Management characteristics of home inns

Different business models have different development paths.

It is the dream of the decision-making team at home to make the enterprise stronger.

They think greatness and strength are two completely different concepts. Large refers to scale, while strong refers to efficiency and quality. Enterprises, big or small, should take strength as the axis, because big does not mean stability, nor does it mean strength.

"In the international financial turmoil, the fact that many well-known enterprises have fallen like dominoes tells us that the' clay-footed giant' is invincible." Sun Jian said.

If you have chess in mind, you can relax Puckilo. Since 2005, Jia Ru has made a big fuss about the word "strong" and started a tough battle that is determined to win. In the reform and development stage of "scientifically establishing investment model, reasonably copying unified standards, actively constructing supporting system and vigorously strengthening attacking cities", they clarified their development ideas and decided to try first, and achieved gratifying results in the extremely fierce market competition.

Sun Jian recalled that with the intensive release of the above-mentioned combination boxing and a series of effective measures, Home Inns quickly entered the fast lane in 2005, highlighting the great vitality of rapid development. By the time it was listed in June 5438+ 10, 2006, Home Inns had opened 82 hotels in 26 key developed cities across the country, surpassing Jinjiang Star, the originator of domestic budget hotels. Only in 2005, the operating income increased 198% year-on-year.

The peers in the industry believe that the chic at home began from this period.

In the "implementation of channel sinking strategy, comprehensively explore the second and third tier markets; Develop affiliated members and take the lead in implementing asset-light strategy; In the process of "the sword refers to the merger of the blue ocean, and both ends of the middle and high schools exert their strength", I found a new road with a brand-new development model and achieved unexpected gains.

—— Successfully acquired the entire equity of Motel 168 for US$ 470 million, and the total number of hotels and rooms occupied an absolute advantage in the market, defending the position of the industry leader;

—— By exporting brands and management, franchisees surpassed direct chain stores for the first time at 20 1 1, which greatly improved the return on net assets and cash flow of enterprises;

-in the process of improving management and service quality, we should strengthen "paying equal attention to norms and intentions", so as to create a happy culture and a family culture, which not only serves guests, but also educates ourselves;

—— In order to meet the market demand, three categories of service products, such as Home Inn, Motel Hotel and He Yi Hotel, were launched respectively, and a brand service framework from the public to middle and high-end business travelers was built.

Standing in the spotlight of the times, Home Inns is an expanding legend.

At that time, the lights were fixed at 20 1 1, and the total number of home inns climbed to 1426, of which the proportion of franchise stores exceeded 50% for the first time; The number of newly opened stores in the whole year exceeded 300 for the first time; The annual revenue was 3.96 billion yuan, a year-on-year increase of 25%. A powerful national brand is not only loved and proud by hundreds of millions of people, but also ranks among the top ten international hotels with the good image of China hotel industry.

There is never a shortcut to success, but how can a family survive and become bigger and stronger?

For this question, Sun Jian didn't use his "real demand theory", "limited investment theory" and "quick half-shoot theory" to answer directly, but revealed to reporters the idea of doing things at home: not the best, just better.

When asked why we don't want the best, but want better, gentle, philosophical and unassuming Sun Jian suddenly opened the picture box. He explained: "In a sense, when things are at their best, it means the end. This ending gives people the feeling of' so far' or' come to an end'. And doing things, especially doing business, can't have an end. We should make progress every day and always do better than now. Only in this way can enterprises be young and full of vitality. "

Talking about the future and competition of the hotel industry in China, Sun Jian said that with the acceleration of rural urbanization and the further improvement of people's consumption level, the leisure tourism consumption market in China will become larger and larger in the next 30 years, and the hotel service industry will surely usher in a new round of development opportunities and competition. No matter what kind of competition, what Home Inns want most is not to surpass anyone narrowly, but to do better in their career and service.

"Home Inn has no enemies"-this is the pertinent evaluation of home inn in the industry, and it is also the consistent cultivation and attitude of home inn. This is just as a member of Home Inns said in Weibo: In the Year of the Horse, with the "Chinese Dream" on the back, a warmer and better home Inns is coming step by step.