後疫情時代酒店業轉型升級研究─以A公司為例

Abstract

2020年1月新型冠狀病毒肺炎(COVID-19)疫情暴發後，迅速波及全球，這是自2002年非典肺炎(SARS) 以來，又一起全球性的突發公共衛生事件。這場疫情給酒店業帶來了難以估量的損失，導致酒店業等傳統人力密集型服務業關門歇業。在疫情持續之下，文化和旅遊業所屬的酒店業等相關產業預計的經營損失超過2萬億元。回顧歷史，2002年發生的非典疫情也給酒店業帶來了同樣的災難。疫情終將過去，在非典疫情結束後的18間，酒店業繼續高速發展，但我國酒店業仍存在粗放式發展的特徵。近些年間，很多酒店企業朝著資本並購、互聯網的方向不斷前行，規模迅速擴大，但這對其自身的管理能力提出了更高的要求，要實現長期穩定健康發展，關鍵在於提高管理的品質和效率。不幸的是，雖然行業經歷了非典的慘痛歷史，但卻並未從中汲取教訓。在非典過後，並未對產業佈局、人員管理、資金控制等相關戰略進行適當的調整，導致疫情再次來臨時又一次陷入困境中。此次遭受新冠疫情的衝擊後， 酒店業對風險抵抗力差的問題重新暴露出來，這一問題受到了政府相關部門、產業相關人士、學界人士的廣泛重視。所有的嚴重危機事件，能夠幫助我們找出產業的“短板”，同時也迫使人們尋找新的出路。新冠肺炎讓我們意識到，加快經濟轉型升級、提升發展品質迫在眉睫，在這一過程中還會湧現出更多的新產業、新消費、新業態。 筆者在本課題中， 選擇具體的酒店作為案例，對其疫情背景下如何進行轉型才能更好的適應外部環境進行研究，從而為酒店業經營主體在未來的前行指明方向。在具體研究的過程中，應用PEST方法，描述酒店所處的宏觀環境，從政治、經濟、社會、技術層面著手，釐清相關的因素，接著兼顧案例企業的現狀，對其轉型的必要性予以說明，針對現實中存在的問題給出解決方案，提升酒店的效益水準，推動其朝著可持續性方向進一步的前行。 經受住疫情考驗的酒店，應加快綠色化和數位化的轉型，積極的應用OTA平臺、大數據技術等，朝著智慧酒店這一定位和發展發展。筆者在本課題中，採用科學的調查方法，採集關於A酒店的一手資料和資料，據此進行分析，找出現存的問題，比如利潤點少、行銷的盲目性和利潤槓桿價值並未得到體現等，導致這些問題主要的根源在於盈利模式的不完善，並建議未來可以採用 OTA 平臺進一步豐富利潤點，在行銷方面引入大數據等，為A酒店未來的發展指明了方向。

The outbreak of novel coronavirus pneumonia(COVID-19)in January 2020 quickly spread across the globe, another global public health emergency since the SARS outbreak in 2002. The outbreak caused incalculable damage to the hospitality industry, leading to the closure of traditional labor-intensive services such as hotels. As the epidemic continues, the hospitality industry, which is part of the culture and tourism industry, is expected to lose more than $2 trillion in business losses. In retrospect, the SARS epidemic in 2002 brought the same disaster to the hospitality industry. The epidemic will eventually pass, and the hotel industry continued to develop at a high rate during the 18 years after the end of the SARS epidemic, but the hotel industry in China still has the characteristics of rough development. The development of the hotel industry presents trends such as industrial structure changes, capital mergers and acquisitions, and Internetization, etc. An efficient management model is the basic guarantee for the healthy development of the hotel industry. However, in response to sudden epidemics like SARS, the hotel industry side did not learn enough lessons, nor did it prepare for sudden major epidemics in terms of industrial layout, personnel management, capital control and other industrial development strategies. After the sudden outbreak of the new crown pneumonia epidemic, the hotel industry once again showed the characteristics of poor risk resistance, which is precisely the problem that requires research and reflection by the government, industry management, industry associations, hotel enterprises, academia and other parties. Each major crisis, can review the industry's development of the 'short board', but also help the industry to find new opportunities for development. The occurrence of the new pneumonia epidemic has increased the difficulties and needs of China's economic transformation and upgrading, high-quality development, and has also given rise to new industries, new consumption and new business models. The research in this paper will help the selected case hotel to adopt a more appropriate transformation approach to adapt to the changes in the market and environment after the epidemic, so as to improve the operation and development capacity of the hotel. This paper will use PEST analysis theory to analyze the macro environment of the mid- to high-end hotel, determine the impact of four factors on the hotel: political, economic, social, and technological, and then discuss the feasibility and necessity of the hotel's transformation in light of the actual situation of Hotel A. In response to the requirements of the hotel's transformation and upgrading in the post-epidemic era, specific solutions are proposed to achieve the improvement of the hotel's overall efficiency and help the hotel to move toward a sustainable Green and digital quality development. In the post-epidemic era, mid- and high-end hotels can choose to adopt green and digital transformation paths, and transform to OTA platforms, big data and smart hotels. Using relevant data and interviews with hotel staff, it was found that the case hotel's existing profit model was inadequate in terms of the degree of development of its profit points, the lack of precision in marketing activities for profit sources, and the inadequate use of profit leverage, etc. In response to the shortcomings, we propose to increase profit points by using OTA platforms, expand profit sources by implementing precise marketing using big data technology, and comprehensively address threats outside the profit barrier, etc. The hotel transformation suggestions.