中国酒店集团企业投资合作与扩张发展-梁 军
[简历]
梁军，男，42岁，荷兰马斯特里赫特管理学院MBA，持有美国航空局颁发的FAA A/P执照。1999年，出任海南酒店集团公司/海南海航酒店控股公司董事长兼CEO，2005年出任海航国际酒店管理有限公司董事长。
Resume:
Liang Jun, The Boarder Chairman in HNA Hotels and Resorts.
【演讲题目】：中国酒店业集团的投资、合作与扩张
Topic : Investment ,Cooperation and Expansion of china hotel group
中国酒店集团企业投资合作与扩张发展
各位来宾、女士们、先生们：
大家好！
今天我很荣幸能和在座的领导和业界同仁们来共同探讨我们中国酒店集团发展的相关问题，随着旅游业的不断发展给酒店业带来的好的发展机遇，政府、外资、及民营企业纷纷以自己的方式投资和经营酒店。下面我就相关问题谈谈我的浅见：
一、中国酒店集团的投资合作
（一）中国酒店现在投资的潮流及趋势
目前，中国成为世界的旅游大国，旅游的良好发展势态，作为旅游的基本要素酒店业也水涨船高。对酒店的市场需求和快速的固定资产增值，极大地刺激了社会对酒店业的投资，酒店业的从业人员也因此有了历史上前所未有的施展才能的机遇。
在目前全国酒店出租率不高、利润率有所下降的情况下，许多世界著名酒店集团坚信中国市场对酒店的需求量仍会继续增加，在其实施酒店品牌国际化战略中，继续扩大在华酒店的数量。国际酒店集团进入中国市场，已从经济发达的沿海开放城市发展至中西部地区，实现了全方位发展的网络化布局，目前正在逐步加大网络的密度，这既体现了国际酒店业发展的一种趋势，同时也给我国酒店业发展带来了压力。
（二）投资合作的发展趋势分为对内对外两方面
1、对外
1) 区位选择：区域由过去的一线城市转为二线城市；
2) 投资酒店类型多元化包括度假、商务、会议、主题、旅游等；
3) 由以投入资金为主转为以品牌输出管理为主的低成本扩张方式。
2、对内
1）加大人力资源开发的资金投入
行业推行专业化管理已是当务之急，势在必行。要吸引德才兼备，极具发展潜能的人才，我们必须完善行业的专业化，才能保证酒店的管理水平。
2）品牌建设
中国酒店集团要打造强势的品牌，就意味着在酒店集团的知晓度、美誉度、效益度和扩张度上下功夫，加大投入的力度，进行多元化的产品品牌的建设。
3）提高运营品质
现在越来越多的酒店意识到运营品质的重要性，酒店集团都不吝地投入资金，引入新的管理理念来提高运营品质和运营管理素质。服务质量管理应立足于标准化、走向个性化，总的说来有相互关联的五大标准：组织机构标准化，工作流程标准化，服务规范标准化，民主管理标准化，检查制度标准化。国际酒店的做法都可以给我们提供很好的典范。
4）建立预订销售网络与信息网络
目前，中国酒店集团都陆续投资建立了各自的中央预订系统，利用中央数据库管理旗下酒店的房源、房价、促销等信息，实现信息共享，并通过同其他各旅游分销系统连接，使成员酒店能在全球范围内实现实时预订。
（三）投资合理性及方向性是酒店集团能否长足发展的关键
投资酒店区位选择的正确性，酒店类型选择的合理性体现酒店集团的战略布局的宏观调控，避免同一集团的成员酒店在同一地域集中化程度过高，避免在同一地域中有不同酒店集团的同一类型的酒店。投资的合理性和正确方向性有利于加盟酒店的市场开发、市场竞争的开展，有利于酒店集团品牌发展的扩张和市场声誉的逐步扩散、树立集团公司在酒店行业的整体市场形象和声誉、促进集团化管理的规模经济效益。
（四）多方的合作带来提高
酒店的经营活动不仅是与顾客的沟通合作，从某种意义上说，是一种包括供应商、分销商、以及竞争对手在内的系统合作行为。但是随着市场的发展，集团之间的竞争是一种管理水平和服务质量的竞争，是一种开拓创新和相互提高的过程，实践表明：许多看似竞争的酒店集团，其实正是有较大发展潜力的合作伙伴。面对新世纪，各酒店集团应以“共赢”的思想指导各酒店的运营。
在稳固合作关系的前提下，相互传递市场信息、共同组织和开展活动和经营项目、共同抵制有碍于企业发展的行为，形成互补互利的共同优势，从而获取更为理想的经济效益。这样，在合作的基础上竞争，在竞争的过程中合作，既促进了酒店自身的提高，也促进了整个酒店业市场的健康发展。中国酒店业集团必须把握自身本土化人才、地域、文化、客源、服务等资源优势，不断提升和打造酒店业集团的核心竞争力。通过选择自己的目标市场和对象，与酒店业相关产业及国际酒店业集团展开多种形式的战略合作与联盟，实现酒店集团的资本与品牌、管理、服务、网络、技术及人力资源的有机融合。例如：前沿房地产同雅高集团合作开发产权酒店、锦江集团同德尔集团的合作使用中央预订系统、海航酒店集团同RCI集团合作开发分时度假产品等。
二、中国酒店集团的发展现状及需要达到的目标
（一）中国酒店集团扩张发展的现状及趋势
酒店发展到一定的阶段，就会走上产业联合、收购兼并的扩张道路，这既包括上游企业、下游企业的纵向兼并，也包括与其他酒店的横向兼并。从发展趋势来看，参加合作网络的做法将被广泛的接受。合作网络是一种动态的自激系统，这一系统的纵向和横向的整合联系，充分体现了规模经济与范围经济的优势。合作网络对于小酒店而言，有利于抵御大酒店的压制和减少市场风险，通过联合行动来促进共同发展。对于大酒店而言可以造成强大的市场进入壁垒，逐步形成一定范围内的垄断，获取更多的市场份额和利润。所以，多元化、多层次的合作关系，会使酒店集中尽可能多的竞争优势，从而为酒店的可持续发展奠定良好的基础。酒店集团一般通过控股经营、特许经营和管理合同的方式将处于多个区域的酒店纳入集团的范围，发挥品牌的优势，实施连锁化的经营。酒店集团化体现在四个过程：第一是通过资本运作规模化扩张的过程；第二是市场扩大的过程；第三是品牌的扩展过程；第四应该落实为效益扩充的过程。
（二）经验借鉴
从1983年最早开始的半岛集团管理的建国酒店算起，一批国际酒店集团相继进入中国，从最初少数几家的牛刀小试，到今天的大举抢滩，国际酒店集团已在中国掀起了新一轮扩张并购狂潮。当这些国际酒店集团已经将扩张对象由高星豪华酒店向经济型酒店转换；把扩张地域由核心或沿海城市向内陆城市转移时，中国民族酒店业集团才真正在面对面的战斗中学习和成长。
通过市场化资本经营途径来推进酒店集团的成长与发育是国际酒店管理集团成长的共性。特别是在20世纪90年代以来，世界范围内的产业重组又掀起了新一轮的兼并和收购浪潮。酒店业受到这一大环境的影响，兼并收购浪潮此起彼伏，出现了许多金额巨大、意义深远的兼并收购。这些兼并收购在很大程度上反映出了世界酒店业将来的发展趋势，并将影响酒店业今后竞争格局的变化。现在已经进入到中国市场的国际酒店管理集团在成长的进程中，无不具有资本运营的烙印和支撑。而且国际酒店管理集团这种扩张并不是以品质和服务的牺牲为代价的，相反，超常规的发展速度带来的是一流的品牌知名度和经营利润。
国内酒店在个性化服务管理上还处于起步阶段，应学习西方成功酒店的经验，在保护原有的服务品牌基础上，采用“品牌延伸”策略，开发市场隔区，满足客人的多样化服务要求。当然，个性化产品的实施，上到酒店文化、经营者的管理策略，下到员工的独特素质和富有人情味的服务，需要酒店全体员工共同努力来完成。我们该如何吸收国外成功经验，采取适合中国不同经济体制的酒店管理模式，外闯品牌、内抓效益，充分展示管理公司的内外功，这是我们国内集团目前需要学习和借鉴的。
三、中国酒店集团扩张发展需解决的几个核心问题
现阶段中国酒店集团扩张发展面临和需要解决的问题，我个人认为有以下几个
1、首先要建立自己强大的预订网络，即中央预订系统（CRS）
中国酒店信息化程度总体水平与国外相差5～10年。在国外的酒店行业，流行应用“中央全球预订网”，这个会员制第三方的网络平台，吸引着全球的酒店集团的加入。这套网络系统可以与每家会员酒店的客房预订系统实现对接，客人可以自己从网上订到自己希望下榻的酒店和房间。它使酒店集团可以利用中央数据库管理旗下酒店，实现资源共享，有力的控制酒店客源市场；同时为酒店集团其他营销及管理活动提供数据平台，例如；常客计划、动态促销、企业销售、电子营销等，目前，在国际酒店业中，电子分销已经成为酒店分销的主流。
建立预订销售网络是品牌资产的物化载体，是成熟的酒店集团的标志，也是跨国酒店集团的扩张得以成功的主要原因。没有强大的预订网络，我国酒店集团的发展空间就会显得非常有限。中央预订系统可以帮助我们控制并引导客源的流向，集团内相互预订，信息共享，统一促销，拥有强有力的科技系统是酒店集团的核心竞争能力之一，所以我认为建立中央预订系统对于中国酒店集团来说已经迫在眉睫。中国酒店业必须加快集团化发展进程，借助集团强大资金实力迅速建立自己的信息化网络，实现酒店的信息化，经营提升中国酒店集团的国际竞争能力。
2、 建立标准化的服务体系
从中国酒店业的现状来看，服务标准化是不可逾越的阶段。标准化服务是指按照标准运作，以有序的服务来满足客人各种常规的需要，即酒店向旅游者提供的服务项目和服务程序按标准（国际标准、国家标准、行业标准）进行生产从而满足客人合理的各种常规需要。只有建立了服务标准化的体系才能实现标准化的管理，标准化是基础，个性化是趋势。采用那一种方式与酒店所处的层次有关，中低档酒店以标准化为基础，高星级酒店则倾向个性化服务。酒店业内人士一直在追求服务的标准化，服务的无形性要求酒店管理者为服务制订一系列标准。从而方便员工的操作和顾客的评估。标准化、程序化的服务具有高效、可靠的特点。它方便顾客接受服务并减少他们的风险心理。
3、建立合乎国际标准的财务核算控制体系，尤其是成本控制体系
中国的酒店集团缺少合乎国际化标准的会计成本核算体系，酒店集团要确保业主的利益最大化就必须要进行有效的成本控制，这也是反映酒店管理公司真正对酒店实施管理的重要核心内容。只有按所有跟成本有关的营业点、控制点制定严格的成本控制流程，建立具有国际化标准的会计成本核算体系，才能对酒店成本进行有效的控制，减少资源的浪费、降低成本，提高财务管理水平，确保实现酒店利润最大化。
4、 建立人力资源储备机制
人才资本是一种潜质发挥时间较长的资本。就酒店集团化管理而言，适度流动，保持管理人才的相对稳定性，是积累管理经验，提高管理水平，充分发挥人才潜质的必要条件。但由于我国酒店业的快速发展，人员的培养的速度跟不上，中国酒店在人力资源供给上出现问题，人才储备和派出管理是酒店集团能否健康成长和扩张发展的前提和基础。任何一家优秀的酒店集团必须利用自己旗舰酒店和管理先进的成员酒店作为人才培养和人才储备的基地，建立人力资源库，才能保障集团的良性发展。
作为新的酒店管理公司，海航酒店也正朝着这四个方面在努力和不断完善中：目前，我们已经建立中央预订系统、SOP即（《海航酒店集团标准操作程序》）及会计核算体系、通过培训和建立奖励机制等措施来储备人才，为把海航酒店管理公司打造成一个国内领先、国际知名的酒店品牌，成为一家在世界上有名望的酒店管理集团而努力……
综上所述，中国酒店集团化进程已经到了一个关键的阶段，发展空间很大，世界的大环境就是机遇和挑战并存，总体上来说是机遇大于挑战。面对这个难得的契机，酒店集团层面的运作与单体的酒店管理存在着巨大的差异，酒店集团化趋势顺理成章地成为了一种有别于单体酒店管理的发展方向，我国的酒店集团在集团化过程中应充分借鉴并融合国际酒店管理集团先进的经营模式和管理制度，利用现代化的信息技术建立和完善集团的中央预订系统，加强集团人才网络和职业经理人队伍的建设，把集团做强，品牌做响，实现国际化发展的目标。
The cooperation in China’S hotel group investment and expansion
Distinguished guests, ladies and gentlemen:
I am honored to have such a good opportunity to explore the development of China hotel group with the present leaders and experts in the hotel industry. With the development of tourist industry and good opportunities brought by the hotel industry, government, foreign joint ventures and non-governmental corporate are committed to invest and manage hotels with their won way. Now let me talk about the following aspects.
1.The cooperation in ChinaˇŻs hotel group investment
(1) The tide and tendency of current China hotelˇŻs investment
At present, china turns to the tourist power and keeps at a good development state. A large demand on the market and rapid capital growth pose a stimulation to hotelˇŻs investment and the employees in hotel industry have the good opportunity to practice oneˇŻs craft.
Although there is a low demand on the hotels, some international hotel group still believe that chinaˇŻs market have great potentialities. While they implement the internationalization strategy of hotel brand, they would continue to expand the number of hotels. The international hotel group has entered into ChinaˇŻs market ranging from the coastal cities to the middle regions, and really realized the all-around network display. Currently, we have expanded the network intensity which not only reflects the tendency of international hotel development but also adds pressure to ChinaˇŻs hotel industry.
(2) The developing tendency of cooperation in investment concluded into two aspects inside and outside
1 Outside
1) Regional selection
2) The multi polar investment hotels includes resorts, commercial, meeting, thematic and tourist
3) Transfer from centred on the capital to the brand exporting management
2 Inside
1) Put more capital into the human resources
2) Brand construction
3) Promote operation quality
4) Establishing reservation network and information network
(3) Rational investment and right orientation is the key elements which decide the development of hotel group
The correctness of hotel selections and rational selection of hotel types give a full reflection of the macro regulations of strategic display. In addition, it avoids the high regional integration and the same types of hotels in different groups. The right investment and orientations also could help explore the hotel market, expand market capacities, the expansion of hotel group development, brand image promotion etc.
(4) Multi-parties cooperation helps to improve
The hotels activities are not just to communicate with the customers, but also a systematic cooperation between suppliers, distributors and competitors. With the development of market, the competition among groups is the competition of management and services quality and is a process of to innovate and mutual improvement.
2 The current developing situations and goals for the hotel groups
(1) The current situations and tendencies of ChinaˇŻs hotel groups
The hotels advance rapid, naturally it would undergone the stage of alliance, purchasing, being absorbed and expansion etc. Cooperation network is a dynamic self-stimulation system that gives a full reflection of scale of economy and the advantage of scale economy. Cooperation network for the small scale economy, it would defend the suppression of big hotels and lower market risks. For the big hotels, it could help the strong market to break the barriers and form monopoly to gain much more profits. Therefore, multi-polar and layers cooperation relationship would give rise to more and more capacity advantages and lay a good foundations for hotelˇŻs sustained development. Hotel group could bring the hotels in different regions into groups to implement chains management through the way of holdings management, special management and management contract etc.
(2) Experience borrowing
Since 1983, Jianguo Hotel Shanghai managed by Peninsula Hotels, a group of international hotel group have entered into China. International hotel group have been upsurging a new purchasing tide. In the 1990, a new absorption and purchasing has started in the industry reorganization. It largely reflected the developing tendency of hotels in future and the situations of hotel industry. Currently, we have entered into the process of international hotel management group and equipped with support from the capital operations. While this kind of management and expansion could not be replaced by the sacrifice of quality and services. On the contrary, abnormal rapid speed brings first class brand and management profits.
On the conditions of stable cooperation, to mutual transfer market information, organize etc helps to block the barriers to the development of corporate. Competition on the basis of cooperation and cooperation in the process of competition could promote hotel in itself and help the sound development of the whole hotel industry. ChinaˇŻs hotel industry should have a good control of oneˇŻs resources such as local culture, area, customers and services to continuously promote and cultivate the core capacity for hotel group. Selecting oneˇŻs own target market and subject, it could realize the organic melt of capital, brand, management, service, network, technique and human resources etc organic melt.
3 The key problems confronted by ChinaˇŻs hotel group expansion
(1) It is essential to establish the strong reservation network that is CRS
The information application in china is lagging behind of other developed countries more or less than 5-10 years. In foreign hotel industries, ˇ°Central Global Network Reservation Systemˇ± prevails which attract the global hotel groups. This kind of network could provide access to the members of the room reservation system. The customers could choose the room from the network system and realize the co-share of information resources. In this way, it could control the hotel market effectively, in the meanwhile, it could provide digital platform for the hotel group and other marketing, management activities, such as, loyal customersˇŻ plan, dynamic marketing, corporate marketing, electronic marketing etc. At present, electronic distribution has turned out to the main stream of the hotel distributions in the international hotel industry.
Establishing network reservation system is the objective carriers of brand and the mature mark for hotel groups. In the meanwhile, it is also the main reason for the international hotel group to expand. If there were no strong reservation systems, there would be some limitations for the hotel group expansion. However, central reservation system could help to control and guide the orientations, realize mutual reservation in groups, information share and unified distribution. Holding the powerful scientific systems is one of the core competitive capacities in hotel group. ChinaˇŻs hotel industry should speed up the development of group and establish oneˇŻs own information network through the powerful capital capacity. Realizing the hotel information and management could promote the international capacity of ChinaˇŻs hotel groups.
(2) Establishing standard services systems
Viewing from current situations of ChinaˇŻs hotel industry, service standard is an impassable stage. Standard service refers to satisfy the customersˇŻ requirements in light of the standard operations. Only standard services system was established, could we realize standard management. Standard is the base and holding oneˇŻs characteristics is tendency. The employees in hotel industry usually pursue standard services while the intangible services require the hotel managers to put forward a series of standards.
(3) Establishing the financial accounting systems complying with the international standard especially the cost control systems
There are few financial accounting systems complying with the international standard in China. If the proprietors really want to maximize the profit, he has to pay attention to the cost control, which reflects the core contents that outsource the management companies to operate. Only serious cost control process concerning the management points and controlling points is made and the financial accounting systems complying with the international standard is adopted, could secure a big profit we would earn for the company and reduce the cost, promote the financial management. In the end, we could realize the maximum of the hotel revenues.
(4) Establishing human resources reservation system
For the hotel group management, maintaining employees in a stable movement is the essential conditions to accumulate management experience, promote management and practice the full potentiality of the employees. No matter which hotel should make use of its unique hotel and hotel chains as the basis for talents training and reservation.
As a new hotel management company, HNA hotel and resorts are walking forward to close to the four aspects I mentioned above. Currently, we have established central controlling systems, SOP and financial accounting systems. We also are committed to train the staff members through the training and encouraging systems in order to cultivate our hotels as a world well-known hotel.
Above all, the process of ChinaˇŻs hotel group has come to a key stage with a large developing space. The world environment is confronted with challenge and opportunities. Generally speaking, opportunity is larger than challenge. Confronted with the bitter opportunities, the hotel group operation differs from the independent hotels. The hotel group operation should borrow the management models and systems from international hotel management. In order to highlight the international developing goal, it is essential to make use of the modern information technology to establish and perfect central reservation system, strengthen the talentsˇŻ network and establishment of professional managers
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