RevPAR Plus Ten, Costs Minus Ten

“During the process of catching up with our already well-established strong competitors, we laid out some strategic goals: our revenue per available room (RevPAR) should be 10% higher than theirs, our construction costs should match theirs, but our operating costs should be 10% less. After a few years of hard work, this strategy enabled us to gradually catch up with our competitors and we became one of the best performers in lean management in the hotel industry.”

“My return to the budget hotel market meant setting a clear goal and taking fewer detours. We had a new, higher starting point: our products must be better; hotel locations must be more convenient for our main customers; our team must be stronger and more complementary; the shareholding structure of our company must be more stable; our goals must be higher and our vision must be more inspiring; and the development of our company must be faster than our competitors.”