Hanting: Starting a business in China is a good place to use Blitzkrieg

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Last year hanting Hotel Group changed its name to a hotel group in China, and I didn't think it was the result of subversive innovation, just a different idea and idea. I am the IT technology background, so whether to do as a home or Han court, every enterprise has a strong ERP department, I think the software is the management of the precipitation and aggregation. In the course of the four listed companies that I participated in, one of the biggest inspirations is that China's services market is so big that success is not because I am competent or smart, nor is I getting capital, precisely because I have re-examined the industry from different angles and dimensions.

Surprise Blitz

Foreign star hotels in China, all with the same name. For example Hilton, from two stars to five-star is called Hilton, this is actually committed a brand taboo. Our strategy is to surround and occupy the commanding heights. I will not a city to "fight", but at a very fast pace to occupy the city's highest point. For example, the "whole season" model is determined, very quickly spread across the country, this is the past Han Dynasty and as the usual practice, in a short period of time to get the capital market, customers and franchisee attention.

Why do I dare to do high-end market? The reason is one, return on investment. Many of China's top hotels are investing heavily--imported crystal lights, jump floors, huge hall, central air-conditioning, marble ... I think this is a business that investors don't understand. In fact, the Chinese are far from luxurious and a generation to two generations, Chinese people can not do luxury.

Our road map is the same as many Chinese companies. First to cover the grassroots-through low-grade economy and mid-range hotel accumulation of cash flow, we last year is 800 million of revenue, this year should have a billion of yuan positive cash flow. If the current 1000 hotels to expand to 5,000, the future conservative estimate is 4 billion yuan cash flow. The cash flow, the scale and the high growth of the Chinese market have made the valuation of PE in the hotel industry higher than that in the US and other developed countries. Of course, along with the development of the industry also precipitated a group of customers, so we expect high-end brands and foreign brands will have PK.

As the law of the Jungle describes it: in the Primeval forest, the taller trees get the most sunshine and rain. We get customers, investment and franchisee, back to do the sweep, eliminate the remnants of the "enemy." For now, it's more useful to start a blitz in China.

The biggest challenge is to own

"The external rise of a nation is actually an extension of its internal power." "That's a very good remark." The same is true of the state, the enterprise, and the individual. Your strength, your rise is intrinsic rather than external, so for me the greatest challenge, from the beginning to the present, to the future, is to balance leadership and management, speed and quality, and to build a world-class organization. Our biggest challenge is ourselves.

Many Chinese entrepreneurs have strong leadership but lack management skills. In this respect, Huawei has a very good balance, and Ren is a very leadership example, including his late introduction of Western management system to do resource matching, all commendable. By contrast, many Chinese companies do not do well, many companies have a strong leadership, but no one to manage. In fact, management is the allocation of resources, without management, entrepreneurial enterprises are not sustainable.