Kingdee

Jinling Hotel: "The Road of Butterfly Change"-Towards Intelligent Enterprise with Digitalization

 

Customer Overview

 

Jinling Hotel, completed and opened in October 1983, is famous at home and abroad as "the tallest building in China". The blend of Oriental charm and international quality makes "Jinling" a service classic in China's hotel industry. With five-star hotels as the main body and hotel chain operation as the core, Jinling Hotel Group has constructed a development pattern of three business sectors: "hotel investment management, tourism resources development, and hotel material trade. The company has 4 branches, more than 20 holding subsidiaries, the group's hotels exceeded 128, the management scale ranks among the "top 50 global hotel groups".

 

With the gradual expansion of the hotel scale, higher requirements have been put forward for the control ability, supply ability and service ability of the group headquarters. In particular, the "system" as the core of the modern hotel chain operations, and "personnel" as the core of the traditional output management model, there are essentially different.

 

In recent years, Jinling Hotel Group has taken the initiative to seek change, and General Manager Hu Ming of the group said, "When the group expands on a large scale and develops across regions, what ways should we improve the existing management model and enhance our ability to respond quickly to the market? In the end, we found the answer, that is, Jinling must undergo a large-scale digital transformation, with a more open mind, to embrace the new era of digitalization."

 

Business challenges

 

"A hotel without informatization is like an isolated island. It can neither transmit the hotel's brand image and product information to customers, nor can it further improve the hotel's management and service standards." Feng Huadong, general manager of Jinling Hotel Group Information Department, said.

 

As a leading enterprise in China's hotel industry, Jinling Hotel has encountered unprecedented challenges in its internal operation and management, as well as in the external outbreak. Under this dual challenge, Jinling Hotel gradually explores the road of digital transformation and helps to build an ecological platform in the hotel field.

 

Group, diversified operation, group control risk is large.

 

While Jinling Hotel Group has obtained benefits such as coordination, integration, and scale advantages, with the expansion of asset scale and the increase of involved industries, the various investment, operation, and management risks faced by the company have been significantly enlarged. At the same time, the company's group management The model, diversified industry operations and international business operations also put forward higher requirements for the enterprise's risk internal control system.

 

Information systems are scattered, isolated and difficult to integrate

 

Due to the particularity of hotel business, Jinling Group usually has its own specialized hotel business system, but the data connection rate of Jinling management information system and business information system is low. The original business systems, business management systems and financial, human resources, office collaboration and other management systems are isolated from each other. Personalized and decentralized information systems are difficult to integrate, resulting in a lack of basis for group leaders' decision-making, unable to support the group's effective control efforts, and the need for a unified platform to radiate related businesses.

 

"In fact, we need an overall information platform to link the hotel's decentralized management system, including our original independent business system. The connection of information can provide great help to the hotel's operation." The hotel operation director put forward the expectation of establishing the direction of the new system. They need a strong power tool that can quickly capture key data. "This only requires simple operation, the required data types can be retrieved to form a daily hotel operation report."

 

The number and categories of employees are large, personnel management is complex, and it is difficult to develop talents in an all-round way.

 

"Strengthening depends on innovation, and innovation depends on talents." The emphasis on innovation and talents has been integrated in the blood of "Jinling people" for many years. Jinling Hotel has established a "talent plan and staff development plan", and each employee has his own corresponding level and "development ladder". Jinling Hotel has a large number of employees, and the multi-rank and multi-category personnel structure increases the difficulty of human resource management in Jinling enterprises. "We hope to choose a system that is simple for employees and convenient for managers to use, so as to help us systematize, process and standardize human resource management, and improve work efficiency and audit strength." Group hr head said. How to scientifically plan the human resources of Jinling enterprises and establish an effective performance and salary management system is to strengthen the construction of human resources in Jinling enterprises and to deal with the fierce competition for talents among Jinling enterprises.

 

Cross-business operation, group operation and management decision-making is difficult.

 

As a large group enterprise with many industry categories, many subordinate enterprises and complex property rights structure, Jinling Hotel has complex business information and lacks strong business information support. It is difficult to warn the risks in the operation of the enterprise and to evaluate the performance of the business unit objectively and effectively.

 

"After becoming a listed company, the quarterly and annual financial statements that must be disclosed alone will test the company's informatization capabilities. In terms of corporate governance and information transparency, it also depends on the IT capability of the enterprise. If these aspects are done well, it will help to increase the attractiveness of capital market funds." With the deepening of the group's informatization research, Hu Ming, general manager of Jinling Hotel Group, found that chain development emphasizes information technology capabilities. Transformation is imminent: "We can't always win by details. If we want long-term development, we must plug in the wings of information technology, in-depth understanding of customer behavior, and the combination of innovation and technology is the real advantage of Jinling."

 

Solution

 

Jinling Hotel Group launched the "Digital Transformation" project at the end of 2015. The main contents include the group management and control mode, organization and talent development and the overall planning of information construction, so as to comprehensively promote the transformation and development of Jinling.

 

 

Business Scenario 1: Build a group management and control model adapted to the characteristics of Jinling Hotel and implement a professional management system.

 

With the increasing scale of Jinling Hotel and the diversified development of industry, the complexity of group management and control is getting higher and higher. After many discussions, Jinling executives pay more and more attention to "how to build a group business management system", "how to achieve effective closed loop in group budget, capital and accounting management", "how to effectively supervise the whole chain of supply chain" and so on.

 

Combined with its own development characteristics, Jinling Hotel has adopted a standardized and personalized method to carry out comprehensive basic data standardization and process optimization to consolidate the foundation of Jinling Hotel management and control. Under the results of laying a solid foundation, all business lines of Jinling Hotel go hand in hand, setting up a hierarchical human resource management system, financial management system, supply chain system and collaborative office system, carrying out the whole process construction of various business fields, improving professional level, and realizing the on-demand response of various group management and control modes under diversification.

 

Business Scenario 2: Interconnection to create a unified operating platform.

 

Jinling Hotel is a leading enterprise in the industry in terms of informatization. With the advancement of system construction, the feedback from users is increasingly concentrated, "Why should the same data be repeatedly maintained in multiple systems", "Why is the process approved, issues such as" how the quantity purchased is inconsistent with the quantity recorded "and" the actual cost exceeds the budget "have further strengthened Jinling's determination to eliminate isolated islands of information.

 

Through vertical and horizontal overall planning, Jinling Hotel, on the one hand, opens up the connection between systems, on the other hand, standardizes and controls the key nodes of business, and optimizes the scientific nature of business data flow. For example, in terms of human resources, the new information platform has changed the way of manually registering employee information in the past, reduced the business management process of the personnel department, accelerated the flow of information within the group, and realized the scientific management of talents.

 

"After the system was put on, we thought that the most intuitive improvement was to take a leave of absence. In the past, leave of absence needed 'paper fly', which was to use the paper approval method, and then scan it and hand it over to the headquarters. It was often the employees who came back from leave, but the process was not finished." The person in charge of the subsidiary's salary said that after the system was launched, the procedures of personnel entry, transfer, transfer and departure, overtime, vacation and business trip of employees were realized online through the system, which greatly improved the efficiency of personnel business. "In the past, it took 3 to 5 days to settle the fake accounts, but now it can be completed in half a day."

 

Through the effective integration of multiple front-end business systems and back-end finance, the integration of industry and finance is realized, the problems of data duplication and different caliber are eliminated, the efficiency is greatly improved, and the goal of integrated management is realized. By sorting out hundreds of process forms, the complex processes between business systems and between different company levels are optimized, the management closed loop is realized, the rapid response capability to internal and external is improved, and efficient collaboration is ensured; through budget management to achieve the budget allocation of costs and expenses and pre-, during and after-the-fact control, through the establishment of a standard cost management system, in the process to control costs, to ensure the effectiveness of inputs and outputs.

 

Business Scenario 3: Speak with data, make scientific decisions, and improve the sensitivity of numbers.

 

Jinling Hotel gradually realizes business data through data standardization, professional system construction and system interconnection. Through the construction of decision analysis platform, the integration and analysis of operation and management data, on the one hand, improve the prediction ability, provide decision support for enterprise development, on the other hand, realize the real-time internal control, change the result management into process management.

 

"Before that, the entry and integration of data was rather troublesome. The data was often only recorded but could not be analyzed and processed comprehensively. However, it will now be more intuitive and clear, and the business accounts will be connected more efficiently. With the help of trend analysis of historical data, the revenue for the next quarter can also be predicted." The hotel lobby manager said so.

 

Project Value

 

The construction of the ERP project platform promotes the realization of the long-term goal of Jinling Group's digital construction, implements the company's unified financial control, unified supply chain management, unified human resource management, unified collaborative management platform, unified fund management, and overall budget management, and optimizes the operation Process, realize the integrated management and information sharing of business and finance such as operations among various departments of the company; realize quality and cost control, and continuously improve the company's operating efficiency and benefits, promote the achievement of strategic objectives.

 

1. The Internet connects employees and customers to create a cultural portal with Jinling characteristics.

 

"We want to use a unified portal to connect customers, equipment and employees, connect online and offline scenes, provide personalized, online and offline consistent user experience, and improve user stickiness and activity," said Feng Huadong, general manager of Jinling Hotel Group Information Department. The digital transformation brings a broader strategic development space for the group, provides more valuable and convenient services for employees and guests, and improves the happiness index.

 

2. Integration of industry and finance, elimination of information barriers and improvement of efficiency

 

From the front-end business system to the settlement platform to the back-end financial system, a closed-loop operation of the complete financial settlement business process is formed, realizing the automatic correlation and matching of business data between the systems."

 

"We used to have about 750 manual vouchers per month, but now we have eliminated them through the system, and the efficiency has been significantly improved," said Feng Huadong, "In the past, employee expense reimbursement was a big problem, all of which were paper reimbursement, and the financial workload was very heavy. Now that we have achieved full electronic, process and mobile approval, employee satisfaction has improved and financial pressure has been released." It is estimated that the data matching rate is higher than the industry average, and the labor workload is reduced by 20%.

 

3. Service empowerment to help transform Jinling's learning organization

 

"The launch of this course will not only enrich the learning life of employees during the epidemic, enrich their professional knowledge reserves and maintain high-quality service standards, but also one of the many initiatives of Jinling Hotel Group to promote the practice of" I do practical things for the employees. It is hoped that through the study of this online training course, Jinling people's enthusiasm for learning can be better stimulated, the training content can be effectively applied to daily work, and the combination of learning and doing can be truly internalized and externalized." The person in charge of a group employee training activity said.

 

The Jinling E-learning learning platform was launched, which moved Jinling hotel management, service, technology and other professional courses to the online in the form of demonstration videos, and established a training structure system for all levels and positions of the whole group. Employees make full use of fragmented time to study, consult all kinds of knowledge documents at any time, and have completed online learning for 10,000 person-times.

 

4. Comprehensive analysis of indicators to activate internal innovation

 

With the help of big data analysis platform, it provides multi-dimensional analysis reports for all businesses, various sectors and cross-regions, helping employees to liberate from the original massive documents and look at their work from a higher level. Through report analysis, help decision-making and break through innovation.