A graduation thesis on tourism is urgently needed.

Obstacles and modes of collectivization development of tourism enterprises in Hubei Province

Hubei tourism enterprises are small in scale, low in industry concentration, imperfect in enterprise system and poor in operating efficiency, showing a situation of being numerous, scattered, miscellaneous and chaotic. Not only can it not compete with overseas tourism enterprise groups in strength, but it also has no competitive advantage in China. Therefore, in order to enhance the competitiveness of enterprises and cope with the impact of overseas tourism enterprise groups, Hubei tourism enterprises must take the road of group development.

Keywords: Hubei Province; Tourism enterprises; Grouping; Obstacles; model

With China's accession to the WTO, tourism will gradually open to the outside world. With the advantages of capital, management, talents and technology, large overseas tourism enterprises will land in China one after another. After the buffer period of the first few years after death, Hubei tourism enterprises will face to face with overseas tourism enterprise groups. Looking at the present situation of Hubei tourism enterprises, it is difficult to find that Hubei tourism enterprises must take the road of group development, expand the scale of tourism industry through group development and capital operation, and make tourism play an increasingly important role in Hubei's national economic development. one

First, obstacles to the development of tourism enterprises in Hubei Province

1, the scale of tourism enterprises is too small.

Compared with a single tourism enterprise, tourism enterprise groups have great advantages in scale efficiency and resources.

There are comparable advantages in allocation, financing ability and comprehensive competitiveness, and the most obvious is scale benefit, which is mainly realized by saving the transaction cost and information cost within the enterprise group, and finally reflects the competitive advantage of the enterprise group. At present, the scale of Hubei tourism enterprises is very small, and there is no hotel management group of its own. Except for a few state-owned travel agencies, the scale of other private travel agencies is too small, and no child can enter the top travel agencies in China 100. At the same time, the small scale of tourism enterprises also limited the expansion of tourism in Hubei, and did not form a well-known tourism brand. OCT Group and Song Cheng Group, by virtue of their own brand advantages, became the "promoters" of local tourism development.

2. The tourism enterprise system is not perfect. At present, the basic feature of tourism enterprises in Hubei Province is the separation of government and enterprise, and many tourism enterprises have become cross-industry and cross-departmental administrative appendages, instead of actual economic entities and legal entities. Tourism enterprises are mostly subordinate to relevant government departments, with complex asset relations and imperfect systems. Their own operations are interfered by government administrative orders, and the benefits are not good. Even the established tourism enterprise groups, such as Wuhan Tourism State Holding Group, are mostly simple superposition of hotels, travel agencies and other enterprises, and their market competitiveness is limited. Although some tourism enterprises are named as groups, they are also loose consortia with low degree of aggregation and weak comprehensive strength.

3. The concept of tourism enterprise operators is backward. For a long time, the operators of Hubei tourism enterprises have been deeply influenced by the traditional culture of China, and the negative thought of "Better be the head of a chicken than the tail of a phoenix" is deeply rooted. Being content with the status quo, on the issue of collectivization development of tourism enterprises, they always try their best to block it because they are worried that their future and interests will not be guaranteed, which has caused many obstacles in the process of collectivization. Even if the government has the will to develop tourism enterprise groups, tourism enterprises actively plan the development of the group on the surface, but secretly obstruct it in every way, only considering their own vested interests, ignoring the positive significance of the development of tourism enterprises in Hubei Province.

4. Insufficient policy support. The development of tourism enterprise groups needs a good policy environment, which is actually the preferential and support of government policies, but it also needs to eliminate hidden restrictive policies and create a good fair competition environment. Considering the present situation of tourism enterprises in Hubei, we must rely on the support of relevant government policies to accelerate the collectivization development of tourism enterprises. In 2000, Wuhan City reorganized and established Wuhan Tourism State Holding Group. This shows that Hubei government departments have been inclined to the collectivization of tourism enterprises in policy, but the support is not enough. Take Wuhan Tourism State Holding Group as an example. Its establishment is the product of the reorganization of Wuhan Tourism Bureau. To some extent, it was derivatives, with limited disposable assets and resources, all of which were non-performing assets allocated at that time. Therefore, the collectivization development of tourism enterprises in Hubei province needs further support from government policies.

Second, Hubei Province, the development model of tourism enterprises collectivization

1, the collectivization development mode of tourism enterprises. There are three main development modes of tourism enterprise collectivization: market growth, government behavior and mixed promotion. Market growth means that the core enterprises of the group rely on their own economic strength and business advantages to make other enterprises form enterprise groups on a voluntary basis. Its advantages are that the members of the enterprise are linked by assets, the property right relationship is clear, the management system is standardized, and the overall benefit of the enterprise is obvious. The disadvantage is that it takes a long time for core enterprises to cultivate their own strength, and the cost is too high, which does not meet the increasingly urgent international competition requirements. Government behavior is that government departments set up enterprise groups by administrative means, and the members of enterprises are linked by administrative or contractual relationship, and the driving force of enterprise operation is administrative orders. Its advantage is that relying on the influence of the government can increase the strength of the group in a short time, but its disadvantage is that the enterprise system of the group is not perfect, and the operation of the group is sometimes affected by the relevant administrative orders of the government, so it can not be completely implemented as an enterprise. Hybrid-driven type relies on market forces to promote the formation of the group. The government mainly guides the activities of enterprises through relevant policies, laws and other means, and the government, market and enterprises are harmonious. This type combines the advantages of the first two types and overcomes the disadvantages. This is one of the effective choices for the development of tourism enterprises in Hubei Province.

2. Innovation of collectivization development mode of tourism enterprises in Hubei Province.

Considering three modes of collectivization development of tourism enterprises, combined with Hubei Province

The development status of tourism enterprises and the internal and external environment they face, and comprehensively consider the tourism in Hubei Province.

This paper puts forward the strategic goal of tourism development and the goal orientation of tourism enterprise development.

Take "resource integration, asset reorganization, capital expansion and brand management" as the main means.

The collectivization development model of tourism enterprises.

(1) Four growth stages of the collectivization development model of tourism enterprises in Hubei Province.

The first is the natural state stage. At this stage, all tourism enterprises are in a state of chaotic competition. Tourism enterprises are strong and weak, but they have no absolute leadership strength. This is a state of tourism enterprises in Hubei Province, which is numerous, scattered, miscellaneous and chaotic, with fierce market competition and high transaction costs, and the optimal allocation of resources has not been realized. This stage is the original state of collectivization development.

The second is the loose alliance stage. Some excellent assets and resources are allocated by the government (the symbols in the circle represent enterprises and other units allocated by the government), and the embryonic form of enterprise groups is formed through resource integration. The allocated enterprises and units have not reorganized their assets. Although they are called groups, they are just a simple loose alliance. So on the surface, the strength of enterprise groups has increased, but there are still many relationships within enterprises that need to be straightened out, such as the definition of property rights and the establishment of modern enterprise systems. At this stage, the enterprise group is just in a state of being strong outside and weak inside. It has a lot of resources, but there are still many obstacles in controlling and utilizing these resources, and it does not have the strength to expand outward.

The third is the stage of asset reorganization. Enterprise groups should be transformed into enterprises, and a modern enterprise system should be established through asset reorganization, so that all member enterprises can gradually get rid of nepotism with the government and gradually clarify property rights. The enterprise group enjoys the right to use the resources of each member enterprise, and the development strategy of the enterprise is formulated by the group, which is no longer interfered by government instructions (the symbols in the rectangle indicate the state of the group after asset reorganization). This stage is very critical, which determines the success of the group development of enterprises and the development prospect of the group. Another important task at this stage is to build the brand of tourism enterprises, improve the visibility and competitiveness of the group through brand building, and lay the foundation for the next stage of expansion.

The fourth is the stage of capital expansion. This is the growth stage of tourism enterprise group, which requires the group to rely on its own strength and brand resources to expand capital and brand management. On the one hand, we can constantly attract new tourism enterprises to join through property rights transactions, capital integration, mergers and acquisitions, and further strengthen the strength of the group (the small triangles and squares in the figure represent the new members absorbed by the group); On the other hand, the brand and management can be exported to other tourism enterprises through their own brand advantages (the circle in the figure represents the enterprises and units that accept the brand and management exported by the group). By expanding and increasing the scope and quantity of resources controlled by the group, the strength of the group will be further enhanced, and finally the competitiveness of tourism enterprises and the scale of tourism industry will be improved through the development of enterprise groups.

(2) Five strategic measures for the collectivization development model of tourism enterprises in Hubei Province.

First, resource integration. Through government actions, some excellent tourism resources will be. Including tourist attractions, tourist hotels, travel agencies, etc. First, form a loose alliance to enhance the strength of the group. You can first take a slightly stronger tourism enterprise as the core enterprise, integrate other enterprises and units under its name, or form a new enterprise entity. For example, Wuhan Tourism National Holding Group can be regarded as a core enterprise, and famous scenic spots such as Yellow Crane Tower and East Lake can be integrated under its name and merged into the group in the form of administrative allocation or allocation. As a subsidiary of the Group, the Group will operate by holding shares, revitalize the stock of resources, improve the operating efficiency of scenic spots such as Yellow Crane Tower and East Lake, and enhance the competitiveness of Wuhan Tourism State Holding Group.

Second, asset restructuring. On the basis of resource integration, it is necessary to carry out the enterprise transformation of the group, and asset reorganization is the most critical step. Simply combining several tourism enterprises with scenic spots does not mean that the strength of tourism enterprise groups has increased. On the surface, the enterprise has become bigger, but it is big but not strong, because there are still a series of relationships within the group that need to be coordinated, and those that should be abandoned should be abandoned. Asset restructuring is completely completed by the group itself. Through the reform of property right system and the establishment of modern enterprise system, we can straighten out the property right relationship between the group and its subsidiaries, give full play to the synergistic effect after resource integration, and truly make the tourism group bigger and stronger.

Third, brand building. In addition to asset restructuring, the group should also pay attention to the shaping of its own brand in the course of operation. With the development of tourism, tourism has entered the era of brand management. In the process of outward expansion, many large tourism enterprise groups not only rely on their strong economic strength as the backing, but also brand is a great weapon for their expansion, with strong influence and penetration, such as OCT Group and Song Cheng Group.

Fourth, policy guarantee. The collectivization development of tourism enterprises in Hubei needs a good policy environment to ensure it, such as avoiding the supply and forced rationing of tourism enterprises above the market price and not increasing the burden of tourism enterprises. In order to cooperate with the collectivization process of tourism enterprises, the government can provide policy support in investment and financing environment and market system, improve the financial input system, establish and improve the market supervision system, strengthen policy guidance, and provide a good external market environment for the external survival and development of tourism groups. At the same time, the government can also actively promote the alliance of related enterprises through relevant preferential policies and support policies, and accelerate the process of grouping tourism enterprises.