因为创办《全球酒店》杂志和全球酒店论坛等事项，我们诚恳地访问了梁军先生，并多次请他在工作上进行指导和提出宝贵意见。众所周知，他曾是中外酒店“白金奖”中国酒店业十大风云人物之首，现在让我们再次关注梁军和他所领导的企业集团

之一：梁军和海航酒店集团印象

　　2006年7月，美国知名酒店业杂志《HOTELS》公布了2005年全球300强酒店管理公司的排名，海航酒店集团依然保持着强劲上升势头，跃居第105名，相较于去年上升了89位。海航酒店集团近年来的快速发展得到了业界认可，已经成为全球众多知名酒店集团中一员。梁军先生身为海航国际酒店管理有限公司的董事长，对中国及国际酒店市场具有敏锐的洞察力，对海航酒店集团未来的发展踌躇满志、成竹在胸。
　　梁军先生毕业于荷兰马斯特里赫特管理学院，持有美国航空局颁发的FAA A/P执照。自1992年加入海南航空股份有限公司以来，他曾出任过海航控股（集团）公司执行副总裁等职，成绩斐然。1999年，他出任海航酒店集团董事长兼CEO，开始使海航的酒店由零散的个体酒店走向集团化发展的道路。经过短短几年辛勤耕耘，集团如今已拥有及管理的酒店达25家。2005年，梁军先生出任上海海航国际酒店管理有限公司董事长，梁军先生凭籍自己独到的发展思路和管理经验，正在创造一个中国酒店集团发展的奇迹。
　　2004年，海航酒店集团荣获“中国饭店民族品牌先锋”；2005年、2006年，海航酒店集团连续两年荣获“中国饭店民族品牌20强”。

之二：海航酒店集团化发展成功的系统路经

　　自海航集团进入酒店业以来，梁军先生就认识到:现阶段中国酒店集团企业相对于国际知名酒店品牌来说还处于发展的初级阶段，集团化发展程度低、规模小、品牌影响力不足、专业化行业管理欠缺、发展速度慢等诸多问题。由此提出海航酒店集团必须朝着规模化、标准化、国际化的战略目标及发展方向努力，坚持走“品牌经营”之路，通过品牌的扩张实现快速发展。梁军先生凭着对我国酒店管理集团的发展的深刻理解，吸收国际先进酒店管理理念，结合海航酒店自身发展的特点，在海航酒店集团打造和不断完善一套酒店管理体系：运营体系、市场营销体系、财务管理体系、人力资源开发与管理体系，使集团具备了酒店管理的核心竞争力：引进了国际最新的酒店管理OPERA系统，使海航酒店集团成为国内率先将此系统作为数据中心及交易平台使用的酒店集团；制定了SOP（Standard Operation Procedure，即《海航酒店集团标准操作程序》），使酒店服务的标准化水平得到提高；建立了海航酒店的GSTS（宾客满意度跟踪系统），确保海航酒店向客人提供更好的服务；建立了中央预订系统，集中体现了集团化的管理，为酒店提供网络平台支持；建立了财务成本控制体系，实现效益的最大化。同时引进六个西格玛管理理念，使海航酒店集团成为国内第一家推行六个西格玛质量管理体系的酒店集团。凭籍着一套适合自身发展的自主核心管理体系，并通过自身的不断完善提升品牌实力，同时，也不遗余力地实施管理品牌输出战略，海航酒店集团以超常规的发展思路、勇气和魄力，在短短的七年间迅速发展壮大。梁军先生也成功地带领他的团队完成了“行业介入规模扩张创立品牌－管理输出” 的跨越式发展，使海航酒店集团成为中国酒店行业一支不容小视的新锐力量。
　　其实，海航酒店集团在成立之初也曾面临着激烈的市场竞争。海南岛旅游开发的初期，酒店的发展速度远远超过了客源的增长，供过于求的市场导致酒店行业的销价竞争愈演愈烈；国际知名酒店集团以其集团化经营、著名品牌为武器也开始加入对海南所剩无几的高端旅游度假酒店市场的争夺。面对这种局面，梁军带领海航酒店集团的全体员工发扬了海航集团艰苦创业的精神，充分发挥了全体员工的智慧，借助海航集团迅猛的发展优势，通过建立一系列管理体系、提升服务品质、树立品牌管理意识、走国际化发展道路、成立海航国际酒店管理有限公司、品牌输出管理等举措，使集团频频获得成功。目前海航酒店集团仅在海南省就拥有7家酒店，客房总数超过了4200多间，雄居海南酒店业的市场份额

之首；此外，海航酒店集团通过新建、兼并、重组和管理等方式，将发展的区域扩大到北京、上海、广州、杭州、西安、深圳、太原、黄山、昆明、哈尔滨、南昌等地，总客房数已多达8042间。集团也由单一的度假型酒店发展成为一家拥有旅游度假型、会议型、商务型和经济型等多种类型酒店的大型酒店集团。2006年海航酒店管理有限公司蝉联“中国饭店业民族品牌先锋”，荣获“中国最具成长性本土酒店集团奖”等众多权威奖项，一个广受赞誉的海航酒店品牌正日益成熟和强大。
　　梁军先生觉得中国酒店企业家们任重而道远：中国酒店集团化正处于一个市场上有需求、产业尚有供给的、政策基本面以促进为导向的战略机遇时期，这个历史机遇推动着中国酒店集团开始建立自主创新体系。作为中国酒店业的企业家，共同的责任就是推动中国饭店集团的不断创新及快速成长，提升中国酒店集团的国际竞争力，迎接世界酒店市场的严峻挑战。对于中国酒店集团的成长，决策者必须从目标、市场、资本、品牌、人力资源等支撑要素方面做系统的理性建构，还要处理好集团间竞争与合作的关系，才能最终实现“国际视野、中国风格”的酒店集团商号和产品品牌构建的愿景。

之三：梁军的人文关注与精神腾越

　　梁军先生喜欢哲学，善于思索。他融合海航独特的企业文化，借鉴西方先进的管理经验，结合中国传统文化精粹和改革开放的时代精神来实施企业管理。梁军先生认为：随着时代的发展，企业文化对一个企业的兴衰、发展所起的作用越来越显著，一个企业的动力以及凝聚力都来自于它的企业文化，技术只是一个平台。要赢利，硬件的相应档次和规章制度是必不可少的。但光靠这些来实现资本的增值是不可能的，实现利润的关键点是“人”。海航企业文化特点在于在继承了中国博大精深的优良传统基础上，与西方现代优秀企业管理经验的进一步融合。随着海航事业的发展，海航一直在不断地推出新的理念，近年提出的与时俱进新理念--“诚信、业绩、 创新”作为海航在新时期发展的灵魂，海航酒店集团在此基础上融合了酒店行业的特点，以人为本，给予了员工更多的关注和关怀。这些海航酒店集团所遵循的原则和延续的文化事业的发展起到了重要的作用，它提升了海航酒店集团竞争优势，推动了企业的持续、健康、快速的发展、并为海航企业的精神文明建设提供了宝贵的经验。正是这些文化力量的支撑，梁军建立了海航酒店专业管理队伍，利用企业文化凝聚人心, 在很大程度上受到员工的认同和追随。
　　工作之余的梁军先生偶尔能偷闲半日，打上一场高尔夫，或是摆上棋局品茗对弈一番，这是梁军最大的兴趣所在。在某个傍晚，你会看到晒得乌黑的梁军兴奋地开着车带着自己一份好心境回家与家人共享。如果你注意观察，在休闲的期间，你会看到他有沉思的时候。说不定就在这个瞬间、这个睿智的领导者又在自己的蓝图上勾画了上了美妙的一笔，而某个重大的决策也许也是出在此刻。梁军先生引领着自己的团队以稳健、快速的步伐向前迈进时，当他心中的蓝图越画越清晰、既定的目标一步步实现时，他的目光又在注视着更远的前方。

Second, the successful development of Hai Hang Hotel Group

 From the time Hai Hang group began to do hotel business, Liang Jun realized that Chinese hotel groups were just in the initial stage, so there were many problems in existence, like small size, weak brand influence, slow speed and less professional management. So he proposed goals to Hai Hang Hotel Group as formalization, standardization and internationalization, and the group has to adhere to thebrand management in order to its rapid development. Out of his deep understanding of our national hotel managing groups, and his studying of the advanced international managing concepts, Liang Jun created a set of hotel managing systems----operation system, marketing system, financial system and human resource managing system, which has prepared for the group a kind of competitive capacity in hotel management. He imported the most advanced international hotel managing operation systems, formulated SOP to improve service quality, established GSTS to ensure better services to the customer, and established the central booking system operated by the computer. Just because of these suitable managing systems, its brand became more and more famous in and outside our country, and the whole group grew quickly during the past seven years. Under Liang Jun and his managing team's leadership, Hai Hang Hotel Group has become a new strength in Chinese hotel industry.
In fact, at the very beginning of Hai Hang Hotel Group's establishment, it was facing the most fierce market competition. Hai Nan Island was just began to develop its tourist industry at that time, and the developing speed of hotels was more quickly than the increasing number of the customer, so the price war became worse and worse, and international famous hotel groups began to march into Hai Nan Island with the group management and famous brands as their weapons. Under these circumstances, Liang Jun leads Hai Hang Hotel Group to a series of success out of the wisdom of the whole stuff and the establishment of a set of managing systems, improved service quality and brand exportation. Today Hai Hang Hotel Group owns 7 hotels in Hai Nan Province, including more than 4200 rooms. It is now sharing the largest part of Hai Nan hotel market. Except that, Hai Hang Hotel Group has expanded its market to Beijing, Shang Hai, Guang Zhou, Hang Zhou, Shen Zhen, Tai Yuan, Huang Shan, Kun Ming and Nan Chang province, and the total room number is 8042. The group has been developed into a big one in possesses of different kinds of hotels. In 2006, Hai Hang Hotel Group was honored "China Hotel National Brand Pioneer" for the second time. A famous Hai Hang hotel brand is growing mature and strong.
 Liang Jun believes that there is a long way to go for Chinese hotel enterprisers. There are lots of opportunities for Chinese hotel groups as market demand, available supply and favorable policy of the government. These opportunities supported China hotel groups to establish their self-creation systems. The common responsibility of Chinese hotel enterprisers is to improve their international competitive capacities, and to meet the fierce challenges in the international hotel market. The policy-maker must establish a system including factors as goal, market, asset, brand, human resource, and balance the relation between competition and corporation, only then we can realize our dream as "International vision, Chinese style"

Third,the culture and spirit of Hai Hang Hotel Group

 Liang Jun is in favor of philosophy and meditation. He manages his company with a combination of distinctive industry culture, eastern modern managing experiences, Chinese traditional culture and reforming spirit. Liang Jun holds the opinion that with the development of the society, the industry culture is playing a more and more important role in its development. The strength of an industry comes from its culture while technology is just a platform. If a company wants to win in the competition, although the equipment and rules are necessary, the key weapon is people, without which to make profit is impossible. The culture feature of Hai Hang is the combination of Chinese traditional culture with modern eastern industry managing experiences. Along with its development, Hai Hang has been creating new concepts all the time. Right now its culture essence is honesty, achievement, creation, and it has paid lots of attentions to its workers. All these rules and the development of culture industries have played important roles in its rapid development, and on this basis, Liang Jun has organized a professional hotel managing group, which made him recognized and supported by the workers.
 In his spare time, Liang Jun likes to play his favorite games----golf and chess while drinking tea. He'd like to ponder over something in his spare time too. Maybe the excellent leader has added a beautiful line to his blueprint in a flash. While he is leading his team walking forward with rapid but firm steps, and the blueprint in his mind become more and more clear. He is closing to his goal step by step, but at the same time his eyes are looking further.

来源：全球酒店网