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中国旅游住宿业发展报告2022:破困局 蓄能量 谋复苏

中国旅游住宿业发展报告2022:破困局 蓄能量 谋复苏

作者:中国旅游研究院

出版社:中国旅游出版社

出版时间:2023-01-01

ISBN:9787503270611

定价:¥66.00

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内容简介
  中国旅游研究院发布了《中国旅游住宿业发展报告2022》,以“破困局 蓄能量 谋复苏”为主题,勾勒出我国旅游住宿业现状和前景。报告表明,我国住宿业景气指数2022年处于低谷期,在政府纾困政策促进、企业积极展开自救和不断创新突破下,住宿企业顽强地坚持过来了,发展重心回归到运营服务和资产管理。报告表明,随着酒店市场和产业格局的变化,酒店依靠自身力量求生存、谋发展,将重心调整到酒店运营和资产管理本身,重新认识行业的本质,寻求核心竞争力的提升,努力探索行业的复苏之路。酒店从“配角”回归“主角”,原来作为地产配套和附属的酒店业,将发展重心逐渐回归到酒店本身。随着资产管理时代的到来,酒店从增量市场跳出,到存量市场寻求突破;从为地产项目赋能,到依靠酒店运营和资产管理进行收益;从以住宿为单一业务,到加强产业融合,实现行业的相互促进。报告表明,从投资与绩效看,行业陷入了新的低谷。2020年住宿业投资同比增速为负0.8%,2021年回升至6.63%,但预计今年增速将会再次转负。一些已经立项的酒店项目取消、暂停或延期投资。去年住宿业企业整体负债率已高达79%,民营企业更是高达89.5%。今年众多酒店资金链已经十分紧绷,出现了多家酒店低价拍卖以及酒店集团股权转让的案例。全年来看,企业业绩不及年初预期,可能将是住宿业历年亏损为严重的一年,是三年来为难熬、为困难的一年。报告表明,住宿企业积极主动作为,开展自救,不断挖掘企业潜能,开源节流,降本增效,提升酒店的生存力。在开源方面,部分企业开始深挖已有资源,开拓新业务,增加新的经营收入,包括争取隔离酒店业务,设立亲子房,增加酒店外卖业务,实施酒店零售等“酒店 ”产品,开拓新的酒店销售渠道,以及品牌推新、迭代和引进新的品牌等。在节流方面,部分企业通过控制成本来减少开支,实现开源、节流同步进行,增强企业生存能力的同时提高核心竞争力,包括减员降薪轮岗、酒店管理公司减免业主管理费、企业债务置换和展期、节水节电、集中采购和换品牌等。在增效方面,酒店企业采取了加强培训、流程再造、数字化转型、供应链管理、强化公司治理以及体制机制改革等行动。报告提出,在自救之外,不少企业还在危机中寻求创新突破。在业态创新方面,部分企业打造了度假农庄、电竞酒店、城市度假、宅度假、微度假、长住酒店、轻奢酒店、野奢住宿、微型酒店等新业态。在模式创新方面,丽呈集团探索OMO住宿生态平台,一些企业探索了“住宿 ”、轻连锁、共享住宿、供应链管理等模式。在发掘新机会方面,部分企业积极融入城市更新项目,加大下沉市场布局,到美丽乡村大展身手,打造酒店新的生活场景,积极实施数字化转型,在各类场景探索和加速数字化应用。
作者简介
  作为文化和旅游部直属的专业研究机构,中国旅游研究院(文化和旅游部数据中心)以“促进中国文化和旅游融合发展和国际交流的政府智库、业界智囊、理论高地”为建设宗旨,主要承担旅游业政策和理论研究、文化和旅游融合发展研究以及文化、旅游的统计和数据分析职责。2013年8月,获准设立博士后科研工作站。2014年,旅游经济实验室获认定为旅游行业首个重点实验室。自2008年建院以来,连续出版中国旅游经济蓝皮书,以及入境旅游、出境旅游、国内旅游、国民休闲、旅游集团、旅游住宿业、旅游景区、旅行服务等9部年度发展报告。发行《中国旅游评论》《中国旅游大数据》等学术刊物。先后获得联合国世界旅游组织尤利西斯政府创新奖、技术创新奖,国家发明专利等学术荣誉。
目录
章 住宿业处于低谷期 ························································ 1
一、发展环境回顾 ···································································· 3
二、市场格局:国内市场仍占据主导 ········································ 5
三、产业格局:头部效应进一步强化 ·············································· 6
四、投资与绩效:陷入新的低谷 ··················································· 9
第二章 困境下的政策促进与自救之路 ·········································15
一、住宿业的现实困局 ····························································· 17
二、政府纾困解难 ··································································· 19
三、住宿业的自救之路 ····························································· 22
第三章 危机中寻求创新突破 ····················································29
一、酒店品牌焕新 ··································································· 31
二、发掘新空间中的投资机会 ····················································· 34
三、打造酒店生活场景新体验 ····················································· 36
四、不断开发新的住宿业态 ························································ 39
五、为行业复苏加大人才储备 ····················································· 40
第四章 发展重心回归 ····························································43
一、酒店从“配角”回归“主角” ················································· 45
二、重新认识酒店行业本质 ························································ 48
三、寻求酒店核心竞争力提升 ····················································· 52
第五章 关注“利润之上”的追求 ··············································59
一、利润之上的贡献 ································································ 61
二、ESG 战略:为酒店的长期发展赋能 ········································· 65
三、乡村民宿是促进共同富裕的重要载体 ······································· 70
第六章 充分发挥资本市场的价值 ··············································75
一、我国住宿企业在资本市场上的证券化率偏低 ······························· 77
二、住宿企业上市限制性因素 ····················································· 82
三、推进酒店集团在资本市场实现新突破 ················
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