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中外饭店管理集团发展对比研究
原凯莱国际饭店有限公司副总裁
高天明

(一) 物竟天择，适者生存（中外饭店业集团化管理模式简介）

1. 带资管理：通过"买断"(绝对拥有)，"控股"(相对拥有)或"参股"(部分拥有)等直接或间接投资方式来获取饭店经营管理权并对其下属系列饭店实行相同品牌标识，相同服务程序，相同预订网络，相同采购系统，相同组织结构，相同财务制度，相同政策标准，相同企业文化及相同经营理念的管理方式。此种模式一般出现在饭店集团的创建初始阶段，较适合于那种资金短缺且融资困难的单体饭店。

2. 委托管理：通过饭店业主与管理集团/公司签署《管理合同》来约定双方的权利，义务和责任，以确保管理集团/公司能以自己的管理风格，服务规范，质量标准和运营方式来向被管理的饭店输出专业技术，管理人才和管理模式，并向被管理饭店收取一定比例的"基本管理费"(约占营业额的2%至5%)和"奖励管理费"(约占毛利润的3%至6%)的管理方式。近年来，"奖励管理费"所占的比例正在逐年递增。此种模式一般出现在饭店集团的定型阶段，较适合于那种财力雄厚但专业管理人才及管理技术贫乏的单体饭店。

3. 特许经营：通过认购特许经营权的方式将所管理集团/公司所拥有的具有知识产权性质的品牌名称，注册商标，定型技术，经营方式，操作程序，预订系统及采购网络等无形资产的使用权转让给受许饭店，并一次性收取特许经营权转让费或初始费，以及每月根据营业收入而浮动的特许经营服务费(包括：公关广告费，网络预订费，员工培训费，顾问咨询费等)的管理方式。此种模式一般出现在管理集团的成熟阶段，和较适合那种既想分享集团规模效益又不想放弃独立经营管理权和所有权的单体饭店。

4. 联销经营：近年来，伴随着全球分销系统的(GDS)普及和互联网实时预订功能的实现，国外的"联销经营集团"应运而生并且发展迅猛。饭店联销集团是由众多的单体经营管理的饭店自愿付费参加并通过分享联合采购，联合促销，联合预订，联合培训，联合时常开发，联合技术开发等资源共享服务项目而形成的互助联合体。此种模式一般出现在档次/市场/规模/风格相类似的系列酒店联合体，较适合那种既想分享集团规模效益又不想改名换姓的单体饭店（如：邮电系统的"信苑集团"，民航系统的"饭店委员会"，"中国名酒店"等）。
5. 顾问咨询：近年来，伴随着政企分家与军企脱钩政策的落实和职业经理人与专业化管理的需求上扬，国内的许多饭店管理集团/公司在综合了国外管理模式和中国具体国情的基础上创造出的一种界于委托管理和特许经营之间的管理模式。其特点是：管理公司仅仅派咨询顾问或管理副手协助饭店筹建开业/日常管理，并按所提供的顾问服务内容与管理咨询形式进行收费的管理方式。此种模式一般出现在那些人才资源有限或管理经验尚不配套的管理集团，较适合那种不愿放弃名义权利而又渴望专业化管理的单体饭店。

6. 中外对比：中国的管理集团公司目前仍以"带资管理"模式为主（注：资产集团的特色），"委托管理"（注：经营集团的特色）为辅，"顾问管理"为次，"联销经营"为末；外国的管理公司则以"联销经营"管理模式为主（注：美国的PEGASUS SOLUTIOS 目前拥有8700家酒店和180万间客房），"特许经营"为辅（如：美国的CENDANT集团目前拥有的6400余家酒店中有别于6300余家是通过"特许经营"方式管理的），"委托管理"为次，"投资管理"为末（注：全球性酒店供过于求及投资回报减缓使然）。

THE DEVELOPMENT OF MODERN HOTEL CHAINS: A COMPARATIVE STUDY

Tim Gao
Oriental Hotel Management Company Ltd.
Introduction

This paper is intended to study the past history, the present status and the future trends of the foreign and China's hotel chains from a comparative point of view. We start with a comparison of their development stages in the past, proceed with a comparison of their development strategies at present, and end up with a comparison of the possible future initiatives to be taken by the hotel-chain operators both in China and abroad. By way of comparison, we may hopefully generalize some guidelines in shaping or reshaping some local hotel chains into globally competitive and regionally established hotel giants.
Past History
Originated from the developed Western countries back in the 1940's, modern hotel chains were first introduced to China in the early 1980's. A comparison of the growth patterns in the past reveals that the formation and development of modern hotel chains in Euro-America is mainly driven by the invisible hand of market supply and demand, but that in China is often driven by the visible hand of the Chinese Government or its affiliates.
For instance, at the Regional Development Stage back in the 1940's and 1950's, the foreign hotel chains developed and flourished only within the boundary of one country, one region or one continent. Those regional hotel chains emerged only in response to the market demand for standard and unified hotel services and facilities catered for domestic travelers. Limited by the means of mass transportation (e.g. trains, buses or cars) at that time, domestic travelers could hardly travel beyond the boundary of their own region or continent. The boom in inter-state highways and the initiation of the five-day-working-week practice further boosted the domestic or cross-boarder travels and, for that matter, those regional hotel chains such as Hilton and Holiday Inn.
With the mass production and bulk ordering of Boeing 707 in the 1960's and 747 and the like in the 1970's, international travel by air was significantly cut both in cost and in time. Traveling by air was no longer the privilege of the few, but a very popular fashion. Travelers, business and leisure alike, could easily and affordably reach their remote destinations by air. To cater for the needs of those international travelers and meet their demand for similar or familiar hotel services or facilities in foreign countries, many regional hotel chains further developed their business beyond their own regions or continents and, thereby, entered the Inter-continental Development Stage.
The only corner left unexplored was the previous "socialist block". However, influenced by China's "open-door policy" and Soviet's "new thinking theory", many socialist-block countries started to attract foreign travelers and hotel chains from the West in the 1980's. With the fall of the Berlin Wall and the dissolution of the Warsaw Pact in the early 1990's, many more socialist-block countries have opened their domestic markets to the West. The new market did attract lots of Western travelers and hotel chains. Take China for example, the influx of foreign travelers was more than quadrupled in the 1980's and tripled once again in the 1990's. So were the foreign hotel chain operators. Of the top ten international hotel giants, nine have already settled down in China. Globalization becomes both the end and the means of many hotel chains. Slowly but surely, those hotel chains entered the Global Development Stage.
In contrast, the development of China's hotel chains has been driven mainly by the Government or its affiliates. It was the Government's call for economic reforms in the late 1970's that boosted the growth of joint-venture hotels and the expansion of foreign hotel chains in China. It was also the Government's call for forming China's own hotel chains in the late 1980's that encouraged the rapid growth and development of many local hotel chains in China. It was still the Government's call for modernization and globalization in the late 1990's that ushered in the age of consolidation and reconfiguration of China's hotel chains. The present Hotel Forum is, in fact, another timely response to the Government's call. With China's imminent entry to WTO, however, China's hotel chains should be more market-oriented or market-sensitive rather than government-oriented or government-sensitive. Like foreign hotel chains, They may extend their global reach first to those countries or regions that have been attracting or will possibly attract most Chinese tourists or businessmen.