How to improve the concentration of tourism market

China's accession to the WTO is inevitable for China's reform and opening up, and it has set a milestone for China's reform and opening up, which is of extraordinary historical significance. Taking tourism as an example, it is inevitable that China's entry into WTO will fully open China's tourism market and enable domestic tourism enterprises to fully participate in international competition. But tourism is a comprehensive industry, which integrates labor-intensive, capital-intensive and technology-intensive, and all stages coexist at the same time, based on labor-intensive. Therefore, countries and regions with different levels of development can find their own positioning and development space and participate in competition. After more than 20 years' development, China's tourism industry has a considerable industrial scale and a certain competitive ability to participate in the international market. Generally speaking, the advantages of joining the WTO outweigh the disadvantages for China's tourism industry. As we all know, China has unique tourism resources. Compared with other countries' tourism industry, China has advantages in primary elements and general elements, but it is weak in advanced elements and specialized elements, so it is difficult to form a late-comer advantage. Many tourism enterprises in China have great problems in system construction and lack the guidance of development strategy. In recent years, although the domestic tourism competition is unprecedentedly fierce, it is mostly disorderly competition, and the focus of competition is generally on price. Tourism enterprises do not take the initiative to act according to market signals and do not abide by industry competition rules. Although some tourism enterprises have realized that this phenomenon is obviously not conducive to the improvement of the international competitiveness of China's tourism industry and have begun to carry out reforms, there are still many places to be improved. First of all, the business environment will change dramatically and the competition will be more intense. In terms of travel agencies, the travel agency industry was greatly protected in the past. China's entry into WTO objectively further intensifies the competition in the travel agency industry where the source market is in the buyer's market, making the travel agency industry, which has been operating at a low profit, "worse". Therefore, the travel agency industry will be "polarized" and some travel agencies may be squeezed out of the market. Due to the long-term technical division of labor between foreign travel agencies and China travel agencies in the China tourism market, China's international travel agencies cannot directly face overseas travel consumers in the overseas tourism market and lack the ability to attract overseas final travel consumers. China's international travel agency enterprises can survive under the condition of congenital deficiency, mainly relying on the national umbrella that prohibits foreign travel agencies from entering. Therefore, under this situation, China travel agencies have almost no chance to compete with foreign travel agencies in the international tourism market, let alone have the experience of equal competition with foreign travel agencies in the international tourism market. China has promised to open the travel agency service market. These dysfunctional travel agency enterprises have been gradually eliminated in these years. For example, some travel agencies of vulnerable groups are accepted as agents, reception points or withdraw from competition. Even some travel agencies with relatively large scale and perfect system are being impacted to varying degrees due to their lack of experience in competing with foreign travel agencies in the past, and their market share has declined. For tourist hotels and other industries, due to the relatively high degree of openness, joining the WTO will not have a fundamental impact on these industries, mainly to adjust the management system between stocks. The tourism and hotel industry will be affected to some extent in terms of structure, tourists and talents. From the structural point of view, the influx of foreign capital may lead to the structural adjustment of existing hotels in China, and the number of wholly foreign-owned, joint-venture and cooperative hotels will increase, which will pose an attack on other ownership systems, especially state-owned hotels, and the total number of wholly foreign-owned joint-venture hotels will further expand, increasing the external dependence of the hotel industry. But overall, the impact will not be too great for three reasons: First, the door of the hotel industry has been basically opened, and the number of entrants will not increase too fast. The existing openness of the hotel industry is not much different from our commitment to join the WTO; Second, foreign investment in China's hotel industry appeared in the early stage of reform and opening up, and now it is large-scale and widely distributed. The domestic hotel industry has basically adapted to foreign competition and will not cause much panic; Thirdly, the management of tourist hotels has basically established a relatively perfect management system in the process of opening to the outside world. So as far as this influence is concerned, the influence of the hotel industry is still less than that of the travel agency. Secondly, due to the advantages of foreign tourists' network and management, tourists and payment channels are affected to some extent, which in turn affects the development of the industry and causes the loss of domestic tourism profits. In particular, it has had a certain impact on the three major sectors of China's tourism market: domestic tourism and inbound and outbound tourism. At present, although the market structure of existing inbound tour groups has not been completely broken, with the gradual opening up in recent years, some powerful foreign travel agencies have emerged. Through the establishment of holding or wholly-owned travel agencies, they will jointly operate with domestic airlines and hotels, shopping malls and restaurants with shares in China, so as to realize the "one-stop" service of inbound reception and monopolize the whole process of tourist reception. Its huge network advantage has been transplanted to China tourism market and spread. In addition, driven by local protectionism and immediate interests, China's travel agency industry is almost a single operator. Taking advantage of the weakness of the current separate operation of domestic travel agencies, foreign travel agencies adopt the strategy of divide and conquer to compete for the largest share of the profits of inbound and outbound tourism. It will not only break the existing interest distribution pattern, but also carve up some interests of China travel agencies, and even organize tourists to spend in places operated by foreigners in China, earning most of the profits in the consumption chain, leading to the loss of domestic tourism profits again. Thirdly, foreign tourism enterprises must start from the need of reducing labor costs, consider the localization of their operations, and recruit talents with the help of their high salaries and other interest-inducing mechanisms. On the premise of customer advantage and management advantage, talent advantage is formed, and its collective advantage is more prominent, which is finally reflected by benefit advantage, resulting in the loss of professional talents in China's tourism enterprises in a certain period of time. As the saying goes, the cause is prosperous and talents are the foundation. In recent years, with the promotion of many foreign hotel management groups, the emergence of joint venture travel agencies and the acceleration of domestic tourism collectivization, the contradiction of shortage of tourism talent resources in China has become more prominent, and talents have gradually become a "bottleneck" restricting the development of tourism. At present, the most scarce talents in tourism are marketing, tourism planning and development, exhibition tourism, holiday management, human resources development, project management, capital operation and so on. With the development of economic globalization and knowledge economy, the competition for talents is becoming increasingly fierce. With the globalization of talent flow, the obstacles of system, policy and technology have been greatly reduced, the international talent market has been formed, and the competition for talents has become more and more legal and easier. On the one hand, foreign-funded enterprises seize talents by various means with favorable conditions such as high salary, training and personal development. The traditional enterprise wage system in China has a basic feature, that is, those who produce 100 units and those who produce 200 units get 150 units of wages every day. High-quality people take much less than what they bring, and low-quality people take much more than what they bring, thus maintaining the balance of payments of enterprises, so it is called "forced chaotic equilibrium" in economics. Even today, when recruiting talents, many enterprises still only ask about the price, not the ability. A basic principle of employing people in foreign enterprises is "high quality and good price". When recruiting talents, they first consider how much value you can create, and then consider how much salary to give you. Therefore, more and more multinational companies compete with China enterprises for high-quality talents. In the past, the real advantage of enterprises in China was essentially to pay low-cost salaries to high-quality talents, which was the so-called "low price and good quality". After China's entry into WTO, this advantage gradually disappears, because there will be no more "cheap and good quality" talents. There is no doubt that the competition for talents will be more intense. But no matter how severe the challenge is, joining the WTO is an inevitable choice to promote the sustained and rapid development of China's economy, especially the tourism industry, because it will bring many precious and rare development opportunities to China's tourism industry, which is beyond doubt. Second, the competitive strategy of China's tourism industry in the WTO era. After China's accession to the WTO, due to the reciprocal relationship between China and the signatory countries of the WTO, the convenience of entry and exit has been improved, and a large amount of foreign capital has entered the China market, increasing the number of international tourists and business tourists coming to China, which is conducive to sharing the "cake" of the inbound tourism market and the sustainable development of tourism in China. It has strengthened the awareness of China's various industries, especially tourism, to participate in international competition, which will play an important role in China's further opening up and active participation in the process of economic globalization in the future. If the tourism industry can't conform to the situation, strengthen the consciousness of reform and opening up, politics, overall situation and responsibility, plan the future development of China's tourism industry according to the development trend of global economic integration, and standardize the behavior of our government and enterprises according to WTO rules, we will fall behind in the tide of this era, not only fail to seize good development opportunities, but also miss development opportunities and be in a passive state. Based on this analysis, I think the countermeasures that China tourism should take should be considered from three aspects: (1) the change of mentality and concept. First, we should establish the concept of openness and innovation. China's entry into the WTO has forced the coastal areas of China and even the whole country to face a new wave of innovation in the concept of opening up. Only by constantly adjusting one's mentality and innovating in the concept of openness can we conform to the historical trend of China's entry into WTO with an open and innovative attitude. On the one hand, China enterprises learn from the management mode of foreign advanced tourism enterprises; On the other hand, the management department has also established the consciousness of creating an open environment and optimizing the investment environment, increased the intensity of attracting investment, formed multi-form, multi-channel and diversified investment development entities and business entities, and accelerated the construction of China's tourism industry. Secondly, we should fully accept the concept of market competition. After the opening of tourism industry, the influx of foreign tourism enterprises carved up the income of China's tourism industry, aggravated the competitive situation of China's tourism market, and made China's tourism enterprises, especially travel agencies, worse. A considerable number of travel agencies will face a crisis of survival. In the new competitive environment, the survival of the fittest. Adjustments that do not adapt to market changes will only be eliminated. However, we can't completely blame the decline and collapse of these enterprises in the process of WTO competition on multinational corporations or China's entry into WTO. As long as China engages in a market economy, the result of market competition will inevitably be the elimination of unqualified enterprises. Only competition can bring innovation; Only competition can bring development and efficiency. (B) China's tourism system transformation must first be familiar with WTO rules and know yourself. Tourism departments at all levels should also speed up the research on the operation mode and management mode of international tourism enterprises and the cultivation of professional talents. While cadres and workers are generally required to master WTO rules, tourism bureaus at all levels should also pay attention to training a group of professionals who are familiar with China's tourism industry, laws and regulations, have rich professional knowledge, master WTO rules, understand the business regulations and technical standards of other countries, and preferably master foreign languages, such as comprehensive talents. At least the policies and regulations, industry management and foreign affairs management departments of tourism bureaus at all levels should have such talents. In this way, we can help leaders to study and publish policies and regulations in peacetime, and do a good job in publishing them to the outside world. When encountering foreign-related disputes, we can cope with the lawsuit and fight the lawsuit well. Secondly, we should speed up the adjustment of enterprise system, clarify the relationship between property rights and establish a modern enterprise system with the reform of incentive mechanism and benefit evaluation system as the core. Enhance the vitality of enterprises and improve their competitiveness in an all-round way. At the same time, speed up the strategic adjustment of tourism, and do a good job in guiding and promoting the reform of tourism enterprises such as restructuring, restructuring, transformation and strengthening management. It is necessary to do a good job in investigation and study, summarize the typical experiences of some tourism enterprises in recent years to change their backward appearance and win good economic and social benefits through restructuring, restructuring and transformation, and promote them throughout the industry. It is necessary to encourage all forms of ownership to enter the tourism industry and study the lifting of restrictions on the establishment of travel agencies by private enterprises. It is necessary to encourage powerful and reputable big travel agencies to merge with small travel agencies, promote the reorganization of tourism enterprises, form powerful tourism enterprise groups as soon as possible, and gradually realize collectivization and networking. Thirdly, China's tourism management departments must gradually change government functions, speed up the construction of tourism industry management, and create a good environment for fair competition for all kinds of tourism enterprises after the tourism market is fully opened. The focus of the government's work should be to further standardize the rules of the "game" in the tourism market, create a fair and open environment for the tourism market, maintain the competition order in the tourism market according to law, and know how to use trade associations or chambers of commerce to resolve w to disputes. Judging from China's experience since its accession to the WTO, the ways and methods of government management of economy and society should also be changed. Turn government functions into economic regulation, social management and public services, hand over the production and management rights and investment decision-making rights of enterprises, and hand over the self-regulation and management functions of society to social intermediary organizations such as associations. On the basis of safeguarding China's long-term and fundamental interests, we will make relevant policies more in line with international practices and expand the scale of foreign capital utilization in tourism. Because under the WTO system, chambers of commerce and trade associations can not only undertake many matters that must be directly undertaken by the government and enterprises in international trade activities, but also play a buffering role in trade disputes and disputes between countries, helping enterprises and governments to use WTO rules and dispute settlement mechanisms to safeguard the interests of enterprises and countries. This objectively requires further strengthening the functions of chambers of commerce and trade associations and giving full play to their intermediary role in the communication between the government and enterprises. (3) The specific enterprise competition strategy adopted by China tourism enterprises is firstly to build the brand of China tourism enterprises. In the international community, the number of famous brands is a symbol of a country's product competitiveness, and it is also the embodiment of a country's economic advantages and comprehensive strength. Modern market economy is a "brand economy" in a sense, that is, brand-name products guide the survival and development of enterprises. The scale linkage between famous brand products and enterprise groups and the radiation to the market can not only promote the optimal combination of enterprises and their own advantages, but also effectively promote the overall economic development of a country and region. China tourism enterprises must focus on the maximization of brand market share, seek the best region and the most effective mode of production and marketing network, and make China tourism grow up in the "leap-forward" development. It can be seen that the essence of brand strategy is to build an industrial chain based on brand-name products and brand-name enterprise systems, and to increase the country's economic advantages and competitiveness with the scale benefits of famous brands. Therefore, we can say that brand is competitiveness and market. The classic competition strategy of competition-oriented marketing is brand competition, and it is an important task for today's tourism industry to quickly change from simple resource element competition to brand management strategy. Of course, all this must be based on China tourism enterprises providing high-quality tourism products and services, because products are the basis of marketing. The core of tourism product development is to make full use of knowledge, manpower, capital and other promoting factors, tap the potential of resources, develop and design tourism products with high starting point, high grade and high level, create tourism products with rich content, distinctive features, high quality and strong competitiveness, and lay the foundation for implementing brand-name strategy. So that China's tourism enterprises can improve their quality and win the market through their brands. Secondly, in the development and utilization strategy of tourism talent resources. China is a "big talent country" (with a large talent base) and a "small talent country" (professionals only account for 5.5% of employees, less than 1/4 of developed countries). In particular, there is a serious shortage of key talents related to national economic and social development, such as senior professional and technical talents, high-tech talents, senior management talents and senior financial and insurance talents. Similarly, with the rapid development of tourism, the demand for human resources exceeds the supply, and the shortage of human resources is also very serious, and some professionals are very short. We must take the implementation of talent strategy as an important strategy for the development of tourism enterprises, increase the development of tourism human resources, rapidly improve the marketization of talent resource allocation, and establish and improve the scientific mechanism for talent training, development, attraction and use. Because in the face of the situation that foreign tourism enterprises form talent advantage by virtue of high salary and other interest induction mechanisms, a new round of talent war has started and talent competition is more intense. Therefore, first of all, we must establish a correct strategic thinking of talents. With China's entry into WTO and economic globalization, we are facing the internationalization and borderlessness of talent flow, and the internationalization of domestic competition and the nationalization of international talent competition are inevitable trends. International talent exchange market and talent exchange will appear and become a major form. The international market competition beyond national boundaries and industries inevitably requires the globalization of human resource management strategy. The value (price) of talents is not only reflected in a regional market, but also depends on the requirements of the international market, as well as the selection and flow of talents around the world. Thirdly, do a good job in the construction of tourism talents, advocate equal competition, and embody the market-oriented operation mechanism, that is, the contract employment mechanism, the market-oriented wage mechanism and the socialized service mechanism. Enterprises should pay more attention to the marketization of talent competition. Marketization, on the one hand, requires both sides to follow certain rules, that is, equal competition, that is, equal market access, equal environment, equal rules, equal process and equal results. In addition, it should also reflect the market-oriented operation mechanism, that is, the contract employment mechanism, the market-oriented wage mechanism and the socialized service mechanism. This has sounded the alarm for those "bureaucratic" managers, those who rely on relationships and have no skills. If you don't advance, you will retreat. If not, get off. This is the law of the market. Equal competition provides all people with the same conditions and opportunities, so that they can show themselves at the same starting line. Finally, we should improve the talent training mechanism and focus on development. In the past, personnel management was traditional personnel management, and emphasizing "management" meant focusing on specific work such as recruitment, salary and training. Modern human resource management emphasizes development, and pays attention to the human resource allocation and talent development strategy of enterprises from the level of strategic objectives and the height of enterprise development strategy. In traditional personnel management, personnel management institutions are often at the lower level of enterprises, and their work stays in the specific affairs of recruiting and managing people. With the advent of the era of knowledge economy, the key elements of productivity depend more and more on brain power, and manpower has become the key resource for enterprises to gain competitive advantage. Therefore, when studying the development goals and strategies of their own enterprises and regions, tourism enterprises and even tourism administrative departments should consider the manpower allocation in the next five or ten years synchronously or moderately in advance, and study the development, cultivation and use of human resources from a strategic perspective, so that the human resources of enterprises can become the real core resources of enterprises, instead of passively responding to them, or even failing to keep up with the needs of the times. In a word, the core of tourism talent strategy is to solve three key links: attracting people, employing people and retaining people.