刘晨军 虽千万人吾往矣
撰文/李欣煦 Written by Shirley
在温德姆酒店集团大中华区总裁刘晨军办公室里，挂着一幅画。这幅画长宽均超过了2米，占据了办公室的“半壁江山”，不同于传统印象中总裁办公室里会挂着的山水或是油画，而是美国家喻户晓的超级大IP——辛普森。正如同这幅另类的画一样，刘晨军之于酒店业，也正是一个另类而独特的存在，这个热爱拳击、不走寻常路的管理者，身上有着“虽千万人吾往矣”的勇气，如同他所喜爱的江湖侠客，正带领着温德姆走出一条看似反叛，却总是能直击市场痛点的康庄大道。
少年游·初露锋芒
每个精彩的武侠故事都有一个精彩的开始，刘晨军职业生涯的一开始就带着几分反叛不羁，出生于外交官家庭，毕业后又任职于外交部，刘晨军却没有走上传统的仕途之路，而是远赴法兰西，开始了和酒店业的姻缘。初涉江湖的刘晨军幸运的拜师于名门之下，酒店业的征程始于雅高。
“雅高特别触动我的一点是它并不受任何国籍地域的束缚，而是把你浸润到各种形形色色的机会和纷繁交融的文化氛围中去锻炼和打磨，”刘晨军回忆道。当年在雅高的第一次出差任务给刘晨军留下了深刻的印象，他幽默了用了好几个“完全晕了”来形容当时的工作经历，初出茅庐就被派往印度进行项目开发，在人生地不熟的孟买一待就是五个星期。第二次出差则是前往伊斯坦布尔，为期三周。正是这种专业而平等的态度，让刘晨军在工作中得到了锻炼。随着2003年雅高酒店集团亚洲总部从泰国搬到上海，刘晨军也飘洋过海回国成为雅高中国大陆团队的核心创始成员。在新兴的亚洲市场，刘晨军也得以和雅高一起快速成长，由市场和销售开始，每两年一换，几乎各个部门都留下了他的足迹。
离开雅高后，刘晨军先是和歌诗达邮轮一起打开了邮轮在中国的新市场，随后又投身于文化公司。刘晨军如同一个闯荡江湖的侠客，集百家之所长，不断的挑战各路高手，不拘泥于行业的界限，敢于尝试，走在时代的前端，而多次成功的“跨界”经验也开拓了他的视野与思维，为他回归酒店在温德姆这个新的舞台，打出漂亮的KO，奠定了良好的基础。
破阵子·龙跃而天下知
2013年，刘晨军回归酒店业，而他的下一片战场，是全球规模最大、业务最多元化的酒店集团——温德姆。但在刘晨军看来，酒店行业作为一个从上到下体系链非常完整的行业，虽高手众多，却教派森严，形成了一种惯性的思维方式，正如刘晨军所说，“豪门出大师却出不了英雄”。而刘晨军想要做的，是搅动江湖，掀起风云的英雄。“之前三十年温德姆给人们的印象和现在非常不同，当时我来到温德姆，想的就是在这样一个环境下，带领着团队，做一些特别不一样的、另类的一些事情。”
刘晨军来到温德姆的时候，温德姆还处于一种非常幕后低调的状态，而他要做的第一步就是：提高品牌的知名度。2014年温德姆将旗下潮牌TRYP进入国内市场，刘晨军意识到这是让温德姆浮出水面的契机。然唯有颠覆方能改变，刘晨军脑海中勾勒了打破常规的计划，并将它落地实现成为一个充满了街头色彩与反叛精神的形象片。正如他所说“这是温德姆第一次向公众展示自己的形象，我们要做一场完全颠覆性的展示。”然而，打破陈规之路向来不可能是一帆风顺，形象片一经放出，遭到了绝大同事的质疑。面对同事的反对，刘晨军并没有退缩，而是坚决推进，“当时我对他们说，既然你们都这么说，我就一定罩着你，我们所有做错的结果全在我身上。”刘晨军回忆起往事，语气中带了几分感慨，更多的则是自豪。
前后筹备了十个月，刘晨军酝酿已久的组合拳法，终于点燃了上海外滩，无论是新奇的形象片，还是party形式的发布会，甚至是贴着纹身，带着嘉宾浩浩荡荡绕着上海来了场骑行活动，都是对温德姆，甚至是酒店业的传统形象的完全颠覆。连参与活动的记者，都惊呼到温德姆是不是哪根筋搭错了。而在刘晨军看来，这次“燃爆”了的活动，完全符合他心中的目标，温德姆的这次亮相，就如同一个蛰伏许久武林高手，闭关多年，一出手必然如龙跃于渊，一战成名天下知。
回忆往事，刘晨军笑着感慨道，“当时了解我的都知道，我的状态其实一点不放松，所有的眼睛都在我一个人身上，也是顶着很大的风险和压力，如果砸了，怕是温德姆从此没有刘晨军了。”但在他看来，身为酒店的掌门人，就是要有着打破舒适区域的觉悟和责任，正如他所说，“我认为，最值得尊重的价值是勇气。”
将进酒·掌握节奏，步步为营
作为一个资深的拳击爱好者，刘晨军认为拳击的必胜法门在于掌握节奏，所谓蓄势待发而出奇制胜，这种节奏感的把控是放之四海皆准的不二法门，管理酒店更应如此。
刘晨军将这几年的工作总结为组合拳，每一年都有一次大的出击来突出主题，以节奏感掌控一切。2014年请来数十位明星参加故宫盛典将温德姆拉出水面；2015年正值温德姆酒店突破1000家，组织一千人登顶泰山活动，夜空下彼此搀扶，到达泰山之巅时又恰逢日出，寓意极好；2016年点亮中国，再点亮了品牌和增量后，小型马拉松象征品牌精神，串联全国各大城市；2017年刚刚过去的步步为赢大中华区峰会，则将核心聚焦于盈利模式。正是这种寓意与活动之间的相互作用，不断推动着温德姆的高速发展。
天下武功，练到至高境地，便是融通百家，举重若轻。正如刘晨军所说，轻松的心态方能铸就最出色的状态。“作为掌舵人，放松的心态可以给团队营造自信的氛围，以及一种油然而生的希望和自豪感，因为团队激情和凝聚力才是无往而不利的宝剑，”正如刘晨军对他的团队所说的一样，“我的使命就是让大家在这几年觉得很自豪，觉得很开心。”而这种精神力量所融合而成的软实力往往能点石成金，化腐朽为神奇。放在酒店业也是同理，过去太过强调酒店的硬件设施了，唯豪华独尊，但只要文化软实力够强，做经济型酒店亦是可以分分钟风生水起。
定风波·心有大千，成就未来
刘晨军坦言道，勇气来自于成果，信任来自于业绩。换句话说，在当今的残酷的商界，你没有业绩，你再有想法，也没有人听你的。这种对市场的清醒认识和精确把控，深深影响了刘晨军为温德姆所制定的未来的发展战略。刘晨军总结道：“掌门人最大的任务就是给大家指明方向，在温德姆的发展战略上，我认为就是九个字：全星级，多品牌，广跨界。”
对于全星级，意味着，从五星级一直到经济型全市场全方位覆盖，而其中大部分的酒店则是交由品牌全国主理代为管理，其中有一百多间店自控。刘晨军介绍道：“对于温德姆旗下这将近1400家酒店，我们理想中的最佳的状态是无缝的衔接，做到自营与特许加盟酒店质量无差别，这是我们未来努力的方向。”刘晨军也简单介绍了温德姆旗下不同品牌的不同模式，每一个品牌都有自己对应的目标群体，比如已经进入中国的针对高端市场的温德姆至尊，和主打年轻人的潮牌TRYP，“比起遍地开花更重要的，是我们对品牌重塑的要求，对品质要求的保障，我希望把品牌变成一个矩阵式的立体攻势。”
“跨界玩家”可以说是刘晨军身上最鲜明的标签之一，然而在刘晨军看来没有盈利的跨界是没有任何意义。刘晨军笑言若说过去的30年是爱拼才会赢，那未来的几年叫做IP才能赢，而最终要把IP落地到酒店里，成为增量和盈利的一种方式。“如果最终没有对酒店的业绩有所帮助，再天花乱坠的IP合作都是没有意义的，”刘晨军总结道。比如和辛普森的一家的深度合作，打造出千禧一代青睐的“辛普森一家产品体验房”。在刘晨军看来，所谓的跨界落实到深层次也是一种融合，作为一个酒店的掌舵人，除了把握大方向，更多的时候是在做一种融合，这种融合一方面是内部的，公司内各环节的对接与凝聚；而更深层次的则是精神层面的，“别人看起来我总是很high，总是有很多层出不穷的新点子，但对于我自己来说，我所追求的是通过举办各种不同寓意的活动，得到认可，凝聚共识，达到精神层面的融合。”所以刘晨军的每一次大动作都看似天马行空，实则拳拳到肉，正如他所说，“要想做出大家喜欢的酒店产品，就必须想他们之所想，爱他们之所爱。”
LEO LIU
GOING FORWARD DESPITE MYRIAD OBJECTIONS
There is a picture hanging on the wall at the office of Mr. Leo Liu, President of Wyndham Hotel Group Greater China. This picture, covers half of the wall. Unlike oil paintings at presidents' offices in the traditional concept, it features The Simpsons — a household super-big IP in the United States. Just like this distinctive picture, Leo Liu is also a distinctive and unique being in the hospitality industry. This manager likes boxing, takes the road least traveled, and demonstrates courage to go forward despite myriad objections. Leo Liu is leading Wyndham Hotel Group to a broad road that seems rebellious, but always hits the pain points in the market. GOING FORWARD DESPITE MYRIAD OBJECTIONS
Little Adventure · First Coming to the Fore
Leo Liu started his career with a bit rebellion. He was born in a diplomat family and worked at China’s Ministry of Foreign Affairs after university graduation. Not pursuing an official career in a traditional way, Leo Liu went to France and became attached to the hospitality industry. Fortunately, the newbie embarked on a hospitality journey at AccorHotels.
“What touched me especially at AccorHotels is that one is trained and honed with various opportunities.” recalled Leo Liu. The first business trip at AccorHotels impressed Leo Liu so deeply that he humorously described this working experience as “fully overwhelmed”. The novice was dispatched to India, and stayed in Mumbai for five weeks. He went to Istanbul in his second business trip and stayed there for three weeks. As the AccorHotels Asia headquarters was relocated from Thailand to Shanghai in 2003, Leo Liu returned home across the seas and became a key founding member of the AccorHotels team in Mainland China. In the emerging Asian market, Leo Liu rapidly grew together with AccorHotels. He was rotated through various positions leaving his footprint at almost every department.
After departing from AccorHotels, Leo Liu first served Costa Crociere S.p.A. and opened up a new cruises market in China, and then joined a culture company. Leo Liu acted like a knight-errant and constantly challenged master hands. The success in his extensive “crossover” experiences also broadened Leo’s thinking, and laid a solid foundation for his return to a new stage in the hospitality industry.
Breakthrough · Making a Name Like a Dragon Leaping
Leo Liu returned to the hospitality industry in 2013, and his next stage was at Wyndham Hotel Group— the world’s most diverse hotel group with an unmatched global presence. In Leo’s view, hospitality is a complete sector from the upstream to downstream system chains. As said by Leo Liu, “top clubs can cultivate masters, but not heroes When I joined Wyndham Hotel Group, I considered that I would lead a team to do something special and distinctive in such an environment.”
When Leo Liu arrived at Wyndham Hotel Group, this hotel group remained in low profile. The first step he would take was brand awareness enhancement. When TRYP by Wyndham, a trendy brand, entered China in 2014, Leo Liu realized that this is an opportunity to bring Wyndham Hotel Group to the surface “It is for the first time that Wyndham Hotel Group openly shows its own image, so we must deliver a completely disruptive demonstration,” he said. Facing objections from the colleagues, Leo Liu did not flinch, but advanced firmly. “I told them, since all of you said so, I will take you under my wing by all means. If we do wrong, I am fully responsible for the result,” Leo Liu recalled with emotion and pride.
With ten-month preparations, a combination of long-simmering moves ignited The Bund in Shanghai. Leo Liu completely disrupted the traditional image of Wyndham Hotel Group: press conference in the form of party, and even wearing a tattoo and leading guests to riding through Shanghai. Journalists present at the event exclaimed, “What’s wrong with Wyndham Hotel Group?” In Leo’s opinion, this “exciting” event fully met the goal in his heart. As a helmsman at a hotel group, one must have the consciousness and take responsibility to get out of the comfort zone. “I believe, the most esteemed value is courage,” he said.
Drinking a Toast · Setting the Pace, Moving Ahead Cautiously
Leo Liu summarized their efforts taken these years as combined moves. There is a major attack each year to highlight a topic, and controlled with a sense of pace setting. Tens of stars were invited in 2014 to an extravaganza at the Palace Museum, bringing Wyndham Hotel Group to the surface; when Wyndham Hotel Group opened its 1,000th hotel in Greater China in 2015, the hotel group organized 1,000 people to climb to the top of Mount Tai. The recent Greater China Summit 2017, “Time To Win”, focused on profit models.
The highest end of martial arts in the world is to put it all together and move with ease. A light heart results in the best status, said Leo Liu. “As the man at the helm, his light heart can help create an atmosphere of assurance in the team and derives hope and a sense of pride, because passion and cohesion at the team are the invincible sword.” Leo Liu told his team, “My mission is to make you feel proud and happy these years.”
Calming the Waves · Embracing the World, Shaping the Future
This clear understanding of the market and accurate operation has deeply impacted the future growth strategy set by Leo Liu for Wyndham Hotel Group. “The growth strategy of Wyndham Hotel Group is, I believe, all-star, multi-brand, and cross-over,” summarized Leo Liu.
All-star means full coverage from five-star to economy segments. Most hotels are entrusted to national brand operators for management, while more than 100 hotels are operated by the hotel group. “For these 1,400 Wyndham hotels, there is no quality difference between hotels operated and franchised, which is the future direction we strive for,” said Leo Liu. He also simply introduced different models for different models under the umbrella of Wyndham Hotel Group. Each brands have their own target customers, including Wyndham Grand® targeting the upscale market and trendy brand TRYP aiming at the young segment, both already present in China. “We have requirements for brand reengineering and quality assurance. I hope brands to form a versatile matrix with a charm offensive.”
“Cross-over player” is one of the most striking labels on Leo Liu, but in his opinion, unprofitable cross-over makes no sense. “There is no point in any extravagant partnership if such cross-over ultimately fails to work for the performance of hotels,” Leo Liu summed up. For example, “The Simpsons Experience Room”, favored by millennial, is created through deep partnership with The Simpsons. In Leo’s view, the so-called cross-over is also convergence in deep-level implementation. “In the eyes of others, I’m always high spirited and have myriads of new ideas. But for me, what I pursue is to gain recognition, build consensus, and realize convergence in the spiritual level. To make hotel products popular among consumers, one must think what they think and love what they love,” he said.
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