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On the management concept of hotel sustainable development
Since 1991s, the concept of sustainable development has been deeply rooted in people's hearts, and many hotels have put it on the agenda, and set off an upsurge of creating "green hotels". Many hotels believe that adhering to sustainable development means saving energy, reducing pollution and protecting the environment. We believe that sustainable development is not only a problem of environmental protection, but also a new management concept put forward by hotels in the face of fierce divine retribution. Its deep-seated connotation is: the hotel's management behavior can not be exchanged for the enterprise's interests and the immediate short-term interests at the expense of the long-term interests of society; The expansion and development of hotel enterprises should adapt to the external social environment and industry environment; Hotel enterprises should seek the vitality and space for their continuous development by cultivating their core competitive advantages. It means a correct grasp of the future trend, a scientific analysis of relevant factors, an organic unity of social and economic benefits, and a long-term, sustained, stable and coordinated development.
1. A good social image is the first condition for the sustainable development of hotels
Hotel enterprises are a cell of the socialist market economy, and their survival and development depend on social recognition, while social recognition depends on their contribution to society. Therefore, a good social image is the foundation for the survival and development of hotel enterprises and the primary condition for hotels to achieve sustainable development.
a good social image cannot be established overnight, it needs to be constantly consolidated and improved. Although a hotel enterprise is an economic entity, its organizational interests are closely related to social interests. It should not only fulfill its corresponding social obligations, but also actively undertake more social responsibilities, always care about society and be enthusiastic about public welfare undertakings, such as paying taxes according to law, improving the community environment, advocating a healthy and civilized lifestyle, promoting the construction of spiritual civilization in the community, subsidizing poor areas, caring for the elderly and orphans in welfare homes, supporting the Hope Project, etc. This word-of-mouth effect created by fulfilling social obligations is far beyond the reach of commercial advertisements. Therefore, first-class hotel enterprises should not only have the market awareness of capturing business opportunities, but also have the service awareness of "I serve everyone". As a hotel operator, we should strive to be an "entrepreneur", not a "boss" who only cares about making money at the moment.
In addition, whether the hotel can correctly handle various public relations with its community has a great impact on its survival and development. Hotel enterprises tend to give people a feeling of "high-grade, high consumption". Ordinary people usually stay away from them and even have a hostile attitude towards them. Hotel business activities may also bring some inconvenience to surrounding residents. If the hotel forms a negative image among most people, the negative impact of such public opinion will far exceed our marketing efforts, and the consumer groups will continue to shrink. When the hotel has a positive image, it will naturally attract real or potential consumers. At that time, if some marketing strategies are used again, it will have a multiplier effect. Since hotels live in a specific community environment, they must make good marriages, pay attention to good neighborliness, enhance mutual understanding and establish a good image of "good citizens" in the community. Only in this way can the hotel get the love, cooperation and support of the community public, and create the conditions of "favorable weather, favorable geographical conditions and harmonious people" for the survival and development of hotel enterprises. On the contrary, it will fall into the dilemma of isolation and difficulty.
second, a stable cooperative relationship is an important foundation for the sustainable development of hotels.
In a sense, the operation of hotels is a systematic cooperative behavior including suppliers, distributors and competitors. In a market economy, competition is inevitable. With the maturity of the market, that kind of "life-and-death" struggle will only bring the result of both sides, and cause a large number of loyal customers to lose. Hotel operators should fully realize that the competition between hotels is a competition of management level and service quality, and a process of pioneering, innovating and improving each other. Practice shows that many hotels that look like competitors are actually partners with great development potential. Facing the new century, hotels must abandon the wrong practice of pathological competition and guide their business activities with the idea of "* * *". On the premise of stable cooperative relationship, we can exchange market information with each other, organize and carry out some activities and business projects, and resist some behaviors that hinder the development of enterprises to form complementary and mutually beneficial advantages, so as to obtain more ideal economic benefits. In this way, competition on the basis of cooperation and cooperation in the process of competition not only promote the improvement of the hotel itself, but also promote the healthy development of the entire hotel industry market.
As a special industry selling services, hotels should maintain long-term and stable cooperative relations with their suppliers and distributors, and form strategic alliances with them, so as to ensure the profits of their own enterprises as well as the benefits of cooperative units. Because a partner with the same goal and close relationship can make the hotel reduce uncertainty and business risks, thus ensuring a stable business level. If we choose low-priced and low-quality suppliers or abandon relevant distributors in order to get as much profit as possible, it is undoubtedly a short-term behavior to kill the goose that lays the golden egg.
when the hotel develops to a certain stage, it will be the expansion road of industrial union and merger. This includes not only the vertical merger of upstream enterprises and downstream enterprises, but also the horizontal merger with other hotels. Judging from the development trend, the probability of success by single-handedly fighting will decrease day by day, and the practice of participating in cooperative networks will be widely accepted. Cooperative network is a dynamic self-excited system. The vertical and horizontal integration of this system fully embodies the advantages of economies of scale and scope. For small hotels, cooperative network is beneficial to resist the oppression of big hotels and reduce market risks, and promote the development of * * * through joint action. For big hotels, it can create strong barriers to market entry, gradually form a monopoly within a certain range, and gain more market share and profits. Therefore, the diversified and multi-level cooperative relationship will make the hotel concentrate as many competitive advantages as possible, thus laying a good foundation for the sustainable development of the hotel.
Third, excellent hotel brands are important capital for the sustainable development of hotels
With the coming of knowledge economy and the coming of perceptual consumption era, the competition among hotels in the future will be more manifested as the competition of hotel brands. Whether you have a famous hotel brand will directly determine the survival and development of the hotel. Strengthening brand building, implementing brand management and creating excellent hotel brands are important capital for the sustainable development of hotels in China.
Hotel brand generally refers to a distinctive mark used to identify its hotels and products and distinguish them from other competitors. She is not only a trademark, but also a symbol of hotel quality and the embodiment of hotel culture, as well as a good reputation and an important intangible asset. Brand management of hotels is to improve the satisfaction and loyalty of guests and the popularity and reputation of hotel enterprises through brand design, brand promotion, brand protection and brand equity evaluation.
most hotels in China lack brands. Even famous hotels such as White Swan Hotel in Guangzhou and Jinling Hotel in Nanjing, if compared with international brands, have a big gap in terms of business scale, market share, market globalization, brand awareness and brand value. Facing the opportunities and challenges of global economic integration, it is urgent for China hotels to establish a famous international hotel brand if they want to achieve sustainable development.
It is urgent to create a famous international hotel brand. Hotel enterprises in China must seek breakthroughs in four aspects: First, pay attention to cultural connotation and create China characteristics. Brand is the condensation of culture. In order to create a world brand, China Hotel must strive to create China culture, which is mainly manifested in the China characteristics in hotel design and decoration, the fine national tradition in service design and service provision and the China complex in management. The second is to implement service innovation and cultivate loyal customers. Brand is the symbol of hotel quality. To ensure the quality of hotel service and improve the reputation of hotel brand, it is necessary to improve the satisfaction and loyalty of guests. This requires hotels to meet the gold standard of hotel service quality, that is, everything guests see must be neat and beautiful; Everything provided to guests must be safe and effective; All hotel employees must be kind and polite when they meet guests. At the same time, on this basis, we should also pay attention to the renewal of service facilities, the improvement of service content and methods, especially the innovation of service mode, that is, from standardized service mode to customized service mode. Customized service is a kind of service that pursues personalization, humanization and extreme. Its service guarantee system mainly includes the networking of service information, the flexibility of service organization, the professionalization of personnel in important positions, the humanization of management methods and the satisfaction of quality evaluation. The third is to speed up the process of collectivization and implement transnational operation. The scale of enterprises is not only the expansion of quantity, but also the improvement of quality. If hotels want to improve their popularity and create brands, they must implement scale operation and take the road of collectivization. At the same time, to create world brands, international operation is the only way. If China Hotel wants to implement transnational operation, it can first make use of China's long catering culture and seek a breakthrough in catering operation. At the same time, China citizens can take the opportunity of traveling abroad to find opportunities in the destination countries and major tourists, and gradually enter the international market. The fourth is to standardize brand strategy and implement professional operation. Brand building is a systematic project. Hotel enterprises in China should not only have the enthusiasm to create brands, but also have the patience to create brands, know the growth law of brands and pay attention to the professional operation of brands.
fourth, continuous knowledge innovation is the internal driving force for the sustainable development of hotels.
We find that no matter how the average profit of the industry is, some hotels can always make more profits than others, and the magic weapon to win is to have a competitive advantage. Competitive advantage refers to the management resources that a hotel can use to attract guests and make itself invincible, and generally has a high knowledge content. If the management strength shows only the actual distribution of various forces in the hotel, the competitive advantage is the result of strength comparison relative to competitors, which is a kind of comprehensive management ability of the hotel. People without me, fewer people and more people, weak people and strong people all belong to the scope of advantages.
The source of hotel's competitive advantage is its core competitiveness, which can be regarded as physical resources, human resources and information resources. The key to cultivating core competitiveness lies in knowledge innovation. Because, as the most important resource of an enterprise, it has three characteristics: value, scarcity and difficult imitation. With the advent of the information age, knowledge has become a decisive economic resource, which has replaced investment and become the core factor to determine the competitiveness of enterprises, and knowledge innovation will become the main determinant of the competitiveness of hotels. In the knowledge economy society, the competitive advantage depends not only on the material resources of enterprises, but also on the intangible resources of enterprises, that is, knowledge and its application ability. At present, the hotel industry in China has the same product structure, the service is still at the level of standardization, and the innovation of products and services is lacking. The competition among hotels mostly stays at the low-level price competition, and the quality of hotels is declining and the economic benefits are low. Therefore, this requires hotel enterprises to enhance their innovative consciousness and ability. Only when hotel enterprises constantly bring forth the old and bring forth the new can hotels have vitality.
In the future, the competition focus of the hotel industry will gradually shift from low-level price competition to non-price competition with the theme of service, core technology and brand. To be a strong player in the competition, you must have the vitality and persistence in knowledge innovation. Because it determines the development potential of a hotel enterprise, it also indicates whether the hotel enterprise can maintain its sustainable competitive advantage. We know that in traditional economics, the production function has an important law, that is, the law of diminishing marginal returns of capital. However, the infinity and accumulation of knowledge make the knowledge economy completely break this law and produce increasing returns. That is, with the increase of knowledge input or the accumulation of knowledge innovation, the marginal income will not only continue to increase, but even make a leap. Especially in the labor-intensive hotel industry, through the infiltration of human resources, we can improve the quality of employees, make them become "knowledge labor", and then promote the all-round innovation of enterprises, thus providing sufficient internal motivation for the sustainable development of hotels. Therefore, in the process of hotel development, it is a core link in the hotel development strategy to appropriately increase the number of knowledge-based employees, establish full trust among employees, actively cooperate and share the fruits of knowledge innovation.
5. People-oriented management is the fundamental guarantee for the sustainable development of hotels.
Throughout the ages, the most important thing in politics is to employ people, and the prosperity of enterprises is based on talents. The essence of the competition in the hotel industry is the competition for talents. Therefore, adequate human resources are the fundamental guarantee for the sustainable development of hotels. What is said here is sufficient, which includes two meanings: First, it refers to sufficient quantity. The hotel has enough staff to match its own scale and business operation. Second, it refers to sufficient energy. The personal values of employees are in harmony with the values of enterprises, and the potential of employees is maximized, forming a strong cohesion. This requires the hotel to use humanized personnel policy, personnel system, training system and incentive mechanism, so that employees are willing and able to play their greatest potential and make the most full and scientific use of hotel human resources, that is, to implement humanistic management.
To implement humanistic management, it is imperative to fundamentally change four concepts:
First, change from "tactical theory" to "strategic theory". In the past, our so-called "personnel management" mainly focused on some routine work, such as labor organization, file keeping, assessment and promotion, remuneration distribution, etc. The corresponding responsible department was called "personnel department". Personnel management is often regarded as a purely technical business management activity and belongs to tactical management. Now, the human resources we propose is to establish a management system for human resources planning, utilization and development according to the strategic objectives of the organization. Its management activities are strategic, holistic and futuristic. The corresponding responsible department is called "Human Resources Department" and directly participates in the strategic decision-making of the organization. It should not be limited to the transactional management of the labor force, but should make an overall strategic plan based on the actual situation of the hotel, the development trend of the industry and the information of the talent market. In terms of time, it is necessary to analyze and predict the needs of talents from a long-term perspective and formulate strategies for attracting and cultivating human resources. In terms of talent organization, it is necessary to establish a reasonable talent structure and allocation to reflect the echelon nature of talents. In terms of talent development, it is necessary to carry out rolling training in a planned and step-by-step manner. Implement the strategy of giving priority to key talents, training talents in short supply as soon as possible, and training general talents in batches, and pay attention to developing people's potential and vitality.
Secondly, from "factor theory" to "resource theory". For a long time, manpower has only been regarded as a passive factor of production and a tool to achieve profit goals, and it has been organized and controlled. In fact, man, as a self-respecting life, is a resource. The difference between human resources and other material resources is that it is dynamic, active and exploitable. Not only that, but also human resources are hotels.