Hotel is located in the centre of Xi'an High Tech Development Zone and was the first and only international 4 star hotel in this area when it was opened in 2009 with total 381 rooms. Hotel business was booming from 2010-2014, but starting from 2014 more local and internationals hotels opened nearby the hotel, and hotel facilities are getting aged after 9 years operation, hotel revenue showed the declined trend for both occupancy and ADR. After I joined the hotel, I adjusted the hotel room strategy by further increase the weekday ADR through market mix management and inventory management, increase the occupancy during weekend by improving the long stay business and MICE business. Hotel ADR increased to RMB429.33 in 2017 and RMB438.87 in 2018 compared with RMB421.96 in 2016. I reset the positioning for Chinese Restaurant by different strategy during weekday and weekend, different pricing strategy for private room and A La Carte area. Re-launch the previous Bar which was stopped for operation over 8 years to Paomo and Hot Pot by setting the local restaurant selling price. Re-launch our Deli Shop by adding the popular bread products. Actively work with PCO and Exhibition Center to drive the outside catering business. 2018 total F&B revenue was 13.9% higher than in 2017. In 2018 our room revenue was ahead of budget by 6.5% and total revenue was ahead of budget by 8.4% with GOP% of 38%. Hotel performance was better than in 2015 and the business down trend was turned to improving.I set up the Quality Team after I joined the hotel, the weekly Quality Meeting followed by hotel inspection was hold to review the HeartBeat and social media rating result and action plan was discussed on how to further improve guest experience. Guest Overall Experience was improved from 74.49 in 2016 to 80.41 in 2017 and 83.49 in 2018.In 2018 we achieved 9/9 for IHG Wining Metrics covering employee and guest satisfaction, brand stand and revenue related targets.

Been promoted to Resident Manager of Crowne Plaza Kunming City Center in May 2015, still leading the S&M for both Crowne Plaza Kunming City Center and Holiday Inn Kunming City Center, take additional responsibility for Food & Beverage, also taking some IHG/owner reporting duties.

Joined the CP Kunming City Centre and HI Kunming City Centre as DOSM on Jan 2014. These two hotels are rebranded hotel from the previous Kunming Bank Hotel and Kunming Sakura Hotel, they were purchased by TCC Group from Thai in 2009 for renovation, and Due to the same owner, we share one S&M team for two hotels. Total S&M team has 50 staff including Sales, F&B Sales, Reservation (Service Centre), Event, MarCom and F&B Sales team.I was involved into the rebranding and opening preparation work for these two hotels after I joined in from January 2014, mainly focus on hotel budget prepare, new Sales strategy and rate structure set up, rebuild the S&M team, plan for the rebranding ceremony and grand opening ceremony etc. Both these two hotels are city hotel targeting on Transient, Corporate, MICE and wholesale business.In 2014 April, Bank Hotel was branded to Crowne Plaza, and hotel new rate structure was launched out with the average increase of around RMB200 compared with the Bank Hotel old rate structure which means all the client base for the old Bank Hotel need to be rebuild with new client base by changing the sales strategy including the way of thinking for old S&M staff left from Bank Hotel. 2015 whole year occupancy achieved at 70% with RevPar of RMB418, RGI ranking 1 out of 6 with the RGI index at 155.4.Holiday Inn Kunming City Centre was rebranded and fully opened in Jan 2015, three months late as budget prepared for open in Oct 2014. The hotel ramp up is quite fast from the first full month occupancy in Jan 2015 at 24.6% to Apr 50%, then in Aug achieved the highest occupancy at 84%. 2015 whole year occupancy achieved 58% with RevPar of RMB252.25. Hotel room revenue catch up the budget in the last month under the situation that hotel budget was made for hotel open in Oct 2014. RGI ranking started to achieve ranking 1 out of 5 from July 2015 onwards.

Cluster S&M team based in Kunming responsible for two hotels which is IC Kunming and CP Banna, established the Cluster S&M team with the manning of 54 staff, all the Sales and MarCom team members are responsible for two hotels but based in Kunming, individual Event team and Reservation team are set up in each hotel but under the cluster team structure. CP Banna was opened in April 2013 and IC Kunming opened in August 2013.CP Banna has 512 guest rooms and meeting facility of over 5000 square meters, it is the first international resort hotel in Yunnan as well as the first Crowne Plaza resort hotel in China. IC Kunming has 541 guest rooms and the biggest ball room in Kunming, is was also the first deluxe 5 star international hotel in Kunming as well as first Urban Resort hotel in south east area of China.Both two hotels are positioning for MICE and incentive group, high end FIT traveller, and for IC Kunming, local corporate, event and government business is also the key target market.After my boarding in January 2012, the main focus is pre opening office set up, staff recruitment, staff training, Business Plan working, hotel positioning, Pricing strategy, media plan and sales strategy making, sales trip/road show planning and implementation and follow up all the tasks based on Hotel Opening Manager.The total manning guide for Cluster Kunming S&M team is 53 including the Reservation , Event and MarCom team in two hotels, till the end of 2013, there are 41 staff on board including the staff in Kunming, Banna and remote Sales in Shanghai.Both two hotels received very positive market feedback and awards such as The Best New Hotel, The Best Vacation Destination Hotel Award and The Best Design Hotels. IC Kunming achieved profit in the first month of hotel opening and continued the increasing trend for the following three months.

Joined the Crowne Plaza Sanya since the end of April 2011 as DOSM. Crowne Plaza Sanya was opened in 2006 with 583 guest rooms, it’s a second line hotel (no direct sea view) but with all the front line competitor set hotels. Hotel has good MICE business as well as Russian leisure wholesales business base but very week on Wholesales and Leisure market which is the key market source for Sanya market. Considering of the location problem as well as the big number of guest rooms, the right strategy is to increase occupancy during low season and increase ARR during high season in order to achieve the hotel budget and improve the Revpar. After I joined the hotel, I negotiated a year around wholesale contract with the key local wholesaler and implemented it from the end of May. Up to end of September, the total room nights from Wholesale and Leisure Group from May to September (5 months) is 83% increased compared with last year same period. Hotel Revpar(May to Setember) is 64.4% higher compared with previous year same period, much higher than the competitor hotel Revpar increasing percentage which is 19.7%. These figures are from STR Global Limited Report.Sale & Marketing Department has total 26 staff including CMD, Reservation and PR.

Joined the Holiday Inn Resort Yalong Bay Sanya as Director of Sales & Marketing. This hotel is the first international hotel opened in Yalong Bay in 2001 with the best location. However since hotel never has any renovation since hotel opened for 7years, although it’s a five star hotel, compared with the other deluxe hotel brand in Yalong Bay such Hilton, Sheraton, Marriott etc, the hotel property is quite aged and lack of competition. In April 2007, hotel DOSM was transferred to another new opened five star hotel in Yalong Bay, this caused the high turn over of Sales staff and the loss of hotel client practically during the first four months after my arrival.Facing the pressure and challenge, the Sales team was been re-established and trained, the new sales strategy and pricing policy has been worked out. The hotel ARR and RevPAR for the second half of 2006 were all increased compared with the same period of 2005, finally the 2006 hotel room revenue was successfully over budget and is RMB3,160,000 higher than the actual room revenue in 2005. The total hotel room revenue in 2007 achieved RMB58,000,000 which was the highest room revenue as well as the highest RevPAR(RMB465) since hotel opened in 2001, and it was also over previous year by RMB10,000,000.Up to January 2011, hotel will be opened for 10 year. After the 2009 worldwide economic crisis and with the aged hotel facilities without any renovation, up to 2010 October, the Y-T-D hotel RevPAR is 19% higher compared with previous year same period, and also is 4% higher than the competitor hotels (15% increased compared with previous year same period). These figures are from STR Global Limited report.