Chapter 1 Introduction 1
Section Ⅰ Background and Significance of the Research 1
Section Ⅱ Literature Review 7
Section Ⅲ Research Framework,Techniques and Main Points of View 13
Chapter 2 The Value Orientation and Typical Modes of the State-Owned Hotel Industrial Reorganization 19
Section Ⅰ The Value Orientation of the State-Owned Hotel Industrial Reorganization 19
Section Ⅱ The Route and Mode of the State-Owned Hotel Industrial Reorganization 30
Section Ⅲ The Affecting Factors of the State-Owned Hotel Industrial Reorganization 43
Chapter 3 Research on the Reorganization of Hotels Attached to Central Government（1） 52
Section Ⅰ CNAHTS—From Supporting Institutions to Independent Market Operators 53
Section Ⅱ Top Glory International—Major Business Transformation under the Industrialization Strategy 64
Section Ⅲ Orient Hotel—Transition Platform of State-Owned Bank Assets Disposition 78
Chapter 4 Research on the Reorganization of Hotels Attached to Central Government（2） 89
Section Ⅰ The Jinmao Group—a Specialized Group with a Diversified Shareholding Structure 89
Section Ⅱ Daqing Petroleum Development Group—Undertaker of Resource-Based Industrial Reorganization 100
Section Ⅲ China Railway Hotel—Separation of Main Business from the Secondary Business yet to be Completed 106
Section Ⅳ Quintessence Tourism—State-Owned Hotel Industry Shift from Monopoly to Competition 111
Chapter 5 Research on the Establishment Strategy of Hotel Groups Attached to the Central Government 117
Section Ⅰ The Background of the Formation of the Central Enterprise-Led Hotel Industry Groups 117
Section Ⅱ Market Oriented National Hotel Leaders 129
Section Ⅲ Conception of Administration-Driven Market Leaders 139
Chapter 6 Research on the Reorganization of Hotels Attached to Local Governments（1） 150
Section Ⅰ Jinjiang International—from a Political Accommodations Organization to a Compound Industry Group 151
Section Ⅱ Beijing Tourism Group—Integration of Hotel Assets in a Multiple Operations Platform 165
Section Ⅲ Lingnan International—Industrial Restructuring after the Handover of Property Rights 180
Chapter 7 Research on the Reorganization of Hotels Attached to Local Governments（2） 192
Section Ⅰ TEDA Hotel—Industry Integration Relying on the International Capital Market 192
Section Ⅱ Xiamen C＆D Corporation Ltd.—Internal Integration and Regional Expansion 205
Section Ⅲ The Hebei Construction Investment Corporation—A Competitor Which Passively Entered the Hotel Industry 218
Chapter 8 Governance Structure and Management Modes of State-Owned Hotel Groups 228
Section Ⅰ Factors Impacting the State-Owned Hotel Group Management Mode 229
Section Ⅱ Connecting Modes and Property Rights Levels of State-Owned Hotel Groups 235
Section Ⅲ Shareholding Structure and Governance Structure Design of the State-Owned Hotel Groups 248
Section Ⅳ The Internal Operations and Control of State-Owned Hotel Groups 262
Chapter 9 Research on the Development Strategy of State-Owned Hotel Groups 276
Section Ⅰ Development Goals and Strategic Framework of State-Owned Hotel Groups 276
Section Ⅱ The Development Path of State-Owned Hotel Groups 283
Section Ⅲ The Security and Support Systems of State-Owned Hotel Groups 298
Chapter 10 Development Trends in the Reorganization and Grouping of State-Owned Hotels 311
Section Ⅰ Impact and Strategic Direction of State-Owned Hotel Reorganization 311
Section Ⅱ Rational Construction in the Process of Reorganization and Grouping of State-Owned Hotels 321
Section Ⅲ The Opportunities of Hotel Groups in China and the Historical Responsibility of Entrepreneurs 327
Postscript 333