In the short four years from the foundation on June 2002 to the listing on Oct 2006 the Home Inns has explored blue sea of the traditional hotel industry with a surprising pace and became the pacemaker of the national economic hotels. The development of Home Inns has been through three stages including the first exploring phase, the second fast enlarge phase and the third listing prepare phase while completed the procession of bringing up to the growing up and maturing . The speed wining strategy, the expansion of the chain stores and the low cost operation can be called the management example of the industry, which are all of the experiences of Home Inns for the hospitality industry.

從2002年6月創(chuàng)建到2006年10月上市，短短四年時間，如家快捷酒店集團以驚人的發(fā)展速度開創(chuàng)了傳統(tǒng)酒店行業(yè)的一片藍(lán)海，成為我國經(jīng)濟型酒店的領(lǐng)跑者。如家酒店品牌的發(fā)展從前期探索階段、快速擴張階段和籌備上市階段，完成了一個經(jīng)濟型酒店品牌從引入到成長、成熟的輝煌歷程。其制定的速度制勝、連鎖擴張、低成本運作三種策略堪稱行業(yè)的管理典范。在市場瞬息萬變的競爭競爭條件下，機會稍縱即逝，誰能搶占商機，是至關(guān)重要的環(huán)節(jié)。連鎖化的經(jīng)營發(fā)展可以形成規(guī)模效應(yīng)和范圍經(jīng)濟，從而提高企業(yè)的競爭優(yōu)勢。對于經(jīng)濟型酒店而言，努力降低生產(chǎn)成本是經(jīng)濟型酒店盈利的基本前提。這些都是如家為行業(yè)總結(jié)的經(jīng)驗。