in the fierce competition and achieve sustained development, it must learn from its foreign counterparts with an open mind and improve its management level in a down-to-earth manner. Can Marriott’s approach provide us with some new ideas?