The Group Development Strategy of China Travel Agency

Discussion on the current development mode of China's travel agencies (1) Since the reform and opening up, China's travel agencies have experienced nearly 20 years of development, and have made great progress in terms of industry scale, quantity, reception quality and the establishment of a leading position in tourism. Especially in the late 1980s, travel agency groups, represented by China Travel Agency, China Travel Agency and China Youth Travel Agency, were established one after another, with asset relationship as the link, business network as the core, efficient and orderly information collection, processing and transmission as the channel, and the unified image of the group as the symbol, which basically established the status of China's three major travel agencies at home and abroad. After that, the collectivization process of Kang Hui, China Merchants, Shanghai Chunqiu and Huayun Railway Tourism Group has made substantial progress. It can be said that this network management and collectivization development has laid a good foundation for the internationalization and diversification of China travel agencies. It is determined by the characteristics of travel agency industry and the development trend of international and domestic market economy to set up a standardized travel agency group with assets ties and seek the advantages of industry alliance. First of all, tourism itself is a cross-regional service industry that integrates various elements. Travel agencies are more dependent and more fragile, which requires cross-regional collectivization and networking. Core enterprises and group members form a strong collective promotion ability, enjoy information and standardized services, and put the group in a crisscross network to carry out economic activities, thus ensuring the improvement of service quality and the realization of economies of scale. Secondly, with the in-depth development of China's market economy and the return of Hong Kong in 1997, China's full accession to the WTO will eventually become a reality; In order to realize the series promises of service trade, China's tourism market should be opened to the world, foreign travel agencies will seize market share when domestic groups are unstable, and some foreign partners will become competitors. If there is no strong ability to take over the tour group and the nationwide networked travel agency groups compete with it, the result may be the complete loss of the domestic travel agency market. Third, collectivization development is also the only way to seek transnational alliance and internationalization. The internationalization of travel agencies has two meanings: first, travel agencies should not only be satisfied with the simple international reception business, but also develop the host country's tourist market by stationing in foreign subsidiaries or offices to fundamentally solve the problem of unstable tourist sources; Secondly, with the growth of domestic tourism demand market, outbound tourism will become more and more prosperous, which requires the domestic travel agency group to transform from reception management to group management. Obviously, it is difficult to achieve the goal of internationalization without a large-scale travel agency group with strength and credibility at home and abroad. Fourthly, individual travel, as a new trend of international tourism in 2 1 century, has higher and higher requirements for travel agencies. Not only flexible travel routes and product combinations are needed, but also reasonable time arrangement, diversified services and diversified recommendation schemes are needed. The realization of this demand must be based on a convenient and unified national tourism network. Therefore, it is of great practical and long-term significance to set up a standardized travel agency group. It should be pointed out that the travel agency groups in China are not standardized at present. It is far from the requirements of the state for collectivization, which is mainly manifested in: most groups have structural defects, there is still a gap between internal management and standardized parent-subsidiary system, the members of the group are not closely linked, and there is a lack of asset interest relationship between members. There is no bond between foundations and assets with the same interests, and the cooperation mechanism is unstable; The head office is not always, and the branches are not divided; It is difficult for the core enterprises of the group to play a leading role in investment. Core enterprises do not have strong economic strength, appeal, products, capital and other advantages, and are not binding on member enterprises, so they cannot become financing centers, credit centers and settlement centers. The state lacks effective control measures for the collectivization of travel agencies and so on. This shows that the current domestic 4R travel agency groups need to be standardized. (2) From the practice of collectivization development of travel agencies, there are generally three internal organizational forms, namely, close-knit alliance with asset integration and business integration as the link, and semi-tight alliance with asset relationship as the link (joint venture, equity participation, etc.). ), as well as the loose association with agreement and cooperation as the link. At present, the joint mode of travel agency groups in China is mainly loose relationship. Because enterprise group is the advanced form of enterprise organization in market economy and the inevitable product of market allocation of resources. This loose joint form has certain significance in the enjoyment of resources in the tourism market. However, due to the lack of property rights ties within the group. It is difficult to form the same interest group, which often makes the travel agency group become nominal, centralized and unorganized, and does not produce corresponding group benefits and scale benefits. Therefore, it is the development direction of China's travel agency enterprises to establish a group model based on close contact and semi-close contact, which is embodied in the establishment of a standardized parent-subsidiary company system. The so-called "parent-subsidiary company" system refers to a powerful group core (parent company) with the function of investment center, a certain number of holding or wholly-owned subsidiaries with asset linkage with the parent company, and subsidiaries with equity participation. There is not only an "asset-benefit" relationship between the parent company and its subsidiaries, but also an inherent production and operation relationship. According to the standard principle of parent-child system, there are generally four levels of structure in the travel agency group, namely, core layer, backbone layer (tight layer), support layer (semi-tight layer) and cooperation layer (loose layer). Core enterprises occupy the highest level of the internal structure of the group, which is the key to the development, growth and cohesion of the group. The core enterprise of travel agency group should meet the following conditions: first, it has strong economic strength, strong capital, talent and management foundation; Second, its market share, that is, market share, plays an important role among peers; Third, it enjoys high popularity and good reputation at home and abroad; Fourth, it has diversified management strength, especially the ability to manage high-star hotels; Fifth, the core enterprises must be entities to avoid the transformation of administrative flop companies into groups. As a result, travel agencies with the conditions of core enterprises of the group are generally large enterprises owned by the whole people or controlled by the state. Such as China, China and Qingdao. The backbone enterprises are composed of wholly-owned subsidiaries and holding subsidiaries invested by the Group. Although these enterprises still have the qualifications of legal persons, they are financially independent and responsible for their own profits and losses. Because enterprise groups have certain asset ownership and dominant management rights, the business activities of compact enterprises are basically controlled by the group, and their basic function is to operate independently according to law under the leadership of the parent company and assume the responsibility of maintaining and increasing the value of state-owned assets. The support layer is the semi-tight layer of the group, and it is an affiliated company of the travel agency group through joint capital such as shareholding and equity participation. It is the foundation of the internal structure of the travel agency group, and its establishment mode is mainly a joint venture between the parent company and the local tourism bureau or powerful enterprises in the tourism industry. The relationship with the parent company is linked by business relations and some property rights relations, but the parent company has no control over them. The fourth level is the level of cooperation, which consists of affiliated companies that recognize the articles of association of the group and have strong stable cooperative relations. The group does not own the assets of these enterprises, but has business contacts in the reception team. These enterprises are equivalent to local travel agencies designated by the parent company with their own reception tasks. They are loosely managed by the parent company (business guidance) and have the right to allow or cancel their use of the parent company's brand. Loose layer enterprises pay the profits of the parent company according to the contract. (3) According to the experience of implementing the collectivization process of travel agencies in China in recent years, we believe that it is most effective to focus on market forces and combine with certain administrative forces on the basis of following the general principles of voluntariness, equality, mutual benefit, encouraging competition and stable combination, and conforming to the overall requirements of national industrial policies, insisting on fair competition and prohibiting industry monopoly and regional blockade. At present, the standardization measures of collectivization still focus on strengthening the functions of core enterprises and establishing firm and close enterprise ties. The core layer of travel agency group can be constructed by directly transforming the head office or reorganizing the parent company based on the head office, but a series of measures should be taken to strengthen the management, coordination, planning, supervision and service functions of the parent company, truly form the position of financing, credit, settlement and investment center, and play its leading and parent company role. According to this requirement, the head office should carry out shareholder diversification transformation, establish a standardized corporate governance structure, adjust the asset-liability structure, and reform the personnel, labor and distribution systems. Separate redundant personnel. Improve the education and training system, issue stocks when conditions permit, and go public when conditions are ripe. The construction of dense layer is one of the key contents of collectivization work. Core enterprises should formulate a series of preferential policies to ensure that enterprises joining the close layer enjoy benefits. Generally, there are several options to join a group-oriented enterprise: First, through asset transfer. Authorized by the State-owned Assets Administration Bureau, local travel agencies are listed as core enterprises; The second is to invest tangible assets and intangible assets in local and industry travel agencies through core enterprises, so as to reach the holding standard; Third, local travel agencies are classified as core enterprises by means of paid merger; Fourth, core enterprises have long-term contracted or leased local travel agencies as legal persons; Fifth, enterprises directly invested by core enterprises are inevitable close layers; Sixth, for large local travel agencies that have diversified their operations, only part of the state-owned assets of the travel agencies can be transferred to the close level. If the above scheme fails to meet the holding requirements, it can be included in the ranks of semi-tight layers and enjoy certain preferential policies. The establishment of the group should maintain a certain scale. If the scale is too small, it will be difficult to produce scale benefits. If the scale is too large, it will exceed the control ability of the core enterprises, increase the "organization cost" and "friction cost", produce "dinosaur disease", and make the enterprises ineffective. In addition, the scale structure should be as reasonable as possible, and the number of enterprises at all levels should maintain a certain proportion, but overall it should be pyramid-shaped. Close-layer enterprises should focus on coastal open cities and key inland tourist cities. (D) The shareholding system reform may be the most effective organizational form of the travel agency enterprise group established according to the standardized parent-subsidiary system. It is of great significance to establish a modern enterprise system with clear property rights, clear rights and responsibilities, separation of government from enterprises and scientific management, optimize the allocation of funds and resources, standardize the behavior of the group and its member enterprises, and enhance the vitality of the group. According to the experience of joint-stock system in enterprise groups at home and abroad, China's travel agency groups can adopt the following organizational management mode: 1, and the ownership form of the means of production is "one company, three systems, with the public as the main". The so-called "first company" refers to the travel agency joint-stock group company, and the "three systems" refers to the state ownership with state-owned assets as shares, the collective ownership with eight shares of enterprise members' own funds, and the individual ownership with employees as shares; Among them, the state-dominated capital structure, core enterprises (such as China Travel Agency) can be directly reorganized into wholly state-owned companies, supplemented by collective and individual shares, to realize the diversification of property rights of wholly-owned or holding subsidiaries of the group, so that the income of enterprise employees is directly linked to the fate of the company, and to stimulate their entrepreneurial spirit of loving their jobs and loving the company. For a company without a general meeting of shareholders, an employee stock ownership meeting can be set up internally to manage employee stock ownership on its behalf. 2. Establish a pragmatic and effective corporate governance structure. According to the Company Law, a board of directors and a board of supervisors are established within the travel agency group company. The investor (usually the property right management institution or the business unit authorized by the superior competent department) appoints the chairman, vice chairman, directors and supervisors, and then the board of directors appoints the president of the company. Under normal circumstances, the chairman also serves as the president. When the company's internal organizational conditions are ripe, the business department of the head office should be reorganized into a business division or subsidiary. By strengthening the secondary accounting function, it will be transformed from a cost center to a profit center; Reorganize compact enterprises into standardized joint-stock enterprises with diversified property rights; The headquarters of the group company should strengthen the comprehensive management function and make it change from the production and operation mode to the capital operation mode. 3. The core of the business strategy of "focusing on one industry and operating from multiple angles". The so-called "one industry" refers to the main business of providing products for tourists as a travel agency enterprise, which is the core of the travel agency group's business strategy. The so-called "multi-angle management" is to reduce business risks, improve market adaptability, and choose travel industry or other industries as their own development fields. Generally speaking, in the early and middle period of the group's establishment, the focus of multi-angle operation should be on the tourism industry or related industries (such as hotels, ticketing agents, entertainment industries, etc.). ), giving priority to the development of connotation, supplemented by extension. In order to prevent the dispersion of funds and improve the return on investment, the head office should formulate diversified business areas, product directions and target markets at different stages of development. At the same time, macro-control and micro-enliven the multi-angle operation of close-knit enterprises, fully mobilizing the enthusiasm and creativity of employees.