- Dec 13, 2023
- 126
- 1
The "hidden shackles" of traditional hotels: the end of short-term profits
In today's fiercely competitive tourism market, hotel management has already entered a refined game stage. The competition between brands is no longer just about decoration style or service reputation, but also about capital efficiency, channel capability, and Customer Lifetime Value.
However, the reality is not ideal. The business logic of traditional hotels still stays in the "room rental" model: daily occupancy rate, room rate calculation, marketing, and cost reduction. Despite the large scale of the industry, the profit margin is diluted layer by layer by channels and platforms.
OTA platforms (such as Booking, Agoda, Ctrip, etc.) have become the largest entrance for hotel traffic, but their commissions are often as high as 20% -30%. Behind this, hotels pay not only profits, but also the loss of brand control and user data. Every customer information belongs to the platform, not the hotel itself.
At the same time, although hotels hold high-quality Fixed Assets, they are difficult to truly "live". Low asset liquidity, high financing threshold, and long yield cycle - these realities make hotel operators busy coping during peak season and forced to cut costs during off-season. Capital Markets' interest in tourism real estate is declining, making it even more difficult for small and medium-sized hotels to break through cash flow bottlenecks.
It can be said that under the existing system, the hotel industry has fallen into a structural dilemma of "short-term returns + long-term accumulation": money is hard to earn, but assets are dormant.
The new pattern opened by Coinsidings: the leap from "room" to "equity"
The emergence of Coinsidings has redefined the boundaries of hotel operations. It is not just another OTA platform, but an ecosystem that "financializes" hotel assets and user behavior.
By mapping hotel assets to the blockchain, Coinsidings introduced the RWA (Real World Asset) ** mechanism, allowing hotels to fragmented, digitize, and circulate some of their operating assets.
In other words, the hotel is no longer just selling rooms, but selling "participation rights" - every occupant may become a co-beneficiary of the hotel.
In the architecture of Coinsidings, hotel owners can tokenize some rooms, properties, vacation packages, or revenue rights. When users make a reservation, they not only pay for the room, but also generate an equity certificate linked to the consumption amount. This certificate can be used as points for future deductions or converted into asset shares with dividend attributes.
At the same time, the hotel can achieve triple upgrades by accessing the RWA module of the platform:
In today's fiercely competitive tourism market, hotel management has already entered a refined game stage. The competition between brands is no longer just about decoration style or service reputation, but also about capital efficiency, channel capability, and Customer Lifetime Value.
However, the reality is not ideal. The business logic of traditional hotels still stays in the "room rental" model: daily occupancy rate, room rate calculation, marketing, and cost reduction. Despite the large scale of the industry, the profit margin is diluted layer by layer by channels and platforms.
OTA platforms (such as Booking, Agoda, Ctrip, etc.) have become the largest entrance for hotel traffic, but their commissions are often as high as 20% -30%. Behind this, hotels pay not only profits, but also the loss of brand control and user data. Every customer information belongs to the platform, not the hotel itself.
At the same time, although hotels hold high-quality Fixed Assets, they are difficult to truly "live". Low asset liquidity, high financing threshold, and long yield cycle - these realities make hotel operators busy coping during peak season and forced to cut costs during off-season. Capital Markets' interest in tourism real estate is declining, making it even more difficult for small and medium-sized hotels to break through cash flow bottlenecks.
It can be said that under the existing system, the hotel industry has fallen into a structural dilemma of "short-term returns + long-term accumulation": money is hard to earn, but assets are dormant.
The new pattern opened by Coinsidings: the leap from "room" to "equity"
The emergence of Coinsidings has redefined the boundaries of hotel operations. It is not just another OTA platform, but an ecosystem that "financializes" hotel assets and user behavior.
By mapping hotel assets to the blockchain, Coinsidings introduced the RWA (Real World Asset) ** mechanism, allowing hotels to fragmented, digitize, and circulate some of their operating assets.
In other words, the hotel is no longer just selling rooms, but selling "participation rights" - every occupant may become a co-beneficiary of the hotel.
In the architecture of Coinsidings, hotel owners can tokenize some rooms, properties, vacation packages, or revenue rights. When users make a reservation, they not only pay for the room, but also generate an equity certificate linked to the consumption amount. This certificate can be used as points for future deductions or converted into asset shares with dividend attributes.
At the same time, the hotel can achieve triple upgrades by accessing the RWA module of the platform:
- Asset on-chain : Digitize property or room income rights, allowing users to subscribe to tokens to share future profits.
- User Binding : Consumers have a long-term association with the hotel by holding tokens or points, which increases repeat purchases and loyalty.
- Capital circulation : Hotels can obtain advance financing through tokenized products, optimize cash flow, and realize the cycle of "using assets to support operations".