Traditional Culture Encyclopedia - Hotel franchise - What are the main functions of Home Inn?

What are the main functions of Home Inn?

1. What is an economy hotel?

For China, economy hotel is an imported concept, which originated from the United States in 1980s. As a sub-industry of the hotel industry, budget hotels have only appeared and flourished in China in recent years.

Economy hotel or economy hotel refers to small and medium-sized hotels with moderate prices, and its target customers are small and medium-sized business people, leisure and self-help tourists. Theoretically speaking, this type of hotel is a new type of hotel redesigned and built according to the core evaluation factors for ordinary business travelers and holiday tourists to choose hotels.

Second, the characteristics of budget hotels

As a new thing in the hotel industry, the difference between budget hotels and traditional hotels lies in:

The most essential feature is the simplification of functions. Economy hotels concentrate their service functions on simple accommodation functions, strive for perfection in core services, and greatly simplify or cancel functions such as catering, shopping and entertainment. A standard budget hotel does not have the luxury lobby, laundry room, swimming pool and entertainment center of a star hotel. The key facilities are standardized rooms, parking lots and small restaurants.

The input cost and the operation cost are low. Compared with star-rated hotels, the investment of budget hotels is obviously much less. Generally speaking, opening an economy hotel requires a property construction area of 5,000 square meters, and investors can rent the property or renovate the old house for a long time, with an investment of about 6,543,800 yuan. If it is built on an open space, the investment cost is about 20 million yuan, which is far lower than that of high-end hotels. At the same time, the hotel staff is streamlined, and the post setting of "one person can do many things" is adopted, and the operating cost is also very low.

Preferential housing price is one of its main selling points. Due to the streamlining of equipment and the weakening of additional services, the price of hotel rooms has also been greatly reduced, which is several grades cheaper than that of high-grade star hotels. Compared with low-grade guest houses, budget hotels provide better and safer accommodation functions. By comprehensive comparison, budget hotels have the highest cost performance. But at present, some so-called budget hotels in China have not achieved real preferential prices because of the lack of clear positioning.

Professional quality service. Many customers staying in high-end star-rated hotels are busy with official business, and most of the time they just go back to the hotel to sleep, and most of the additional functions of the hotel are idle. Based on high-quality accommodation service, budget hotels emphasize the professional service concept of "cleanliness, comfort, affordability, convenience and safety".

Third, budget hotels have unlimited business opportunities.

With the rapid economic growth in China for more than 20 years, business activities in large and medium-sized cities are becoming more and more frequent. At the same time, the tourism industry in China has also developed rapidly, and the total turnover of personnel has increased rapidly in recent years. According to statistics, the number of domestic tourists reached 1 1 100 million in 2004, an increase of 26.6%; The total tourism revenue was 47 1 1 100 million yuan, an increase of 36.9%. Experts predict that in the next 10 year, China's tourism industry will maintain an average annual growth rate of 10.4%, among which personal tourism consumption will increase at an average annual rate of 9.8%, especially the Beijing Olympic Games to be held in 2008 and the Shanghai World Expo to be held in 20 10 year, which will provide a broader space for the development of tourism. By 2020, China will become the world's largest tourist destination country and the fourth largest tourist exporter.

The development of tourism and the increase of commercial activities will inevitably bring huge demand for hotel accommodation and promote the development of hotel industry. And our traditional high-standard star-rated hotels can't meet the needs of most tourists because of their high prices; However, many low-end guest houses shut many guests out because of unsatisfactory sanitation, safety and service. Therefore, an economy hotel that can enjoy the standards of star-rated hotels without charging too much will naturally be welcomed by customers and the market. The economic development of China provides a good external environment for the birth and development of budget hotels.

Fourth, the industry competition is becoming increasingly fierce.

However, in recent years, many well-known brands in foreign hotel industry are extremely optimistic about the "big cake" of China, and have accelerated the pace of entering the China economy hotel market. Many domestic hotel giants have invested wildly to expand budget hotels, and the competition has become fierce. The expansion speed of some brands in budget hotels has reached 200%-300%.

At present, eight of the top ten hotel management groups in the world have entered China, and Accor plans to open 50 Ibis hotels. In Chengdu, Qingdao and Shanghai in the next five years. Super8, the world's largest budget hotel, intends to sign an intention agreement to join 68 stores before the end of 2006. Home Inn plans to form 200 chains in China in 2008, and Jinjiang Inn plans to develop 200 chains in the next three to five years, and finally open 1 000 stores nationwide.

Hotel groups at home and abroad are competing with each other, and now three camps have initially formed: the first camp is a national economy hotel brand, such as Jinjiang Inn and Home Inns; The second camp is some regional budget hotel brands, such as Motel 168 in Shanghai and the seventh hotel chain in Guangzhou. The third camp is international hotel management groups, such as Accor Ibis and American super8.

Verb (abbreviation of verb) comes from the double challenge of market and itself.

Domestic economic hotel chains not only have to face the fierce "foreign wolf", but also accept the severe challenge from the whole market and their own capabilities.

The overall supply of hotels in this country continues to exceed demand. Although the operating performance of some hotels in China rebounded in 2004 and 2005, statistics show that half of the more than 200 five-star hotels in China suffered operating losses, and 12000 star hotels suffered large-scale losses. The situation of oversupply in China hotel industry has not completely changed. Even in Beijing, where the hotel market is in great demand, the overall situation of hotel management is not optimistic. At this year's Beijing Tourism Work Conference, Vice Mayor Zhang Mao also revealed an amazing figure: "The hotel industry below three stars in Beijing lost nearly 46%; 37% of the four-star five-star loss. " According to the investigation report of Beijing Tourism Bureau, in recent years, the number of star-rated hotels in Beijing is increasing at the rate of 100 per year, and the existing number of hotels can basically meet the demand during the 2008 Olympic Games.

The continuous rise of real estate rent and energy cost has brought great cost pressure. The biggest challenge for budget hotels is to control costs. At present, due to the continuous warming of real estate, the prices of commercial real estate in large and medium-sized cities in China are rising, and the rent of commercial real estate is one of the most important cost components of budget hotels. At the same time, the ever-changing energy costs also bring great pressure to budget hotels.

Lack of talents, nonstandard service, imperfect management system and information support system are serious challenges from within. Most of the hotel managers trained in China are "customized" for big hotels, while small and medium-sized hotels lack professional management talents and even teaching materials. There is a strong demand for talents in budget hotels, but the supply of talents is relatively limited. Standardized service is a great challenge for many economy hotel chains. Only when the service is standardized can the service quality be unified and guaranteed. In addition, the management system and information support system of many hotels are backward and imperfect. These are the internal bottlenecks of the hotel's rapid development.

Five swords break through the encirclement

Although the market prospect is broad, in the face of fierce market competition, how to shape and constantly improve their core competitiveness, how to break through the tight encirclement in the internal and external troubles, how to occupy a place in the field of China economy hotels, or win the commanding heights, has become an unavoidable problem for many hotel groups. The author believes that any industry has its key factors for success. For budget hotels, there are five operating factors that budget hotel companies must always pay attention to, that is, chain scale, brand, information network, service standardization and low cost. If we can fully grasp these key factors, we can turn them into sharp knives in the hands of hotel operators and gain a strong competitive advantage.

The first is chain scale operation. Hotels in many provinces, autonomous regions and municipalities in China are basically regional or single stores, and there are few national layouts. In order to realize group operation and obtain stable and rich profits, budget hotels must realize chain operation and economies of scale. 2-3-star budget hotels are small in scale, and there is no guarantee of tourists. It is almost impossible for a single store to achieve profitability. According to a rough estimate, when the number of stores reaches 16, information systems, service systems and logistics distribution systems will be used on a large scale. Only by unifying brand image, service standards, material distribution and marketing can chain stores form economies of scale and have relatively stable profits. Chain store layout, chain tourism system and service standardization are the three most important aspects to ensure chain economy hotels.

The second is brand management. The competitive pressure brought by the entry of multinational hotel groups into the economy hotel market in China almost makes us breathless. Their greatest advantage lies in their strong brand and standardized management, which is also the capital for their strong expansion in China. At the same time, from the perspective of value engineering, branding is conducive to reducing the operating costs of budget hotels. Good brand building and maintenance can attract customers' attention, bring more tourists to the hotel and improve the occupancy rate. With a good brand, the hotel can better maintain the company image from the inside out, and consumers will think of the hotel facilities and services when they hear or see the brand. For budget hotels, brands are higher than tangible assets. Chain operation, standardized service standards, accurate market positioning and marketing promotion are important methods to enhance the brand.

The third is information management. It is necessary for chain economy hotels to establish a perfect customer-centered information support system. Integrating the advantages of network technology into sales business and service and perfecting information support system will greatly reduce hotel operating costs from the perspectives of sales, service and management. The service industry has always adhered to a theorem: "whoever brings convenience to customers will bring benefits to customers." When customers fully enjoy the fast online booking brought by the network, they will "fall in love" with our hotel more and more. However, the internal information system of traditional hotels in China is gradually established, and the phenomenon of internal information islands will inevitably appear. Many hotels have a front desk information system, a background information system, an office automation system, a financial management system and an information website system. These systems operate independently, without integration, and data cannot be exchanged. The data can't be enjoyed, and the utility can't even reach one tenth, let alone the depth of customer information mining. A bad information support system can hardly provide any added value to customers.

The fourth is the standardized management of services. Hotel management in China is generally in the primary stage. For budget hotels, the upgrading process of their service model from emotionalization to standardization has not yet been completed. The service management of most economical small and medium-sized hotels is not standardized, lacking scientific, institutionalized and standardized, and there is a strong emotional service tendency among employees. The nonstandard service will undoubtedly affect the level and stability of service quality, and the brand and reputation of enterprises will also be greatly affected, which will determine how far the chain economy hotel enterprises can go. Service standardization is a necessary stage for the development of economy hotels in China. Perfect management system, strong support of reserve talents and strict and unified standards are necessary conditions for service standardization.

The fifth is low-cost operation. If the cost control of budget hotels is not effective, the hotel price advantage will not be obvious, and the so-called "economy" will not be realized. The price of budget hotels in the United States is generally between $30 and $65, but according to the price level in China, the price of budget hotels in China should be around 120 yuan. But at present, the prices of most budget hotels in China have far exceeded this standard. The average price of Jinjiang Inn and Home Inn, the most representative local chain economy hotels in China, is basically around 200 yuan. Control costs mainly come from two aspects: first, control investment costs; The second is to control operating costs (including daily consumables and manpower). The common methods to control the investment cost are: no luxurious materials, no luxurious places, no banquets, meetings and entertainment facilities, trying to avoid land acquisition in downtown areas, and using old factories, warehouses and schools for reconstruction. To control operating costs, intensive cultivation is needed. Expenditure can be controlled through group procurement and moderate reduction and reduction of consumables costs. Optimizing personnel allocation and formulating reasonable workflow can effectively reduce labor costs.

Chain operation will promote brand building and produce economies of scale. Strong brand building and perfect information system will reduce the overall operating costs and increase the occupancy rate. Standardized service is a must for chain operation and brand building. This also verifies the sentence: "The complete solution of any problem requires the use of systematic solutions", including budget hotels. These key factors are mutually reinforcing. Only by learning to coordinate the use of these sharp edges can we give full play to their power and increase their competitiveness.