Alex Xu: Okay. Dan, that’s a great question. So let me share a little bit background at the original acquisition of these brands. The — that’s the intent of the original acquisition. The objective is to create synergies between the 2 segments of the businesses that in the past 3 or 4 years — the past 3 years, I think each unit is really trying to do their best to weather the storm and to face the challenges, to counter the challenge. So the team have not synergized in a widespread way. We did perform many, many experiments — a few experiments, not many experiments that we find there are great synergies between Bellagio and hotels. For instance, we — in one of our hotels, we have adopted a new concept of branded restaurant inside the hotels, and the restaurant revenue increased 500%.
And so the breakfast and the meals revenues, the restaurant revenues, foodservice revenues became roughly 70% of the room revenues. So in other words, the room revenue is in the last year, it was 69%. And then the food and beverage side, close to RMB 3 million. So we did have — we do have some great success stories in that end. And that, however, I think the team needs to be trained and it’s because the last 3 years, we have not added team members to drive that synergies. And now with the COVID measurement are lifted, and we have — we are right now in the process of building a dedicated team to bridge the 2 resources together and to expand, to replicate the success in those hotels. And without substantial numbers, then the impact at this moment on the book is still not , but we do think in the near future, there’s substantial release synergies over there.
But we do not — the question sometimes in the last 3 we have not done many of them. When the management team of each group are dedicated focusing to improve their own operations to face the challenge, then sometimes we do not have a lot more resources to experiment those new concepts and to create new business units. And right now, we are building that to offer not only the food services. We’re also trying to see whether we can have other services by combining the food and the rooms and some of the facilities in the hotels really to create a better customer service experience, meanwhile, increase our revenue in that end then we report to you as we make the progress. I think this year, we’ll see many more. As I said, we already have a few those prototypes.
But this year, we’ll have many more with the ability to travel, with ability to expand in some of the key locations. We hope to gain a lot more experience in that end and to further — to help the 2 businesses to grow. In terms of memberships, we just integrated our systems. I think that will be in deployment to use in the first, I’m sorry, in the second half, in the second quarter of this year.
Dan Xu: Thank you, Alex, we hope to see more prototypes and more synergies coming up in the future.
Alex Xu: Yes. Great. We’d like to invite you to visit that place because we find it quite, I think, good for the guests and good for the restaurants and good for the local community. So basically, everybody benefited from that.
Operator: This concludes our question-and-answer session. I would like to turn the conference back over to Selina Yang for any closing remarks.
Selina Yang: Thank you, operator. In closing, on behalf of the entire GreenTree management team, we thank you for your interest and participation in today’s call. If you require any further information or have plans to read it to us, please feel free to contact us. Thank you all.
Alex Xu: Thank you.
Operator: The conference has now concluded. Thank you for attending today’s presentation, and you may now disconnect.
