Jinjiang Metropolo: Strong Momentum Backed by Steady Progress

　　However, Jinjiang Metropolo, which lost out slightly in the "property battle" among economy hotels, managed to secure a foothold in the mid-range hotel market after rebranding. By the end of August this year, Jinjiang Metropolo had nearly 50 hotels, spread across 26 major and medium-sized cities nationwide, with plans to reach 100 properties within 3–5 years.

　　Part of Jinjiang Metropolo’s strong momentum comes from some of Jinjiang’s own well-located, architecturally classic three- and four-star hotels, and part from acquisitions such as Fashion Hotel and other business hotels. As a result, the Classic Series of Jinjiang Metropolo enjoys prime locations and the legacy of meticulous hotel management from the 1980s—such as the Shanghai Bund location, East Nanjing Road location, Yan’an West Road Dahua location, and the iconic YMCA building. Meanwhile, the Business Series is primarily composed of 21 mid-tier hotels located within Wanda Plazas, leveraging both timing and geographic advantages.

　　“To transform, we’ve invested nearly 3 billion yuan over the past year, opening 41 hotels, mostly under direct management. We’ve made such substantial investments hoping to create a wave in the mid-tier hotel market,” said Mr. Zhang Bin, Vice President of Shanghai Jinjiang Metropolo Hotel Management Co., Ltd.

　　Strong Momentum Backed by Steady Progress

　　Jinjiang Star’s standardization earned it a certain reputation in the hotel industry, but it also caused the brand to miss the wave of rapid property acquisition during development. In the ongoing push into the mid-tier hotel market, although Jinjiang Metropolo leads the race with its inherent advantages, it remains committed to steady progress.

　　“To be honest, just as I hoped Jinjiang Star would become a leading brand in China’s economy hotel market a decade ago, I hope Jinjiang Metropolo can become a benchmark brand for mid-tier hotels in the future,” said Zhang Bin.

　　For a company undergoing transformation, the key issues are knowing what to uphold and what to change. Within Jinjiang’s DNA, standardized management and franchising are non-negotiable elements for Jinjiang Metropolo.

　　Unlike Plateno Hotel Group’s strategy of “brand-first” and “franchise expansion,” Jinjiang Metropolo has stuck to opening directly operated stores in recent years. It has also focused on developing a single mid-tier brand.

　　“This year, in our first year, we’re still building the brand, setting standards, and establishing systems. So far, we haven’t widely opened special franchises, with only a few exceptions. We plan to wait until we’ve opened all our directly operated stores and finalized our standards before launching large-scale franchising next year,” said Zhang Bin.

　　Currently, 80% of Jinjiang Metropolo’s 50 outlets are directly operated, as the brand standards are not yet clear. The company hopes to explore these standards and build the brand through self-investment. In the future, franchising will likely increase, so Jinjiang Metropolo aims for 70% of new developments to be under special franchise management and 30% under direct operation.

　　Jinjiang Metropolo stated that it will begin large-scale franchise expansion next year, but for this future growth, the brand also has its own standards and considerations.

　　“On one hand, within Jinjiang’s DNA, we have very strict management of franchise outlets, including Jinjiang Star. Even now, Jinjiang Star’s franchising follows very rigorous execution standards and quality management systems. Second, I believe that once the directly operated stores reach a certain scale, gradually, the quality control standards for franchising will also become the strictest in the industry, just like Jinjiang Star,” said Zhang Bin.

　　Unlike strategies where multiple mid-tier brands like Plateno and Huazhu advance simultaneously, Jinjiang Metropolo has instead incorporated brands like Magnolia under Jinjiang Metropolo and remains focused on developing a single mid-tier hotel brand. Most of these mid-tier hotels are acquired or renovated from three- and four-star properties, rather than upgrading economy hotels.

　　Directly upgrading economy hotels to mid-tier hotels presents too many challenges and is prone to skepticism in the industry. Zhang Bin also noted, “It’s a big leap. Generally speaking, a direct upgrade isn’t feasible, but in 2013, we launched a new product—the upgraded version of Jinjiang Star.”

　　The upgraded Jinjiang Star encourages franchisees to renovate existing properties with minimal investment, giving the hotel a fresh look and allowing for higher room rates. “The latest upgrade includes softer lighting to replace the previously harsh fluorescent lights, creating a more muted ambiance throughout the room, including upgrades to flooring, walls, and soft furnishings. Beds have been raised by 30 centimeters for greater comfort, reaching a mid-tier level. Sanitary facilities, shower equipment, hallways, and even small hardware components have all been upgraded.”

　　Li Yukai stated that Jinjiang Metropolo will adopt a standardized management model in the future, making appropriate renovations to hotels joining the brand. Jinjiang Star will handle operational management and project development...

　　Since its establishment, Jinjiang Star has always placed high importance on creating and executing brand standardization. It has now established a comprehensive corporate brand standard system that meets national requirements, with various enterprise standards covering all aspects needed for business development and construction. Its standardization efforts are at the forefront of the industry.

　　For over a decade, Jinjiang Star has implemented a rigorous training system for hotel managers. All general managers must undergo multiple rounds of training at the headquarters’ management institute, pass exams and defenses, and obtain qualification certification before assuming their roles. Headquarters departments and regional management regularly inspect and guide each hotel, fundamentally ensuring the implementation of brand standards. It is this comprehensive set of standards and strict execution that guarantees the high quality and service of Jinjiang Star’s chain stores, leaving guests with a positive impression and enjoyable stay.

　　In 2014, Jinjiang Star Hotel Co., Ltd. (now: Shanghai Jinjiang Metropolo Hotel Management Co., Ltd.) and 17 other pilot units passed the Shanghai municipal-level tourism standardization demonstration assessment and were designated as Shanghai Tourism Standardization Demonstration Units.

　　Jinjiang Metropolo adheres to fixed brand standards and requirements but avoids complete uniformity across all locations. Instead, it invests more thought into lobby and room design based on the unique culture and structure of each property. Reflecting individuality within standardization is one of the hallmarks of Jinjiang Metropolo’s pursuit of excellence and luxury.

　　As Mr. Zhang Bin put it, “Jinjiang Metropolo is a hotel with designers.” Liu Guoxiang, Chief Investment Officer of Jinjiang Metropolo, emphasized the brand’s design flair and the concept of “affordable luxury” in an interview with Meadin.com’s “Vertical and Horizontal” program. The Nanjing East Road Bund location has been redesigned to evoke the feel of a theater—from the bustling outside to the serene, slightly luxurious ambiance inside, creating a contrast between the external noise and internal calm. The Yan’an West Road Dahua Hotel shuts out the urban clamor to offer a secluded retreat, crafting an urban club with a pastoral vibe...

　　Mid- to high-end hotels offer a comprehensive experience, unlike economy hotels where guests often leave with no lasting impression. Therefore, Jinjiang Metropolo has rethought its approach in all aspects—design, service, and even taste.

　　5. Strategic Reorientation: A Group Chain Operation System Enables Cross-Regional and Cross-Border Management

　　Originally, 7 Days had a significant IT background advantage, followed closely by Home Inns and Hanting. Now, Jinjiang Inn has also made remarkable improvements.

　　Jinjiang Metropolo relies on the economy hotel chain operation system built by Jinjiang Shares, especially the mature and comprehensive central management platform and hotel business model of Jinjiang Inn, to rapidly achieve group-level management.

　　The PMS system developed for Jinjiang Metropolo by LvYun Technology has broken through the limitations of individual hotel reservation management systems such as Xisoft and Zhongsoft in the past. It has now achieved group chain, cross-regional, and cross-border management. The Jinjiang Inn opened in Japan can also be managed uniformly by headquarters with just a log-in account. It has resolved technical and managerial support issues in aspects such as chain operation and going global.

　　The latest data shows that the total number of hotels under Jinjiang Metropolo is nearly 1,200, spanning four brands: Jinjiang Metropolo, Jinjiang Inn, JinGuang Express, and Baishi Express. The main brand remains Jinjiang Inn, which accounts for about 80% of the portfolio targeting the mid-range market. The high-end brand Jinjiang Metropolo was only recently launched last year, including acquisitions and rebranding efforts, totaling around 50 properties. JinGuang and Baishi Express together make up approximately 150 hotels.

　　In terms of regional distribution, Jinjiang Metropolo has also adjusted its strategy: “We position ourselves for a national market. Since we are still in the early stages and have a local advantage in Shanghai, we are mainly focusing on acquiring and renovating mid-range or even high-end hotels in this area. Around 8–10 such hotels have already been transformed. The Fashion Journey Hotels we acquired are also distributed across various regions, including Hebei, Shenyang, and others. Our next development strategy should be balanced growth nationwide, with the focus over the next 3–5 years still on Tier-1 and Tier-2 cities. Cities like Beijing and Tianjin will be key markets for us in the future,” said Zhang Bin.