国际品牌酒店收购以及对中国品牌酒店的启示——以万豪收购喜来登为例

International Brand Hotel Acquisition and Enlightenment to Chinese Brand Hotels——Take Marriott’s Acquisition of Sheraton as an Example

20世纪80年代,酒店兼并收购在海外展开得如火如荼,同时给酒店行业的基本框架带来了深刻且广泛的变革。在全球化的时代背景下,酒店的兼并重组浪潮一波未平一波又起。作为快速且有效增强自身品牌影响力和实力,以较低成本以取得竞争优势的手段之一,收购是每个品牌酒店在其扩张发展过程中都必须面对的选择和挑战,是其走向规模化、国际化,实现跨区域化发展的关键选择。国际品牌酒店的收购是酒店收购的焦点,他们的收购、并购对整个酒店行业产生的影响都是举足轻重的。本文以万豪酒店收购喜来登为例,介绍国际集团酒店的收购以及影响,分析双方在收购过程中的优势和劣势,以及面临的问题和相对应的措施。国际品牌酒店收购、并购对我国酒店品牌也会产生影响,可以在这个浪潮中保持自身的竞争优势及规避风险,以此总结出对我国品牌酒店的启示。

In the 1980 s, hotel mergers and acquisitions were in full swing overseas, and brought profound and extensive changes to the basic framework of the hotel industry. In the context of the era of globalization, the wave of mergers and reorganizations of the hotel is unprecedented. As one of the means to quickly and effectively enhance its own brand influence and strength, and obtain a competitive advantage at a lower cost, acquisition is the choice and challenge that every brand hotel must face in its expansion and development process, and it is its scale Globalization and internationalization, the key choice to achieve cross-regional development. The acquisition of international brand hotels is the focus of hotel acquisitions. Their acquisitions and mergers and acquisitions have a significant impact on the entire hotel industry. This article takes the Marriott hotel acquisition Sheraton as an example to introduce the acquisition and impact of international group hotels, analyze the advantages and disadvantages of both parties in the acquisition process, as well as the problems and corresponding measures faced. International brand hotel acquisitions and mergers will also have an impact on China’s hotel brands. In this wave, you can maintain your own competitive advantage and avoid risks, in order to summarize the inspiration for China’s brand hotels.