Existing hotel's "comeback" case draws attention, Ronshine Kanglv supports new imagination for parent company

China's domestic hotel and cultural tourism industries are entering the deep waters of stock competition. Digital transformation and asset-light model export are no longer optional but a matter of survival. At this critical juncture, the hotel business under Ronshine Development delivered two answers within a week.

On June 6th, in Langfang. At the 2026 Hotel Industry Digital Development Forum and the Beijing-Tianjin-Hebei Hotel AI Innovation and Practice Conference, Ronshine Hotels, as a practical representative, was invited to speak, sharing the entire process of revitalizing a long-established five-star hotel through digital-intelligent transformation.

Three days later, in Beijing. The 15th MBI Brand Development Conference concluded, with Ronshine Hotels once again retaining its position in the "MBI Annual Top 100 Cultural Tourism Group Brands." Being listed for consecutive years, especially as industry evaluation systems become increasingly stringent, sends a clear signal: its operational capabilities have withstood cyclical testing.

These two events seem independent but point to the same proposition—the health and tourism sector cultivated by Ronshine Development over eighteen years is transitioning from a "cost center" to a "value center," moving from a strategic accumulation phase to a value realization phase, gradually taking on the role of the group's second growth engine.

A Turnaround Case Hitting the Industry's Biggest Pain Point

First, look at the forum on June 6th.

The conference's theme was fitting: "Digital Empowerment for Hotels, AI Leading the Beijing-Tianjin-Hebei Region." However, the attending investors and property owners were more concerned about—after all this talk about digitalization, who can actually help them make money?

The case presented by Ronshine Hotels precisely answered this question. A long-established five-star hotel, after rebranding to "Alcadeia," achieved a performance turnaround from the brink of losses through a four-pronged approach of "brand renewal + operational efficiency improvement + omni-channel marketing + digital-intelligent foundation." The key to this project is not how compelling the story is, but its replicability.

According to Ronshine Hotels' on-site introduction, they have solidified this approach into a digital-intelligent strategic framework—"one foundation, two hubs, four scenarios, N touchpoints." Property owners don't need to build their own tech teams; after connecting to the "Shengxing Tianxia" cross-temporal allocation network, the ramp-up period is significantly shortened, and cash flow stability is greatly enhanced.

A participating investment institution head candidly stated, "There's no shortage of existing hotels on the market now; what's lacking are people who can genuinely help them improve performance. What impressed us about Ronshine's case is that it's not just a PowerPoint presentation; it's a project that has actually been proven to work."

Retaining MBI Top 100 Status: From "Doing Well Themselves" to "Helping Others Do Well"

If the digital forum demonstrated Ronshine Hotels' "ability to fight," then retaining the MBI Top 100 status shows it "has a recognized banner."

The credibility of the MBI Brand Development Conference in the cultural tourism industry is largely undisputed within the sector. Especially during an industry downturn, companies that can make the list for consecutive years are rarely "inflated." Ronshine Hotels' retention this time is backed by two pillars: first, the "Shengxing Tianxia" room-swap model has successfully enabled cross-regional member operations, accumulating over 6.8 million member resources; second, its "one hotel, one feature" differentiated operation system is being gradually implemented across 47 properties in 8 provinces nationwide.

Another noteworthy detail is that just last month, Ronshine Hotels assumed the role of Vice Chair Unit of the Leisure and Vacation Committee under the China Hotel Association. This means it has begun participating in the formulation of national-level industry standards. From a market follower to a benchmark enterprise, and now to a rule co-creator—this identity leap is more convincing than any award certificate.

The "Key Piece" in Ronshine Development's Transformation Game

Placing these two events within the context of Ronshine Development's overall group transformation makes their significance clearer.

In recent years, the real estate industry has bid farewell to the old model of high leverage and rapid turnover. Growth space for traditional residential development has narrowed, and almost every private real estate company is searching for a "second growth curve." One of the paths chosen by Ronshine Development is health and tourism.

The company has been deeply involved in this field for eighteen years. Initially, it involved more heavy asset investment—land acquisition, hotel construction, and resort development. The outside world once questioned the slow returns and heavy capital lock-up of these assets. However, in the past two years, the situation has been changing.

With the validation and implementation of the "asset-light full entrusted operation" model, Ronshine Hotels has begun packaging its accumulated operational capabilities, brand system, and member network into services that can be exported externally. Property owners retain asset ownership, while Ronshine is responsible for "making the assets profitable." Under this model, the revenue structure of the health and tourism sector is being optimized: the proportion of light-asset income such as management fees, member value-added services, and supply chain services is gradually increasing, and it is much less impacted by real estate cycle fluctuations.

A securities analyst tracking real estate company transformations told the reporter, "The logic behind Ronshine's health and tourism sector is clear now. They are not just telling a story; they have solid project data and industry certifications to back it up. For Ronshine Development as a whole, if this sector can continuously contribute stable cash flow and brand premium, the valuation logic is expected to be restored."

In the Stock Era, Operations Are the Hard Currency

Returning to the two conferences themselves. The case sharing at the digital forum proves Ronshine Hotels "has the technique"; retaining the MBI Top 100 status proves it "has the way." With both technique and way, coupled with strategic support at the group level, the imagination space for health and tourism as the second growth engine is being opened up.

Of course, challenges are not small. Asset-light export is essentially a "capability business," and whether success can be replicated across more regions and more types of existing hotels still needs time to verify. But at least, Ronshine Development has taken the crucial step from "selling houses" to "selling services."

In the current context of deep industry adjustment, this step is more important than anything else.

$RiseSun(002146.SZ)