Under the current trend of wedding halls, wedding companies have also seen new business opportunities in the face of the impact. Wedding companies can become investors in wedding halls and participate in the operation of wedding halls. For hotels, this is a relatively feasible choice that can reduce cost investment and reduce management pressure.
However, will there be hidden dangers behind this kind of cooperation? The answer is of course yes, and there have been more and more cases of problems encountered in the early adoption of this model to build wedding halls, which have caused the cooperation between the two parties to part ways unhappily. So where is the problem?
Hazard 1: The wedding hall service room The wedding part and the catering service of the hotel are bundled sales. For customers, two different consumptions are merged into one consumption. Unlike wedding services, which can be differentiated, the pricing of wedding hall services is uniform, and the pricing is usually not catered to customers of all consumption abilities, resulting in some customers with lower consumption abilities complaining that the price of the wedding hall is too high. If the customer raises objections to the price of the wedding service after arriving at the store, and then the customer is lost, it will usually be considered that the price of the wedding service is unreasonable. Over time, such customers will reflect the price conflict between wedding services and catering services, and both parties will face disputes over pricing power.
Hazard 2: If your opponent happens to be a wedding hall that you have invested in and built, and the other party launches a price war, it will further deepen the dispute between wedding companies and hotels on pricing issues, especially when the opponent has recovered its costs and begins to significantly reduce the price of wedding hall services, it is easy to cause serious contradictions between hotels and investors.
Hazard 3: In fact, wedding companies can easily become scapegoats for various problems when investing in wedding halls. When sales decline, the company responsible for operating the wedding hall is always easy to become the primary target of questioning. In addition to the price, there is also the arrangement effect. After operating for a period of time, the wedding hall becomes outdated, and when sales decline, the hotel will be eager to urge the wedding hall to reduce prices or update the arrangement.
Since wedding services and catering services are always competing for consumer budgets in the new couple's wallets, this contradiction was not easily recognized when they were sold separately in the past. But when they are bundled directly, it is very obvious, and the conflict of interests is easily triggered. Therefore, Tang Times recommends that hotels with conditions invest in wedding halls themselves, take control of the operation rights, and avoid unnecessary disputes. Especially in the process of competing with competitors, they can respond more flexibly.