锦江酒店为何“大而不强”？

Core Viewpoint - Jinjiang Hotels, despite being the largest hotel group globally, struggles with profitability due to its over-reliance on an expansion model that has led to path dependence and internal inefficiencies [3][6][18] Industry Overview - The chain rate of hotels in China is projected to reach 40.1% by 2024, with the mid-to-high-end market driving industry growth, but competition is intensifying, increasing profitability pressure on leading companies [3] - The shift in consumer preferences from mere accommodation to quality experiences and personalized services is reshaping the hotel industry, emphasizing the need for brand uniqueness and service standardization [5] Company Performance - Jinjiang Hotels operates 13,400 hotels with 1.29 million rooms, yet its net profit is less than 30% of Huazhu's and only 70% of Atour's, highlighting a significant imbalance between scale and efficiency [3][5] - The average room price for Jinjiang Hotels fell to 244.3 yuan in 2024, lower than some budget hotels, indicating a decline in pricing power and profitability [12] Expansion Strategy - Jinjiang's expansion strategy has been characterized by a "merger and acquisition + franchise" model, which has led to a fragmented brand structure with 43 brands, complicating management and diluting brand identity [7][8] - The company has a high franchise ratio of over 94%, which, while expanding its market presence, has resulted in challenges in maintaining service quality and brand consistency [8][11] Challenges and Internal Issues - The lack of effective brand integration post-acquisition has led to internal competition among its brands, resulting in price wars and reduced profitability [9][12] - Complaints regarding service quality have surged, with 4,446 complaints reported in a year, reflecting operational challenges within its franchise model [13] Strategic Adjustments - In response to ongoing challenges, Jinjiang has introduced the "12+3+1" brand strategy, focusing on consolidating resources around key brands to address internal competition and inefficiencies [15][16] - The company aims to enhance its operational management and member engagement to leverage its large customer base of 200 million members, which has not yet translated into competitive advantages [14][16] Future Outlook - The hotel industry in China continues to evolve, with opportunities for Jinjiang to improve its net profit margins, which are currently only 28% of Huazhu's and 45% of Atour's [16] - The success of Jinjiang's strategic adjustments will depend on its ability to streamline its brand portfolio and enhance operational control over its franchise network [17][19]