Shakespeare said in Hamlet \"the time is out of joint. \"The current state of affairs is in flux. Old ideals, ethics, and orders collapse rapidly and new habits, norms and systems have not yet been established. Everything has lost its familiar support, the world is in painful uncertainty, and the future is unknown...
Similar to the situation and. grievance in Shakespeare's period, in recent times the massive Chinese state-owned hotel industry has lost its direction and entered a period of indecision. State-owned assetsgradually withdrew from the industry while foreign-funded hotels, swept along with the tide of globatization, aggressively entered the market. How to reform the tens of thousands of state- owned hotels, propel them into the market and withdraw the state-owned assets in an orderly way, and how to create local Chinese hotel brands considering the gamut of foreign brands, has undoubtedly become the historic responsibility of Chinese hotel operators and the future of the Chinese hotel industry.
In 1979 China started the policy of reform and opening-up. During thesethirty years of development， the tourism industry has gained valuableexperiences in all phases of modernization， industrialization and marketization.However， in the early years， the real focus of the policy was to earn hardcurrency from the inbound tourists. Today a new strategy has been initiated todevelop the three main tourist markets——inbound， outbound and domesticmarkets. In the early stages， the tourism management organizations integratedthe needs of both the government authorities and the private entrepreneurs.The current situation is that tourism associations and commercial enterprisescooperate under the supervision of the government authorities. In the earlyyears， the tourism operations were labor intensive with management mainlybased on experience. Today's industry is driven by business innovations andsupported by modern technology and capital operation. China's tourismindustry not only merges gradually into the nation's economic and socialstrategic development system， but also plays a leading role in internationaltourism community. In 2008， in spite of the impact of the worldwide financialcrises， China achieved remarkable tourism records of 131 million inboundtourists， 45. 84 million outbound tourists and 1. 712 billion domestic tourists.
Chapter 1 Introduction
Section Ⅰ Background and Significance of the Research
Section Ⅱ Literature Review
Section Ⅲ Research Framework， Techniques and Main Points of View
Chapter 2 The Value Orientation and Typical Modes of the State- Owned Hotel Industrial Reorganization
Section Ⅰ The Value Orientaiion of the State-Owned Hotel Industrial Reorganization
Section Ⅱ The Route and Mode of the State-Owned Hotel Industrial Reorganization
Section Ⅲ The Affecting Factors of the State-Owned Hotel Industrial Reorganization
Chapter 3 Research on the Reorganization of Hotels Attached to Central Government （1）
Section Ⅰ CNAHTS——From Supporting Institutions to Independent Market Operators
Section Ⅱ Top Glory International——Major Business Transformation under the Industrialization Strategy
Section Ⅲ Orient Hotel——Transition Platform of State-Owned Bank Assets Disposition
Chapter 4 Research on the Reorganization of Hotels Attached to Central Government （2）
Section Ⅰ The Jinmao Group——a Specialized Group with a Diversified Shareholding Structure
Section Ⅱ Daqing Petroleum Development Group——Undertaker of Resource-Based Industrial Reorganization
Section Ⅲ China Railway Hotel——Separation of Main Business from the Secondary Business yet to be Completed
Section IV Quintessence Tourism——State-Owned Hotel Industry Shift from Monopoly to Competition
Chapter 5 Research on the Establishment Strategy of Hotel Groups Attached to the Central Government
Section Ⅰ The Background of the Formation of the Central Enterprise-Led Hotel Industry Groups
Section Ⅱ Market Oriented National Hotel Leaders
Section Ⅲ Conception of Administration-Driven Market Leaders
Chapter 6 Research on the Reorganization of Hotels Attached to Local Governments （1）
Section Ⅰ Jinjiang International——from a Political Accommodations Organization to a Compound Industry Group
Section Ⅱ Beijing Tourism Group——Integration of Hotel Assets in a Multiple Operations Platform
Section Ⅲ Lingnan International——Industrial Restructuring after the Handover of Property Rights
Chapter 7 Research on the Reorganization of Hotels Attached to Local Governments （2）
Section Ⅰ TEDA Hotel——Industry Integration Relying on the International Capital Market
Section Ⅱ Xiamen C&D Corporation Ltd.——Internal Integration and Regional Expansion
Section Ⅲ The Hebei Construction Investment Corporation——A Competitor Which Passively Entered the Hotel Industry
Chapter 8 Governance Structure and Management Modes of State- Owned Hotel Groups
Section Ⅰ Factors Impacting the State-Owned Hotel Group Management Mode
Section Ⅱ Connecting Modes and Property Rights Levels of State- Owned Hotel Groups
Section Ⅲ Shareholding Structure and Governance Structure Design of the State-Owned Hotel Groups
Section Ⅳ The Internal Operations and Control of State-Owned Hotel Groups
Chapter 9 Research on the Development Strategy of State-Owned Hotel Groups
Section Ⅰ Development Goals and Strategic Framework of State-Owned Hotel Groups
Section Ⅱ The Development Path of State-Owned Hotel Groups
Section Ⅲ The Security and Support Systems of State-Owned Hotel Groups
Chapter 10 Development Trends in the Reorganization and Grouping of State-Owned Hotels
Section Ⅰ Impact and Strategic Direction of State-Owned Hotel Reorganization
Section Ⅱ Rational Construction in the Process of Reorganization and Grouping of State-Owned Hotels
Section Ⅲ The Opportunities of Hotel Groups in China and the Historical
Responsibility of Entrepreneurs
Postscript
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