Economy hotel

Economy hotel, also known as limited service hotel, is characterized by its low price and its service mode is "B&; B "(accommodation+breakfast). The United States, which first appeared in the 1950s, is now a quite mature hotel form in Europe and America.

The market potential of budget hotels is huge, with outstanding advantages such as less investment, high return and short cycle. "Motel", "Home Inn" and "Jinjiang Star" are the three main forces of domestic budget hotels, and their expansion speed is amazing. At the same time, the American Super 8 and the French IELTS Group's Ibis have also entered China. From the coast to the mainland, the market share has gradually expanded, and now the chain hotels supported by strong network platforms are becoming more and more mature, such as seven-day chain, city easy chain and Hanting chain.

But there are still many pessimistic factors behind its booming aura. The restructuring of state-owned hotels, the guidance of standardized policies and regulations, the upgrade of service software and the upgrade of management mode ... many problems can not be ignored. However, there is no doubt that budget hotels will move from naivety to maturity and occupy a special and important position in China hotel market.

In recent years, some domestic experts and scholars have studied this concept more and more. The following is my summary of the concept of some foreign experts and scholars.

Quest (1983) believes that budget hotel is a new type of hotel with small scale, limited facilities and affordable price. Lee (1984) pointed out that it is the fastest-growing hotel type in the hotel industry, providing clean and concise rooms; Bell (1984) pointed out that American budget hotels only operate rooms, about 150, and the overall price is 25%-50% lower than that of medium-sized hotels. Gilbert and Arnold (1989) are defined as hotels that provide limited services and standard accommodation environment: the quality is equivalent to three or four-star hotels, but the price is 25-30% cheaper; In the early 1990s, Snior and Morphew (1990) thought that economy hotel was a kind of accommodation for short-distance travelers with low budget. Justus (199 1) describes the American Vettel hotel rules as an economical accommodation industry, which provides basic facilities and keeps the price low, without catering services, banquet facilities, gyms and other entertainment facilities; Davidson (1993) pointed out that the economical accommodation industry has all the advantages of chain hotels, and through specific design and management, it can have very competitive housing prices, thus achieving low construction costs and low operating costs.

Key points of budget hotel design and planning 1. Location and environment

● Economy hotels are not cheap hotels. Low investment and low operating cost is one of the characteristics of budget hotels, but it is not the essence or the absolute purpose. The essence of budget hotels is low burden and quick return, which makes the general scale and business orientation of budget hotels relatively limited.

Economy hotels are characterized by less money and faster money, but they can only survive in cities or regions with developed economy, fast population flow, high density, convenient transportation and mature municipal facilities. It is difficult to build a real economy hotel in economically backward areas.

● Economy hotels mainly operate in guest rooms, with little or no supporting facilities such as catering, entertainment and meetings. Therefore, restaurants, bars, shops, postal services, entertainment, convenience stores and other facilities that can meet the comprehensive needs of guests within walking distance should be available within a radius of 300m around the hotel, and the traffic station should be close.

● When selecting the location of budget hotels, special attention should be paid to the existing municipal conditions and communication conditions.

Second, investment and evaluation

● The investment quota and investment target must reach a reasonable balance. At the same time, it is necessary to evaluate the source structure, its reliability and durability.

● The determination of investment amount is based on the accurate understanding of construction cost and operation cost, and the objective calculation of the feasibility and cycle of investment return.

● The more rooms, the lower the unit cost.

● Pragmatic selection of equipment.

Three. Scale and function

Budget hotels can be large or small, but the setting of 16-20 rooms per floor and the total number of floors not exceeding 10 is ideal. The appropriate total construction area should be limited to 6000- 10000m2. Of course it can be smaller.

● Economy hotels can also be built in large-scale commercial complexes, so as to facilitate other functional areas of the complex (such as restaurants, bars, theaters, shops, etc.). ) can naturally support and serve the hotel.

● You can also use an area on the first floor of the hotel to attract investment, such as arranging fast food restaurants, laundries and travel agencies. , which not only supplements the function, but also facilitates the guests.

●“B& amp； B "(accommodation plus breakfast), the guest room is the most important function of the budget hotel, which should account for 70-80% of the total construction area of the hotel; Followed by the front hall (lobby), restaurant (or cafeteria), and sometimes there may be cake shops, small commodity kiosks, small bars and so on. Economy hotels don't want guests to stay in the public areas of the hotel for a long time, and the lobby is exquisite and practical. The operation, scheduling, monitoring and financial functions of the hotel are located in the front desk area.

● Safety, hygiene and convenience are the basic standards.

● Support and guarantee of social service support system.

● Employee management mode and its application.

Fourth, style and form.

Low budget hotels can also be divided into "style" and "mass". Compared with culture, the style pursues some artistic effects and theme connotation, and emphasizes humanized environment, which is beneficial to sales. The popular type is relatively simple, cheap, extremely demanding in location and difficult to operate.

Budget hotels are also divided into "urban type", "holiday type" and "European type": different rules, different positioning and different effects.

● Periodicity of style: Most enduring hotel styles are not "fashionable", while more popular hotels must constantly inject a lot of cultural blood with design to maintain the life of style. Economic indicators of budget hotels (examples) Examples: an budget hotel with 120 rooms;

1. Building area: 6,000m22. Building structure: reinforced concrete frame-shear structure; 3. Investment estimate:180,000 yuan; 4. Hotel staff: 20 people; 5. Sales revenue: 6 million yuan/year on average; 6. Operating cost: about 6,543,800 yuan+0.8 million yuan Description: The more rooms, the less pool area, the lower unit cost and relatively lower operating cost. However, there are generally no more than 200 budget hotels.

[Edit this paragraph] The development of budget hotels in China.

The Development Course of Economical Hotels

The concept of economy hotel came into being in the United States in 1980s, and only appeared in China in recent years. One of the characteristics of budget hotels is the simplification of functions. It concentrates its service functions on accommodation, strives for perfection in this core service, and at the same time greatly compresses, simplifies or even cancels functions such as catering, shopping and entertainment, thus greatly reducing operating costs.

Economy hotel is a hotel format relative to the traditional full-service hotel. The development of budget hotels in the world has gone through four historical stages: germination and early development; A period of vigorous development; Brand adjustment period; Reconstruction period.

From the end of 1930s to the end of 1950s, budget hotels were in the bud and early stage of development. The main feature of this stage is the emergence and development of motels. In 1930s, with the rise of mass consumption in the United States and the development of expressway network, motels began to appear, providing cheap accommodation services for ordinary people. For example, as early as 1939, several motels in Florida, USA spontaneously formed an industry joint organization-Quality Courts, which was renamed Quality Courts United the following year to provide industry services for single motel owners. After World War II, the prosperity of American economy promoted the development of mass tourism and triggered a large demand for middle and low-grade accommodation facilities. The completion of the inter-city expressway network has promoted the popularity of motels. Holiday Motel, founded in 1952, improved the service quality on the basis of absorbing the past experience of motel development, and tried to replicate products and services in a standardized way for the first time. It has developed rapidly along the expressway network in the United States in just ten years.

From the early 1960s to the late 1980s, budget hotels entered a period of vigorous development. The number of hotels has increased rapidly, and the product forms are rich, and they have begun to develop in a diversified direction. Chain operation began to replace the traditional decentralized management mode, and single hotels opened up the road of rapid expansion, and some mature budget hotels began to merge and integrate single hotels. At the same time, budget hotels began to develop internationally, spreading from the United States to Canada, Central America, South America and Europe. This expansion has also stimulated the rise of local budget hotels, especially in Europe. By the end of 1980s, budget hotels had become a mature hotel format in developed countries in Europe and America.

From the end of 1980s to the end of 1990s, the economy hotel industry began to adjust its brand. After a long period of rapid development, budget hotels have entered a mature market, and the motivation for rapid growth and large-scale expansion has gradually weakened. The diversification strategy and investment policy of large hotel groups make hotel groups more inclined to acquire and integrate the brands of the original industry through capital operation, rather than independent innovation brands. Market competition eliminated some brands with weak management power and poor capital operation, while some big and strong brands became stronger and stronger because of their capital strength and management strength. The intensification of competition forces enterprises to turn to service quality management and brand building. Brand building, quality management, market segmentation, product diversification and other internal management of enterprises have received unprecedented attention.

In 2005, the number of inbound tourists in China reached 65.438+0.2029 million, the foreign exchange income of tourism reached 29.296 billion US dollars, the number of domestic tourists reached 65.438+0.265438+0.2 billion, the domestic tourism income reached 528.6 billion yuan, the total international and domestic tourism income reached 765.6 billion yuan, and the number of citizens going abroad reached 36.5438+0.2.

In 2006, China's tourism industry continued to maintain a good momentum of development, and all economic indicators reached record highs. The three major markets of inbound tourism, domestic tourism and outbound tourism have made great progress. The total number of tourists reached 65.438+0.55 billion, and the total tourism revenue was 893.55 billion yuan, up by 654.38+0.3% and 654.38+0.6% respectively over the previous year. In 2006, China received 654.38+0.25 billion inbound tourists and 499.654.38+0 million overnight visitors, up 3.9% and 6.6% respectively over the previous year. International tourism revenue reached $33.95 billion, an increase of 15.9% over the previous year. In 2006, the number of domestic tourists in China reached 65.438+0.39 billion, an increase of 65.438+0.5% over the previous year. Domestic tourism revenue reached 622.97 billion yuan, an increase of 17.9% over the previous year. In 2006, the total number of people leaving China reached 34.524 million, an increase of 1 1.3% over the previous year.

In 2007, the total tourism revenue of China reached 1.09 trillion yuan, surpassing 1 trillion yuan for the first time. In 2007, the number of inbound tourists reached 654.38+32 million, an increase of 5.5%, of which the number of inbound overnight tourists reached 54.72 million, an increase of 9.6%; Tourism foreign exchange income was 41900 million USD, up by 23.5%; China continues to maintain its position as the fourth largest inbound tourism receiving country in the world. The number of domestic tourists reached 16 1 100 million, a year-on-year increase of15.5%; Domestic tourism revenue was 777,654.38 billion yuan, an increase of 24.7%.

Among the top ten budget hotels in China in 2006, Jinjiang Inn, Shanghai Home Inn, Dinner Love, Greentree Inn, 7 Days Chain, etc. Appeared on the list one by one. By the end of 2006, there were 100 brands and more than 1000 stores in China. Compared with last year, the market grew rapidly, and the number of brands and market supply doubled. At the same time, national brands still occupy a strong dominant position. In 2006, the emergence of some emerging brands and emerging markets also made the business segmentation and geographical layout of budget hotels in China more adequate. Three major economic brands, including Jinjiang Inn, Home Inn and Motel, are facing fierce competition from foreign brands such as Super 8 and Holiday Inn Express.

The outbreak of the financial crisis in 2008 spread from the financial field to the industrial field. As an industry with the most intensive relationship with financial entities, the influence of the hotel industry is inevitable. The impact of the global economic crisis has spread to the Asia-Pacific region, and hotel operators have begun to feel the operating pressure in the second half of 2008. The financial crisis that lasted for several months, as well as the rising transportation costs caused by inflation and rising oil prices, have made people who go out for consumption or business trips hold back their expenses. The decrease of consumption tourism and business guests has made the hotel industry in this industrial chain feel the cold like winter. However, the Ministry of Commerce of China will vigorously develop the hotel catering industry in three aspects. First, vigorously develop popular catering. Secondly, focus on solving the problem of safe consumption in the hotel industry and strictly control the procurement of food raw materials. The third is to actively promote energy conservation and environmental protection and promote the in-depth development of energy conservation and emission reduction in the industry. The Ministry of Commerce attaches great importance to the hotel and catering industry in China, and will vigorously develop the hotel and catering industry in expanding domestic demand and stimulating consumption.

With the approach of the 20 10 Shanghai World Expo, the expansion rate of some domestic brands of budget hotels has reached 200%-300%, and new brands are constantly emerging. Thus, budget hotels in China have both development opportunities and great challenges. In the face of multinational investors landing on the beach, this is a competition on the same starting line. The reputation of international famous brands and the management experience accumulated over the years are exactly what domestic economy hotel chains lack. However, in establishing domestic sales network, China operators have the advantage of localization.

[Edit this paragraph] Development history of foreign budget hotels

First [1], the late 1930s and the late 1950s were the germination and early development of budget hotels.

In 1930s, with the rise of mass consumption in the United States and the development of expressway network, motels began to appear, providing cheap accommodation services for ordinary people.

Secondly, from the early 1960s to the late 1980s, budget hotels entered a period of vigorous development.

The number of hotels has increased rapidly, and the product forms are rich, and it has begun to develop in the direction of diversified management. Chain operation began to replace the traditional decentralized management mode, and single hotels opened up the road of rapid expansion, and some mature budget hotels began to merge and integrate single hotels. At the same time, budget hotels began to develop internationally, spreading from the United States to Canada, Central America, South America and Europe. This expansion has also stimulated the rise of local budget hotels, especially in Europe.

By the end of 1980s, budget hotels had become a mature hotel format in developed countries in Europe and America.

Third, from the late 1980s to the late 1990s, the economy hotel industry began to adjust its brand.

After a long period of rapid development, budget hotels have entered the mature stage of the market, and the motivation for rapid growth and large-scale expansion has gradually weakened. Market competition eliminated some brands with weak management power and poor capital operation, while some big and strong brands benefited from stronger capital strength and management strength. The intensification of competition forces enterprises to turn to service quality management and brand building. Brand building, quality management, market segmentation, product diversification and other internal management of enterprises have received unprecedented attention.

Finally, in 2 1 century, budget hotels entered another round of rapid development.

This is mainly manifested in the market development of budget hotels in developing countries and the development of local brands. In China, Southeast Asia and other regions, the expansion of budget hotels is very rapid. World-famous budget hotel brands Ibis, Super 8 and Holiday Express all aim at the Asian market.