7days inn.docx

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7daysinn

题目:

SelectingStrategiesforEconomyHotels

姓名:

邱燕群YanqunQiu

学号:

20070300372

所在学院:

国际商务英语学院

年级专业:

2007级英语（国际商务管理）

指导教师:

胡春雨职称:

讲师

完成时间:

2011年4月13日

SelectingStrategiesforEconomyHotels

SubmittedinPartialFulfillmentoftheRequirementsfor

theDegreeofBAinEnglish

___________

By

QiuYanqun

Supervisor:

HuChunyu

SchoolofEnglishforInternationalBusiness

GuangdongUniversityofForeignStudies

April13,2011

Declaration

Iherebydeclarethatthisthesisdoesnotcontainanymaterialwhichhasbeenacceptedfortheawardofanyotherhigherdegreeorgraduatediplomainanytertiaryinstitutionandthat,tothebestofmyknowledgeandbelief,thisthesisdoesnotcontainanymaterialpreviouslypublishedorwrittenbyanotherperson,exceptwhenduereferenceismadeinthethesis.

Signed

Dated:

May16,2010

Abstract

Since1990s,economyhotelshavebeendevelopingrapidlyonthemarketbasisofmanyintegratingfactors,suchasthelodgingmarket’sfurthersubdivision,leisuretourism’sfastgrowthandfrequentsmallbusinessactivitiesandsoon.However,asmanynewentrantscomeintotheindustry,fiercecompetitionemerges.Excessivecompetitorsgraduallyleadtoahomogenouscompetition,especiallyamongsmallhotels.Manybighotelsarefacedwithcostchallengesandmanagementdifficulties.Inthemeantime,thestrategiesthatmanyhotelsemployedaretoooutdated.

Thestudyhasadoptedsurveysandliteratureresearchasstudymethods.Tomakethestudymoreconvincingandmorepractical,thisauthorbecomesamemberof7daysinnandHomeinnandlodgedin7daysinnandHomeinnforthreenights.Thisstudyaimstofindouttheproblemsofexistingstrategiesandselectabestonetosustainthedevelopmentofeconomyhotels.Somesuggestionswillbemadeinthefinalparts.

Thesurveyshowsthatevenseveralwell-knownbrandsofeconomyhotelsdon’thavetheiruniquefeatures.Mostofthehotelsareledbycostleadershipstrategiesandputgreatemphasisoncostreduction.Fromobservation,thestudyalsofindsoutthattherearesomedifferencesamongdifferentbranchesinasamebrand.Thebrandawarenessofeconomyhotelisstillweakandcustomers’loyaltyisnotgood.Suggestionsarethattheeconomyhotelstoadoptacostleadershiptodevelopitselfandwinitscustomers.Whenthehotelisknownasabrand,itshouldstarttodifferentiateitself.

Thestudyhopesthatanappropriatestrategywillhelptheeconomyhotelsflourishinthefuturemarkets.

Keywords:

economyhotel,business-levelstrategy,costleadership,differentiation

中文摘要

自20世纪90年代以来，经济型酒店经历了市场进一步分化,休闲旅游大幅增长，中小企业活动频繁等。

这诸多因素，为经济型酒店的发展奠定了良好的基础。

然而，伴随着越来越多的行业新进者，经济型酒店行业也开始浮现出激烈的竞争局面。

大大小小的竞争对手让这个行业的竞争趋向同质化，尤其是对于一些小而不知名得酒店。

一些品牌酒店也面临一些问题诸如成本的增加，管理困难加大等。

于此同时，经济型酒店所采用的战略相对过时。

本研究采用文献回顾和问卷调查为主要研究方法。

同时，为了让本研究更贴近实际，更令人信服，研究人员还注册了7天连锁酒店和如家酒店的会员，并在这两家酒店各住过一晚，仔细观察酒店的管理和服务。

本研究主要是为了发现经济型酒店的现存战略问题，并致力于寻找出适合酒店的发展战略，提出建议。

调查结果表明，即使是一些品牌经济型酒店，很多都存在个性特色不足的问题。

目前经济型酒店主要是以成本控制战略为主。

为了控制成本，很多经济型酒店是下足了功夫。

通过观察法，本研究还发现了7天连锁酒店和如家酒店都存在不同分店的服务标准，装修特点存在较大差异，让顾客不太满意。

很多酒店的顾客品牌意识较差，顾客忠诚度较低。

因此，研究得出的建议是希望酒店在采用低成本战略发展酒店的同时，应该逐渐引用差异化战略。

同时，要统筹好各个分店的管理，不要让过快的发展速度阻碍了酒店的长远发展。

本研究希望这些建议能促进经济型酒店行业的健康发展。

关键词：

经济型酒店事业层次战略低成本战略，差异化战略

TableofContents

Abstractii

中文摘要iii

Chapter1Introduction1

1.1ResearchOrientation1

1.2Rationale1

1.3StructureoftheDissertation2

Chapter2LiteratureReview3

2.1ThedefinitionofEconomyHotel3

2.2MarketingEnvironmentofEconomyHotel4

2.3StatusQuoandChallengesofEconomyHotels5

2.31CostChallenges5

2.32Homogeneouscompetition6

2.33ManagementDifficulty7

2.4Summary7

Chapter3Method8

3.1ResearchQuestions8

3.2Participants8

3.3ResearchProcedure11

Chapter4ResultsandAnalysis12

4.1Introduction12

4.2Datahighlights12

4.2.1Potentialcustomersofeconomyhotels12

4.2.2BrandLoyalty14

4.3AnalysisoftheResults14

Chapter5Conclusions18

5.1SummaryofMajorFindings18

5.2ImplicationsofThisStudy18

5.3Limitations19

5.4SuggestionsforFutureResearch20

References21

Appendix22

Acknowledgements24

Chapter1Introduction

1.1ResearchOrientation

Tosurviveinsuchanever-changingmarket,economyhotelsarefacedwithstrongcompetitionfromstarhotelsandhomehotels.Eveneconomyhotelsmeettheneedofmanypeoplewhoreceivemodestincome.Comparedthepricesandserviceswithstarhotel;economyhotelsenjoyedboththeadvantagesandtheirdisadvantages.Manyeconomyhotelsnowhavedevelopedintodifferentmarketsegmentationsandhavereconsideredtheirstrategies.Todesignabeststrategyforahotelneedanaccuratemarketposition,knowingwhotheircustomersare.

1.2Rationale

Thisthesishopestogettoknowthewholeindustrybetterandtrytosegmentfordifferenteconomyhotels.Tosustainaprosperousdevelopment,evensurviveinahighly-competitivemarketisnoteasy,especiallytothosesmallhotelsandgianthotelchains.Economyhotelisaverypromisingindustry.WithsuchalargepopulationtoaccommodateinChina,economyhotelssharemostoftheburden.Buttheindustryisnotasgoodasexpected.Manyproblemsoccurredintheseyears.Businesslevelstrategiesplayakeyroleinachievingcorecompetence.Andacorecompetencyisaspecificfactorthatabusinessseesasbeingcentraltothewayit,oritsemployees,works.Rightnowtherehasbeenalotofresearchabouthowtofurtherdevelopthewholeindustry,butmainlythroughsomespecificmethods.Butspecificmethodssometimescannotbroadenourhorizontodealwithsomebigissues.Adoptingamostsuitablestrategytoboostahotel’sdevelopmentisworthwhiletoexplore.

1.3StructureoftheDissertation

Thedissertationconsistsoffiveparts.PartoneisageneralintroductionoftheindustryofeconomyhotelinChina.PartTwoisareviewofrelevantliterature,specifyingthedefinition,marketingenvironmentofeconomichotelanditsstatusquoandchallenges.PartFourintroducesmystudyonthisindustry.Atlast,aconclusionwillbemadewithsomesuggestionsfollowing.

Chapter2LiteratureReview

Thischapterwillgiveabriefreviewoftheeconomyhotel,includingitsdefinition,characteristicsandmarketingenvironments,aswellasitschallenges.

2.1ThedefinitionofEconomyHotel

Economyhotelsetstargetforordinarycustomers,offeringaffordablepricesandconvenientserviceswithacleaningenvironment.Economyhotelsputabsoluteemphasisonroomservices.Theroomenvironmentcantobeonaparwith3starhotels.Therefore,economyhotelleavesoutsomelargeinvestmentonsupportingequipmentsuchasdeluxebanquethall,fitnesscenter,andstateofartconferenceroomandsoon.Inthemeantime,economyhotelusuallylocateinsomebusystreetsandconvenientcitycentre.（Wang,2002）

Economyhotelisarelativelyspecific,dynamicandbalancedconcept.Inthebroadsense,economyhotelusuallyreferstoahotelthatchargesalowandcheapprice.Accordingtothestandardofwesterncountries,aeconomyhotelmeetstwostandards.First,itusuallyprovidesonlylodging,withoutbreakfastormeals.IntheUSA,theso-calledeconomyhotelsprovidelimitedservice.Thethreemostprominentfeaturesare:

first,amodestprice:

Second,limitedservices,usuallywithoutprovidinganymealservices,evenifithas,onlysomesimplecontinentalbreakfast;Third,itrevealitsfeaturesthroughthoselimitedservices（Zhang,2004）

Somescholarsdefineeconomyhotelbytheworditself.ELS（EconomyLodgingService）avoidthosewordsasbudgetormotel,whichiseasilylinkedtopoorservices.Theconceptofeconomyhotelisbasedonitspriceandvalue,whichcontainshigh-qualitydesignationandmanagement.Intermsofthisconcept,peopledivideeconomyhotelaccordingtotheiraverageroomprice.Economyhotelcanbegeneralizedas:

lowinfirsttimeinvestmentandhighinoperationalefficiencyandguestsflowvolume.Ahighguestflowvolumeduetoitsreasonableroomprice,convenientlocation.Domesticscholarshavesuchanunderstandingofthemodestpriceofeconomyhotel:

simplifiedinfunction,highincostperformance,savingcostandhaveaclearmarketposition.（Zhang,2004）

2.2MarketingEnvironmentofEconomyHotel

AccordingtoscholarofstrategicmanagementMichaelPorter,whilemakingdecisionforanenterprise,onehastofivepowersthatinfluenceanexistingcompany.Theyarecompetitors,potentialentrant,andthreatofsubstitute,guestsbargainabilitiesandsuppliers’bargainabilities.

3.21.Competitors

ThecompetitorsofEconomyhotelorBudgethotelaresortedintotwokinds.First,luxuryhotelssuchas4-staror5-starhotelsarecompetitors.Second,hostelswithalowpricebecomemoreandmoreattractivetotheyoungergeneration.Nowadays,touristsaremainlythosewhoenjoyarelativelyeasylifeandbudgetmaynotbethattough.Inaddition,thenumberoftravelersisinrapidincreaseandsothesetwokindsofhotelsarenotthedirectrivalsofeconomyhotels.

3.22Potentialentrants

InsomeregionsofChina,especiallysomeruralareas,thereisstillaspaceforthedevelopmentofhotelindustry.Andwiththedevelopmentofautoindustry,anewkindofhotel–motelwillsoonappear.Openingahotelneedplentyofearlyinvestment,thus,itisunlikelyforinvestorstoretreatfromtheirinvestmentevenifthehotelsareinainthered.

3.23Threatofsubstitute

Withtherapiddevelopmentoftransportationindustry,thereappearhigh-speedrailwayandRedeyeflight（scheduledflightatnight）,whichenablepeopletosetoffinthemorningandcomebackintheevening.However,tourismindustryandbusinesstripsarestillalargemarketandthenewly-emergedflightandhigh-speedtrainwill