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內(nèi)容簡介

　　中國旅游研究院發(fā)布了《中國旅游住宿業(yè)發(fā)展報告2022》，以“破困局蓄能量謀復蘇”為主題，勾勒出我國旅游住宿業(yè)現(xiàn)狀和前景。報告表明，我國住宿業(yè)景氣指數(shù)2022年處于低谷期，在政府紓困政策促進、企業(yè)積極展開自救和不斷創(chuàng)新突破下，住宿企業(yè)頑強地堅持過來了，發(fā)展重心回歸到運營服務和資產(chǎn)管理。報告表明，隨著酒店市場和產(chǎn)業(yè)格局的變化，酒店依靠自身力量求生存、謀發(fā)展，將重心調(diào)整到酒店運營和資產(chǎn)管理本身，重新認識行業(yè)的本質(zhì)，尋求核心競爭力的提升，努力探索行業(yè)的復蘇之路。酒店從“配角”回歸“主角”，原來作為地產(chǎn)配套和附屬的酒店業(yè)，將發(fā)展重心逐漸回歸到酒店本身。隨著資產(chǎn)管理時代的到來，酒店從增量市場跳出，到存量市場尋求突破；從為地產(chǎn)項目賦能，到依靠酒店運營和資產(chǎn)管理進行收益；從以住宿為單一業(yè)務，到加強產(chǎn)業(yè)融合，實現(xiàn)行業(yè)的相互促進。報告表明，從投資與績效看，行業(yè)陷入了新的低谷。2020年住宿業(yè)投資同比增速為負0.8%，2021年回升至6.63%，但預計今年增速將會再次轉(zhuǎn)負。一些已經(jīng)立項的酒店項目取消、暫停或延期投資。去年住宿業(yè)企業(yè)整體負債率已高達79%，民營企業(yè)更是高達89.5%。今年眾多酒店資金鏈已經(jīng)十分緊繃，出現(xiàn)了多家酒店低價拍賣以及酒店集團股權(quán)轉(zhuǎn)讓的案例。全年來看，企業(yè)業(yè)績不及年初預期，可能將是住宿業(yè)歷年虧損為嚴重的一年，是三年來為難熬、為困難的一年。報告表明，住宿企業(yè)積極主動作為，開展自救，不斷挖掘企業(yè)潛能，開源節(jié)流，降本增效，提升酒店的生存力。在開源方面，部分企業(yè)開始深挖已有資源，開拓新業(yè)務，增加新的經(jīng)營收入，包括爭取隔離酒店業(yè)務，設立親子房，增加酒店外賣業(yè)務，實施酒店零售等“酒店 ”產(chǎn)品，開拓新的酒店銷售渠道，以及品牌推新、迭代和引進新的品牌等。在節(jié)流方面，部分企業(yè)通過控制成本來減少開支，實現(xiàn)開源、節(jié)流同步進行，增強企業(yè)生存能力的同時提高核心競爭力，包括減員降薪輪崗、酒店管理公司減免業(yè)主管理費、企業(yè)債務置換和展期、節(jié)水節(jié)電、集中采購和換品牌等。在增效方面，酒店企業(yè)采取了加強培訓、流程再造、數(shù)字化轉(zhuǎn)型、供應鏈管理、強化公司治理以及體制機制改革等行動。報告提出，在自救之外，不少企業(yè)還在危機中尋求創(chuàng)新突破。在業(yè)態(tài)創(chuàng)新方面，部分企業(yè)打造了度假農(nóng)莊、電競酒店、城市度假、宅度假、微度假、長住酒店、輕奢酒店、野奢住宿、微型酒店等新業(yè)態(tài)。在模式創(chuàng)新方面，麗呈集團探索OMO住宿生態(tài)平臺，一些企業(yè)探索了“住宿 ”、輕連鎖、共享住宿、供應鏈管理等模式。在發(fā)掘新機會方面，部分企業(yè)積極融入城市更新項目，加大下沉市場布局，到美麗鄉(xiāng)村大展身手，打造酒店新的生活場景，積極實施數(shù)字化轉(zhuǎn)型，在各類場景探索和加速數(shù)字化應用。

作者簡介

　　作為文化和旅游部直屬的專業(yè)研究機構(gòu)，中國旅游研究院（文化和旅游部數(shù)據(jù)中心）以“促進中國文化和旅游融合發(fā)展和國際交流的政府智庫、業(yè)界智囊、理論高地”為建設宗旨，主要承擔旅游業(yè)政策和理論研究、文化和旅游融合發(fā)展研究以及文化、旅游的統(tǒng)計和數(shù)據(jù)分析職責。2013年8月，獲準設立博士后科研工作站。2014年，旅游經(jīng)濟實驗室獲認定為旅游行業(yè)首個重點實驗室。自2008年建院以來，連續(xù)出版中國旅游經(jīng)濟藍皮書，以及入境旅游、出境旅游、國內(nèi)旅游、國民休閑、旅游集團、旅游住宿業(yè)、旅游景區(qū)、旅行服務等9部年度發(fā)展報告。發(fā)行《中國旅游評論》《中國旅游大數(shù)據(jù)》等學術刊物。先后獲得聯(lián)合國世界旅游組織尤利西斯政府創(chuàng)新獎、技術創(chuàng)新獎，國家發(fā)明專利等學術榮譽。

圖書目錄

章住宿業(yè)處于低谷期 ························································ 1
一、發(fā)展環(huán)境回顧 ···································································· 3
二、市場格局：國內(nèi)市場仍占據(jù)主導 ········································ 5
三、產(chǎn)業(yè)格局：頭部效應進一步強化 ·············································· 6
四、投資與績效：陷入新的低谷 ··················································· 9
第二章困境下的政策促進與自救之路 ·········································15
一、住宿業(yè)的現(xiàn)實困局 ····························································· 17
二、政府紓困解難 ··································································· 19
三、住宿業(yè)的自救之路 ····························································· 22
第三章危機中尋求創(chuàng)新突破 ····················································29
一、酒店品牌煥新 ··································································· 31
二、發(fā)掘新空間中的投資機會 ····················································· 34
三、打造酒店生活場景新體驗 ····················································· 36
四、不斷開發(fā)新的住宿業(yè)態(tài) ························································ 39
五、為行業(yè)復蘇加大人才儲備 ····················································· 40
第四章發(fā)展重心回歸 ····························································43
一、酒店從“配角”回歸“主角” ················································· 45
二、重新認識酒店行業(yè)本質(zhì) ························································ 48
三、尋求酒店核心競爭力提升 ····················································· 52
第五章關注“利潤之上”的追求 ··············································59
一、利潤之上的貢獻 ································································ 61
二、ESG 戰(zhàn)略：為酒店的長期發(fā)展賦能 ········································· 65
三、鄉(xiāng)村民宿是促進共同富裕的重要載體 ······································· 70
第六章充分發(fā)揮資本市場的價值 ··············································75
一、我國住宿企業(yè)在資本市場上的證券化率偏低 ······························· 77
二、住宿企業(yè)上市限制性因素 ····················································· 82
三、推進酒店集團在資本市場實現(xiàn)新突破 ················