Hotel development negotiation

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Taking the typical hotel industry surveys in China and Shanghai as examples, this paper illustrates the following five problems: (1) Analysis of the current situation of single hotels in China; (2) The reasons and space for the existence and development of single hotels in China; (3) The survival and development challenges faced by single hotels in China; (4) The way out for single hotels in China; (5) Changes in the management mode of single hotels in China.

First, the analysis of the status quo of single hotels in China

According to the statistics of the National Tourism Administration and the National Bureau of Statistics, there are currently more than 280,000 tourist accommodation facilities in China, including about 1.2 million star hotels. It is generally believed that the pursuit of star rating is the pursuit of third-party certified brands. Therefore, it can be simply said that China star-rated hotels are hotels with brand awareness and behavior, and the number of hotels with brand awareness and behavior in China hotels accounts for about 4.285% of the total tourist accommodation facilities.

According to the statistics of China Tourist Hotel Association, among the national star-rated hotels, the hotels operated by the group account for about 7.6% of the total number of hotels in China. This means that there are 9 12 hotels in China that have achieved collectivization. According to the above data, we can draw a simple and important conclusion: among the 280,000 tourist accommodation facilities in China, about 279,088 hotels are single hotels, and about 268,000 hotels have no obvious brand building awareness and behavior (of course, the economy chain hotels should be deducted), and most single hotels are hotels without obvious brand awareness and behavior.

What is the best place for hotels in China at present? By the first quarter of 2006, there were 35 1 hotels in Shanghai * * *. By the end of 2005, there were 3460 social hotels in Shanghai, including 35 1 star hotels, making a total of 38 1 1 hotels. This shows that only 9.2 1%(35 1) hotels in Shanghai have significant brand recognition and behavior. Among the 38 1 1 hotels in Shanghai, there are at most 300 hotels operating in group mode, accounting for 7.87% of the total number of hotels. According to the above data, we can draw a simple and important conclusion: among the 38 1 1 hotels in Shanghai, about 35 1 hotels are single hotels, and about 3460 hotels have no brand awareness and behavior, most of which are hotels without brand awareness and behavior.

Second, the reasons and space for the survival and development of single hotels in China

In 2005, we participated in the research on the present situation and countermeasures of Shanghai hotel industry. We investigated the scale structure of single social hotels in Shanghai and the factors that customers consider when choosing single social hotels. The results are as follows. ?

The data of 1000 hotels in Huangpu, Changning, Xuhui, Songjiang, Jinshan, Baoshan and Chongming in Shanghai are statistically analyzed. As can be seen from the above picture, the number of hotel rooms is about 30, which is a critical point. Number of hotels with more than 30 rooms? Dramatically reduced. Judging from its changing law, it can be roughly divided into four sections. The first section is 1-30 rooms, which can be called small hotels, with the largest number, accounting for 78.5% of the total; The second section is 3 1-70 rooms, which can be called medium-sized hotels, and the number begins to drop sharply, accounting for only16% of the total; The third section is 7 1- 100 rooms, which can be called a large hotel, and the number has dropped sharply again, entering a trough in the distribution area, accounting for about 2.5% of the total; There are more than 100 rooms in the fourth section, which can be called super-large hotels, mainly budget hotels and quasi-star hotels, and the proportion has started to rise, reaching about 3%. ?

Judging from this distribution, as an existing economy hotel brand, it doesn't have much effect to integrate Shanghai hotel industry by developing franchise chains, because the threshold conditions for them to join include the number of rooms, and they usually only accept large-scale (765,438+0-65,438+000 rooms) or super-large hotels (more than 65,438+000 rooms) to join. Therefore, the integration of Shanghai hotel industry should focus on introducing management methods and joining brands for small and medium-sized hotels.

Convenient transportation (with convenient bus lines or close to the destination) is an important reason for hotel guests to choose to stay. In addition, small hotel guests mainly look at low prices, close to 40%. The proportion of choosing small hotels because of better service is less than one fifth, that is to say, the guests staying in social single hotels are mainly not because of service factors, because at a relatively low price, the guests do not have high expectations for service. Compared with services, hardware is less attractive. No one comes from a small hotel because they think the facilities are good, and the proportion of large and medium-sized hotels attracted by better facilities is less than 5%.

Third, the survival and development challenges faced by single hotels in China

From the above statistical data analysis, it can be seen that many single hotels can survive as long as they maintain the advantages of low cost and low price and the location advantage of transportation. Considering the long-term development, the single hotel faces three major challenges: (1) With the development of economy and the increase of per capita national income, people's requirements for hotel safety, neatness, hygiene, comfort and fashion will gradually increase at low prices. (2) With the rapid development of Jinjiang Inn, Home Inn and other budget hotel brands, there will be budget hotel chain brands whose prices are lower than theirs. Historically, the price of Super 8 budget hotel in the United States was only $8.8 when it was first born. Obviously, domestic economy hotel chain brands with lower prices will appear sooner or later. (3) With the development of cities, land costs and rents will rise, and labor costs will also increase. How to keep the cost and price low will become a serious problem. Therefore, how to continue to survive and develop in the new environment is a problem that single hotels need to seriously consider.

Fourth, the winning way of domestic single hotel competition and cooperation: various forms of alliance and cooperation.

According to their own business development goals, market opportunities and advantages and disadvantages compared with competitors, domestic single hotels can choose the following outlets.

The first is the strategy of maintaining the status quo. As long as we can maintain the advantages of low cost and low price and the hotel is in a good traffic position, this strategy will continue to be effective.

The second is the joining strategy of well-known chain hotel brands or alliance hotel brands. Whether to adopt this strategy depends on whether there is an increase in net income after joining the brand and obtaining various support from the brand in training, service, quality, marketing network, customers and daily management guidance. If there is an increase, it can be considered, otherwise it may have no practical economic significance.

The third strategy is to cooperate with other single hotels in an equal and mutually beneficial way to establish a brand and marketing network that can be used together, so as to obtain the advantages and benefits that chain hotel brands can obtain. Of course, it is necessary to establish a cultural and institutional management model of equality, mutual benefit and cooperation, which is not only an innovative measure, but also a difficult thing to operate, because it is incompatible with the traditional "small-scale peasant economy, independence and self-sufficiency" culture and the current administrative division system in China.

V. Changes in the management mode of single hotels in China.

In order to overcome the challenges of the new environment, the owners and managers of single hotels in China need to realize five major changes in management concepts and modes.

First, we should change from simple competition orientation in the past to cooperative competition orientation now. For example, cross-regional hotels of the same grade and type have great opportunities for cooperation and promotion. In addition, local hotels of the same grade and type have extensive cooperation opportunities in promoting the local area as a famous tourist destination to increase the total number of tourists and reduce costs through cooperative procurement.

Second, it is necessary to focus on local marketing promotion from the past to marketing promotion in cross-regional tourist source areas at the same time. To do this in a low-cost way, we need to adopt cross-regional chain, alliance or cooperation.

Third, it is necessary to change from the past management by administrative subordination, which is difficult to cooperate in the market way, to the market mechanism and economic interests as the means of cooperation and business objectives.

What is the ownership type of hotels in Shanghai?

county

Proportion%

Economic type

Huangpu District

Changning District

Xuhui District

Songjiang district

Baoshan District

Chongming County

State

47.95

2 1.22

64.7 1

0.90

9. 15

5.96

common

25.35

45.46

7.84

16.60

35.97

1.99

private

15.07

2 1.22

19.6 1

75.34

49.39

89.4 1

joint management

1.52

1.96

1.33

limited liability company

2.06

3.03

5.39

1.83

Joint stock cooperative company

0.69

incorporated company

4. 1 1

3.03

1.96

1.35

3.05

0.67

joint investment

0.69

3.03

0.45

sole proprietorship

0.69

1.52

0.6 1

other

3.43

3.92

0.67

We investigated six districts and counties in Shanghai, three of which are located in urban areas and three in suburbs. Nearly 70% of Huangpu, Changning and Xuhui in the urban area are state-owned and collective, while 50-90% of Baoshan, Songjiang and Chongming in the suburbs are private, which shows that the regional location has a great influence on the type of hotel ownership. Enterprises and institutions in urban areas are relatively concentrated, and all units may open hotels as the tertiary industry, resulting in a large number of hotels belonging to state-owned or collective ownership; There are fewer enterprises and institutions in the suburbs, and the cost of building houses is relatively cheap, which leads to a large number of private hotels. Other ownership types are relatively few in the hotel industry, indicating that the modern enterprise system has not been widely established in this industry; It also shows that foreign capital rarely set foot in this industry. The dominant position of state-owned enterprises and the decision of CEO make it difficult for different hotels to cooperate and merge, which greatly affects the development process of cooperation forms such as chain and alliance of single hotels in China.

Fourth, change from the cooperative mode accustomed to the relationship of "rule by man" to the cooperative mode of "contract". The marketing promotion mode of establishing alliance between independent hotels needs to be based on the "contract" relationship of equality, mutual benefit and continuous cooperation. In the changeable leadership situation, the "contract" relationship of long-term cooperation cannot be established, and the cooperation mode that can't get used to following the contract varies from person to person, which may lead to the self-extinction of the alliance mode because it can't last long.

Fifth, we should change from the past "independent" management mode to "create the value of marketing network" management mode. How to create new customers and create value for customers by establishing marketing alliance and cooperative alliance with complementary enterprises, such as travel agencies, airlines, suppliers and loyal customers, so as to save costs and improve service quality, is a new major strategic issue that determines the future fate of single hotels. In fact, the rapid development of Super 8 brand marketing and promotion illustrates the huge demand for establishing a single hotel marketing and promotion alliance from one side.