国有饭店产业重组与集团化管理

章节摘录

插图：3. Development Model and Course of Chinese Hotel Group Formation On the subject of the model and course of Chinese hotel group development, scholars discussed driving force, integration, membership composition, assets rela- tionship and operation model, etc. Most scholars agree with the intervention of administrative power in the restructuring of state-owned hotel industries and hotel group development. For example, industries that lead in number of hotels establish large-scale hotel groups, which are later recombined by market competition （ Chen Qiuping, Zheng Xiangmin, 2002）. As China's political system reform continues to deepen' national hotel groups will be established by administrative measures according to actual management authority of state-owned assets （Zhang Hui, 2004）. Leading enterprise groups in the hotel industry will be constructed with state-owned assets, following the principle: " administration promotion, market development, large group dominance, small and medium enterprises （SMEs） scattered distribution" （ Dai Bin, 2003, 2004）. Of course, when observing thepredominance of the local government-led development role, some scholars noticed limitations. Using the administrative divisions as borders, the market interests and behaviors of local governments strengthened economic segmentation of the state and created a batch of "mud foot giants" （Zou Tongqian, Xie Yongjian, 2000 ）. The nonstandard development of state-owned hotel groups resulted in a lack of clarity of property rights, an inability to create real interest group and difficulty keeping balance and consistency in the market （ Sun Ping, 2002）. In the process of expanding, hotel groups should pay attention to controlling their scale; greater expansion of the group is not better; hotel groups should decide to expand or shrink according to the specific circumstances and the external environment during various periods of time （Song Fujuan, 2004）.

前言

In 1979 China started the policy of reform and opening-up. During thesethirty years of development, the tourism industry has gained valuableexperiences in all phases of modernization, industrialization and marketization.However, in the early years, the real focus of the policy was to earn hardcurrency from the inbound tourists. Today a new strategy has been initiated todevelop the three main tourist markets——inbound, outbound and domesticmarkets. In the early stages, the tourism management organizations integratedthe needs of both the government authorities and the private entrepreneurs.The current situation is that tourism associations and commercial enterprisescooperate under the supervision of the government authorities. In the earlyyears, the tourism operations were labor intensive with management mainlybased on experience. Today's industry is driven by business innovations andsupported by modern technology and capital operation. China's tourismindustry not only merges gradually into the nation's economic and socialstrategic development system, but also plays a leading role in internationaltourism community. In 2008, in spite of the impact of the worldwide financialcrises, China achieved remarkable tourism records of 131 million inboundtourists, 45. 84 million outbound tourists and 1. 712 billion domestic tourists.

书籍目录

Chapter 1 Introduction Section Ⅰ Background and Significance of the ResearchSection Ⅱ Literature ReviewSection Ⅲ Research Framework, Techniques and Main Points of ViewChapter 2 The Value Orientation and Typical Modes of the State- Owned Hotel Industrial ReorganizationSection Ⅰ The Value Orientaiion of the State-Owned Hotel Industrial Reorganization Section Ⅱ The Route and Mode of the State-Owned Hotel Industrial ReorganizationSection Ⅲ The Affecting Factors of the State-Owned Hotel Industrial ReorganizationChapter 3 Research on the Reorganization of Hotels Attached to Central Government (1)Section Ⅰ CNAHTS——From Supporting Institutions to Independent Market Operators Section Ⅱ Top Glory International——Major Business Transformation under the Industrialization StrategySection Ⅲ Orient Hotel——Transition Platform of State-Owned Bank Assets DispositionChapter 4 Research on the Reorganization of Hotels Attached to Central Government (2) Section Ⅰ The Jinmao Group——a Specialized Group with a Diversified Shareholding StructureSection Ⅱ Daqing Petroleum Development Group——Undertaker of Resource-Based Industrial Reorganization Section Ⅲ China Railway Hotel——Separation of Main Business from the Secondary Business yet to be CompletedSection IV Quintessence Tourism——State-Owned Hotel Industry Shift from Monopoly to CompetitionChapter 5 Research on the Establishment Strategy of Hotel Groups　Attached to the Central GovernmentSection Ⅰ The Background of the Formation of the Central Enterprise-Led Hotel Industry GroupsSection Ⅱ Market Oriented National Hotel LeadersSection Ⅲ Conception of Administration-Driven Market LeadersChapter 6 Research on the Reorganization of Hotels Attached to Local Governments (1)Section Ⅰ Jinjiang International——from a Political Accommodations Organization to a Compound Industry GroupSection Ⅱ Beijing Tourism Group——Integration of Hotel Assets in a Multiple Operations PlatformSection Ⅲ Lingnan International——Industrial Restructuring after the Handover of Property RightsChapter 7 Research on the Reorganization of Hotels Attached to Local Governments (2)Section Ⅰ TEDA Hotel——Industry Integration Relying on the International Capital Market Section Ⅱ Xiamen C&D Corporation Ltd.——Internal Integration and Regional ExpansionSection Ⅲ The Hebei Construction Investment Corporation——A Competitor Which Passively Entered the Hotel IndustryChapter 8 Governance Structure and Management Modes of State- Owned Hotel Groups Section Ⅰ Factors Impacting the State-Owned Hotel Group Management ModeSection Ⅱ Connecting Modes and Property Rights Levels of State- Owned Hotel GroupsSection Ⅲ Shareholding Structure and Governance Structure Design　of the State-Owned Hotel GroupsSection Ⅳ The Internal Operations and Control of State-Owned　Hotel GroupsChapter 9 Research on the Development Strategy of State-Owned Hotel GroupsSection Ⅰ Development Goals and Strategic Framework of State-Owned Hotel GroupsSection Ⅱ The Development Path of State-Owned Hotel GroupsSection Ⅲ The Security and Support Systems of State-Owned　Hotel GroupsChapter 10 Development Trends in the Reorganization and　Grouping of State-Owned HotelsSection Ⅰ Impact and Strategic Direction of State-Owned Hotel　ReorganizationSection Ⅱ Rational Construction in the Process of Reorganization and　Grouping of State-Owned HotelsSection Ⅲ The Opportunities of Hotel Groups in China and the HistoricalResponsibility of EntrepreneursPostscript

编辑推荐

《国有饭店产业重组与集团化管理(英文版)》：中国旅游学术推广文丛。《国有饭店产业重组与集团化管理(英文版)》由旅游教育出版社出版。

作者简介

《国有饭店产业重组与集团化管理(英文版)》主要内容简介：Shakespeare said in Hamlet "the time is out of joint. "The current state of affairs is in flux. Old ideals, ethics, and orders　collapse rapidly and new habits, norms and systems have not yet been established. Everything has lost its familiar support, the world is in painful uncertainty, and the future is unknown...

Similar to the situation and. grievance in Shakespeare's period, in recent times the massive Chinese state-owned hotel industry has lost its direction and entered a period of indecision. State-owned assetsgradually withdrew from the industry while foreign-funded hotels, swept along with the tide of globatization, aggressively entered the market. How to reform the tens of thousands of state- owned hotels, propel them into the market and withdraw the state-owned assets in an orderly way, and how to create local Chinese hotel brands considering the gamut of foreign brands, has undoubtedly become the historic　responsibility of Chinese hotel operators and the future of the Chinese hotel industry.

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