1. The level of hotel revenue control and management awareness varies.

2. The hardware facilities of hotel revenue control are backward.

3. Hotel revenue control system is not sound. (Especially weak accounting system)

4. Hotel sales revenue control to "close monitoring" as the main means of control, and do not pay much attention to the internal audit system.

5. Fraud is serious. Some employees and even managers to take advantage of management loopholes, in different ways for personal gain, and even a wide range of collective fraud.

6. Foreign currency management is chaotic.

(B) the characteristics of hotel sales revenue control

1. Hotel revenue control link involves many positions including hotel attendants, cashiers, room service center, kitchen, bar, front desk, auditors and many other positions. To improve the hotel revenue control, we must clarify the authority of each position and coordination, in order to achieve good control results.

2. Hotel space, staff mobility due to the hotel staff and customers in the larger and random space movement (which can involve different floors, different food and beverage supply points, etc.), with the traditional "close monitoring" method of control, not only a waste of manpower, but also control the effect is not good.

3. Customer categories are different hotel customers have guests, groups of guests, local guests, non-residential guests, etc., and these guests are different levels, resulting in increased control difficulties.

4. Hotel services, price differences, pricing workload. Only the hotel catering services, including food, dishes, drinks, cigarettes and hundreds of varieties of projects.

5. Hotel charges discounts have different standards, including a variety of discounts, free reception, live in the store incentives, minimum consumption, time consumption, as well as the adult price, the price of children and other forms of price.

6. service flexibility

7. checkout diversification In short, the hotel revenue control should be based on these characteristics, combined with the reality of the hotel, research and development of the best measures to control.

(C) hotel sales revenue control methods

1. Organizational control The hotel's business management and business operations must follow a reasonable organizational structure and division of labor, mutual constraints, coordinated development, to achieve the role of management control.

(1) organizational division of labor. (2) Job responsibility system. (3) Separation of incompatible positions.

2. Personnel control Any control functions and systems are completed and realized through people, therefore, for the requirements of sales revenue control, the corresponding employees must be controlled in order to make it according to the established management objectives to implement.

(1) reuse of talent, only moral, wise, capable of being used. (2) Employment of employees in important departments should be strictly reviewed. (3) Avoid unsuitable job transfer. (4) Conduct business training to improve business quality. (5) Decisively deal with unqualified employees.

3. Business activity control

(1) Order menu control. (2) Billing control. (3) "Three lines and two points" control. (4) discounts, preferential control (5) cash register control

4. Improve the supervision system of hotel sales revenue control.

Hotel Management Network

Constructing a marketing audit system

How can hotels always maintain a leading competitive advantage in the dynamic market environment? This requires us to carry out an extensive, systematic and regular inspection of our own marketing environment, objectives, strategies and other business management activities, that is, to evaluate our own marketing audit system to define the problem areas and opportunity points, and to make timely recommendations on the important changes in the environment, in order to always obtain the greatest competitive advantage. Hotel marketing audit system consists of the following seven parts:

Macro marketing environment audit

Economic, political and cultural aspects: the current economic, political and cultural development of the city where the hotel is located to the hotel industry to bring how the development of the impact of the hotel industry (to promote or constrain the development of the city's convention and exhibition industry, tourism, business, etc.)? What is the impact of these development opportunities on the hotel product? What is the impact of current developments on the overall consumer outlook and preferences of the community or region? Technology: What are the current major breakthroughs in manufacturing technology for hotel facilities and equipment? How can hotels utilize the most advanced domestic and international facilities and equipment in order to improve the overall hardware quality on the basis of higher hardware?

Demographics: the hotel location of domestic and international sources of customers? What is the impact of the flow and distribution patterns of the hotel's target market sources on the hotel's market growth status?

Policies and regulations: what is the impact of policies and regulations related to hotel management and operation on the operation of the hotel?

Micro marketing environment audit

Location of the hotel industry facing the market situation: the location of the hotel industry as a whole is facing the market size, growth rate, profits and so on what kind of evolution is taking place? What are the main products, market segments, services, brands, grades, etc., as well as market acceptance?

Customers: hotel guests on the potential demand for hotel products, the actual demand, as well as the future demand situation is what? What is the consumer behavior of different market segments? For this hotel, which customer groups are conducive to constitute the basic target market? Which groups present opportunities to enhance the further development of the hotel?

Competitors: What are the hotel's main competitors at present? Their objectives (the basic goal pursued by the competitors is the current profitability? Market share? Or brand dominance?) , strategies (Are competitors trying to win by price? Quality? Service? Or a chain?) What are the key management strategies and operational indicators such as strengths, weaknesses, size, market/customer share, etc.? What are the trends that will further threaten the hotel's growth, and what is the hotel's response model? (If we change our prices, how will our competitors respond? How would competitors respond if we increased our service offerings?)

Marketing channels: What are the marketing channels of the hotel? What is the efficiency and growth of each marketing channel? What are the problems faced in integrating all the marketing channels? What is the way of coordination?

Audit of marketing strategy

Philosophy of hotel development, core values, and mission: Are these hotel management operators in line with the real or future needs and requirements of the target market? Is it possible to build a unique and competitive brand based on these management ideas? How to enhance these management ideas and brand values based on scientific knowledge and market development needs?

Marketing objectives and goals: the scientific basis for the determination of marketing objectives? Are the marketing objectives and goals of the hotel clear and can lead to marketing planning and performance measurement? What are the key stages in the realization of marketing objectives and goals?

Strategy: what is the strategic mix? What is the basis for analyzing and determining from the perspective of its own resources, target markets, and competitors? Can it really promote the realization of marketing objectives at all stages? Analyze the actual value of the strategic mix from the perspective of revenue and cost? For competitors, as well as the macro marketing environment may change the immediate response strategy can be taken how?

Audit of marketing organization

Structure and personnel: Is the entire marketing structure set up to effectively judge and respond to the market, especially the target market conditions, changes, etc.? Is it possible to respond instantly to the special requirements of customers? Is it possible to manage and develop different marketing channels? Are the positions and functions set up in a way that facilitates the marketing process? Is there a sufficient number of marketing staff with the relevant professional knowledge, ethics and skills?

Functional efficiency: Is there a good mechanism and way to improve the overall marketing ability? What is the performance and ability assessment system for marketing teams and individuals, and what are the relevant training and promotion mechanisms?

Interface efficiency: the hotel marketing department needs to cooperate with other departments in order to achieve maximum results, to assess and improve the marketing department and other departments in the cooperation of the constraints and how the process? How to assess and improve the positive and negative impact of other departments' independent operations and processes on the hotel's target customers?

Audit of marketing system

Marketing information system: Does the marketing information system provide sufficient, correct and timely information about the characteristics and trends of the needs of real customers, potential customers and future customer groups? For the macro-marketing environment changes, micro-marketing environment and internal marketing environment changes are there enough, correct and timely information? Has the hotel developed and applied the best methods and systems for market trade-offs, sales forecasting, etc.? Does the hotel have a good decision-making and evaluation mechanism? Does the marketing information system have an effect on other systems?

Marketing planning system: Is the hotel's marketing system well conceived and effectively utilized? Does the marketing staff have an adequate decision support system to ensure that they can respond to and resolve issues? Does the marketing planning system play an important role in the overall sales performance of the hotel operation and enhance the overall competitiveness of the hotel? Does the marketing planning activity match the hotel's marketing strategy?

Marketing control system: Does the hotel control system work with the marketing planning system to ensure that the year's operational targets and goals are achieved? Are the various operational aspects of the regular analysis and improvement? Is there a regular review of the costs and benefits of marketing?

New product development system: Does the hotel have a comprehensive product development system, which can promote the creation of new products and the formation of real competitiveness? Whether to carry out serious scientific feasibility studies, especially for new product concepts and business opportunities to analyze? Will appropriate product and marketing prospect testing be conducted and scientifically and rigorously analyzed before a large-scale realistic product is formed?

Audit of marketing productivity

Profitability analysis: What is the profitability of different products, markets, sales areas, channels, etc. of the hotel? Should the hotel enter, expand, shrink or exit certain market segments?

Cost-benefit analysis: the main components of the hotel's marketing costs, the number of related costs, as well as in the operation of the marketing costs can make a big change in the influencing factors and links is what? Is there a system for evaluating the benefits of increased cost components to operations? Is there a system for evaluating and improving the factors and aspects that unnecessarily increase the cost of hotel operations? Is there a system to evaluate and improve the factors and processes that unnecessarily increase the cost of hotel operations? Is there a system to increase marketing capacity based on the relationship between costs and benefits in order to expand the overall profitability?

Audit of marketing function

Products: Do the hotel's products match the overall marketing strategy? Does the operation of the new product development system continuously improve the overall product market competitiveness of the hotel? Whether the current product marketing situation is analyzed and evaluated, and take measures such as expansion, reduction, discontinuation, improvement? Is it clear what is the most effective mix of hotel products to adopt under a certain budget and marketing stage of increase, if only 80% of the funds allocated, the hotel will delete which product items? If the funding is increased by 20%, which product items will be added to the hotel?

Pricing: Are the prices of the hotel's products compatible with the overall marketing strategy? To what extent are prices set on the basis of cost, demand and competitive criteria? Do customers perceive the price of the hotel's products to be consistent with the value they provide? Management to understand the price elasticity of demand (PRICE CLASTICITY), experience curve effect (EXPERIENCE CURVE EFFECTS), as well as competitors' prices and pricing strategy? How well does the pricing policy conform to government norms? The price of each marketing channel is harmonious, can improve the overall sales capacity of the hotel from a holistic perspective?

Channels: Are the hotel's marketing channels able to maximize marketing capabilities? What is the actual operational performance of each channel? What are the operational advantages and problems of each channel and how to improve them? The hotel to take what kind of activities to cooperate with some channels of distributors (reservation centers, travel agencies, etc.) in order to improve the overall sales capacity?

PR and promotion: What is the position of the hotel brand in the market? Whether the current PR and promotion activities can improve the hotel's market position, and what is the significance of achieving objective? What are the problems that still exist and how to improve? What is the future system of PR and promotional activities in the hotel market, and does it contribute to the realization of the objectives of each stage of marketing? Public relations and promotional activities have established a sound system of analysis, implementation, evaluation and improvement and the use of adequate and effective means and measures?

In summary: a hotel's marketing audit system involves aspects and content is quite rich, only the continuous use of scientific knowledge from practice to refine the continuous improvement. At the same time, only persistent and constantly in practice to use and enrich the marketing audit system, in order to truly improve and enhance the hotel's marketing activities, in order to truly establish the hotel's own strong market competitiveness.

Hotel marketing five taboos

A taboo subjective determination of the degree of credibility of consumer units.

In a regular meeting of department managers, sales manager reported that a foreign enterprise to store consumption hope to be able to hang accounts. The boss then asked the manager: is state-owned or private? Answer is private; and asked how much investment? Answer said nearly ten million; so the boss cautioned that such small-scale private enterprises are not convenient to hang up the bill. Just this sentence, the enterprise hopes that the door of convenience is blocked, and at the same time, the hotel in the unknowingly lost a may also be the most loyal customers.

At present, among all consumer groups in hotels, especially some mainland hotels, the consumption of billed units accounts for a considerable proportion. Hotels in measuring the consumption of billed units of credentials, naturally, according to the strength of the unit, the degree of credibility to determine whether the bill can be billed, so as to avoid the occurrence of bad debts, bad debts, the phenomenon of dead accounts. A long time, the region's old customers and more well-known enterprises easy to grasp, and for similar new consumer customers we can not only rely on business attributes and existing strength to determine the degree of his credibility, not to thick "public" book "private", re "big" and "light". "Big" light "small". In our dealings with customers, the degree of credibility of a unit is often determined by the personality of the boss of the unit, especially in the private sector. Some bosses gentleman style, keep their promises; some bosses fuzzy, arbitrary; there are also bosses do not speak credibility, can be mixed on the mix; the former hotel welcome, the latter should be warned. But we must not choke on the actual operation of the process, can not only deal with the former and ignore the middle and the latter, not to prevent the latter lost the former. Positive and prudent approach is on the one hand a smile to welcome, on the one hand, with strong regulatory measures to not let the hotel interests damaged. Such as the beginning of this article, the boss of the requirements can be taken to enter into a detailed contract, shorten the checkout time, arrange for special monitoring measures to open the door to achieve the purpose of new sources of customers, once the first signs of the problem and then cancel the qualification of the bill not too late.

Two taboo boss rarely visit.

Hotel bosses visit customers at the right time is to enhance understanding, strengthen friendship, consolidate the source of effective means, which has been recognized by the majority of counterparts, but in the concrete implementation of the far apart. Some either do not have time, forget to go; some simply do not intend to go, let the men walk; some even marketing director, manager are rarely down, shut the door to build a car; there may be several reasons. 1 is determined by the old master's own personality. Do not like to socialize, the desire to interact with people is very small, always like to put themselves in a self-defined circle; 2 is the self-esteem. The same size with their own level, okay, to visit the customer than their own low face; 3 is the work method is somewhat biased. All day and night in the hotel chores, all hands on deck, take charge, the results of the tired to take no account of; 4 is the marketing manager's sense of responsibility is not strong or the work is not essential; where there are these reasons for the managers, only care about their own feelings and the truth, while ignoring the idea of the God of wealth on which to live: that the hotel's boss, the manager of a year on the head of the even a face not to light, high above, self-righteousness, why I have to go to his place to spend? The first thing you need to do is to go to his place to spend money!

Three taboos visit.

Sales managers in the development of quantitative indicators of salesmen, it is not possible to visit the number of times to measure the performance of a salesman, this seems to be contrary to the scientific practice will have a negative impact. Salesman and customer relations are only working relationships, often because of work to meet, disturbing the customer is obviously not welcome, so there are clearly in the office office and lied in the meeting said. More often than not, the salesman also realized that the customer's antipathy, hope that there are often offers, discounts, gifts, free and other good news to bring to the customer, to liven up the atmosphere, add content to the conversation, but also to increase their own weight, but it is very limited. Marketing Department, in addition to the development of visit plans for customers, multi-channel, multi-means to achieve the purpose is the first to consider.

The fourth taboo planning is only the marketing department.

A well-known hotel has a very good tradition, every holiday before the arrival of the boss to lead the organization of the store foreman above the backbone of the Zhuge Liang will be held, please come up with ideas to think of ways. This is a good practice worth promoting. The marketing department is more professional, but also a limited number; more ideas, but also a single force; three ignorant cobblers synthesize a Zhu Geliang, the participation of many people will help the activities of a complete success. They also set up part-time marketers in each department in charge, in the customer information collection, relationship communication to fill the lack of sales staff, basically formed a three-dimensional network of external marketing, very practical.

Five taboos to do their own promotions.

Have heard a joke. Said a boss during the Spring Festival received from the same hotel more than ten New Year's cards. There are hotels, there are various department managers, there are supervisors, and even employees. They all had the same meaning: they hoped that they would continue to give care in the coming year. Let's not talk about the good intentions of these people, just say the boss's reaction when he received the card: so much ah, there is a need for this. This shows a problem, each doing their own promotional waste of manpower and resources, not to mention, but also can not get the guest's approval.

Now a lot of hotels to quantitative management of the income of the operating departments, effectively improve their enthusiasm, managers and employees to make every effort to increase revenue. The starting point is not wrong, but often breed some negative impact. The general situation is fine, encountered major events and holidays, these shoppers will be like the Longevity Monk on the road, you want to eat a mouthful, I want to dig a knife, very revealing, very lack of humane way to force the boss to consume, so that people are at a loss, born of disgust, and even fled, resulting in a typical situation of clumsiness.

The hotel has a hotel style and taste, can not be some low vulgarity will be destroyed. This requires the hotel management to take effective measures to avoid this kind of promotion phenomenon, in order to maintain the hotel's external marketing as a whole.

The relationship between the yield with the ROOM-RENTRATE and AVERAGE ROOM RATE

REVENUE RATE

-THE RELATION WITH THE ROOM-RENTRATE AND AVERAGE ROOM RATE

The relationship between the three can be obtained by the The formula for calculating the rate of return:

Actual Revenue = Actual Average Room Rate x Actual Rooms Sold

Potential Revenue = List Price x Total Rooms

Rate of Return=Actual Revenue/Potential Revenue=(Actual Average Room Rate x Actual Rooms Sold)/(List Price x Total Rooms) = (Actual Average Room Rate/List Price) x (Actual Rooms Sold/Total Rooms) = rate realization rate x room occupancy rate

Where we define the ratio of the actual average room rate to the list price as the rate realization rate, it is easy to see that the rate realization rate is also equal to 100% minus the discount rate. Therefore, by calculating the rate realization rate, managers can grasp the extent to which the actual room rate deviates from the list price, which is very important for good management of discounts.

Since yield is equal to the product of rate realization and room occupancy, the same yield may be a combination of different rate realizations and room occupancies. For example, Table 1-2:

Table 1-2 Different Combinations for the Same Yield

Group

Room Sales

Room Occupancy (%)

Average Room Rate ($)

Yield (%)

Room Revenues ($)

A

450

90

200

60

90,000

B

300

60

300

60

9,000

C

400

80

225

60

90000

Note: The hotel has 500 total rooms and an average list price of $300.

The three different occupancy and room rate combinations in the table all have a 60% return. Some people may think that combination A is the best, because A has the highest occupancy rate and the most guests, which will bring in the most food and beverage and other revenues; some people may think that combination B is the best, because combination B has the highest room rates and the least number of rooms sold, which in turn has the lowest cost and the highest profit; some people may think that combination C is the best, because C takes into account the revenues of other departments as well as the cost and profit level. In fact, each combination has its own rationale, but it also shows that the rate of return does not take into account operating costs and non-room revenues. Of course we can't expect one metric to be all-encompassing. In any case, yield is a simple and effective indicator of how well a hotel is doing. The director of marketing for the Hilton Hotel Group says, "Revenue is life, and average room rate and room occupancy have been replaced by yield and gross revenue." Two of the most basic strategies of revenue management are also closely tied to the two metrics that determine yield, room occupancy and average room rate. During the peak season, when demand outstrips supply, the strategy is to increase average room rates to increase revenue, while during the off-season, when demand outstrips supply, the strategy is to sell as many rooms as possible, i.e., to increase room occupancy, even at the expense of drastically lowering room rates.

Selection of software system

Revenue management theory of inventory allocation and pricing provides us with some basic principles, and finally how to accurately and scientifically apply these methods, to achieve the goal of revenue maximization, which requires a computerized revenue management system, whose main parts are the booking system, forecasting and pricing module, and revenue management decision support system.

Choose the first to choose the revenue management software developed specifically for the hotel industry, because the airline industry's revenue management system currently accounts for the majority of the hotel industry and the airline industry, although the hotel industry and the airline industry has a lot of the same characteristics, but the two can not be compatible with at least in the following two aspects.

(a) air travelers in addition to the purchase of tickets on the plane and then no other consumption; while the hotel is different, the hotel in the selection of customers in addition to room revenue, but also to consider other sectors (such as food and beverage sector) revenue.

(ii) air travelers do not have the problem of staying time, once the plane to the destination, the two sides of the transaction that is terminated; and most of the hotel customers are more than stay a day.

Since 1983, Mr. Scott D. Schade for the Marriott Hotel Group developed the first set of revenue management system software, there have been a number of companies engaged in the development of the hotel revenue management system, the more famous are PROS and IDEAS, Inc. PROS has also been developed specifically for the application of small hotels DCCS system. We have to have this concept: "There is no best system, only the most suitable system."

With the advent of more powerful computers, many revenue management methods will become a reality. In many cases, past practices reflect the technology available in that era. The new capabilities of computers have stimulated new ideas, as well as a new understanding of the scope of applications of traditional computers that should be used in the restaurant industry.

The Hotel

Hotel Decoration

Hotel Decorative Lighting Design

In the professional planning and design of the hotel, the hotel lighting design is very important, in the lighting engineering design is usually put in the factory workshops, schools, classrooms, offices, laboratories and sports venues, etc., to the function of the main lighting system, known as the general lighting or general lighting. And the hotel, advertising, windows, ballrooms, restaurants, etc. called decorative and artistic lighting (referred to as decorative lighting).

The main scope of lighting design

Outdoor decorative lighting:

1, building facade lighting; 2, courtyard lighting; 3, square road lighting; 4, fountains and modeling lighting.

Indoor decorative lighting:

1, lobby, guest rooms, restaurants, cafes, bars and banquet halls, fitness and recreation, ballroom, conference halls, etc.; 2, art decorations lighting (such as sculpture, bas-reliefs, tapestries, murals, etc.) and focusing on the purpose of the lighting; 3, offices, kitchens and so on.

Lighting design color and decorative environmental coordination

1, hotel rooms are rest-oriented, should use low illumination and soft light lighting to constitute a quiet, comfortable atmosphere. Taking into account the need for guests to work or study, usually partially equipped with wall lamps, table lamps floor lamps, bedside lamps, the best plus dimming device, the color and shape of the lampshade used to suit the environment and the coordination of decorative design of the guest room.

2, restaurants and banquet halls need to be warm and high illuminance, more rich red and yellow components of light and better color rendering properties, so that the food color is bright, help to enhance appetite.

3, cafes, bars need to relax, quiet atmosphere, should use low illumination plus dimmer switch lighting, in each table top point 1-2 if the light and dark candles, will make the environment more intimate feeling of reverie.

4, ballroom lighting requires strong lighting contrast, a variety of bright colors plus special effects such as rotating flicker, more exciting atmosphere.

Professionalism in lighting design

Hotel decorative lighting is a comprehensive professional technology, in the design we have to fully take into account:

1, energy-saving: the use of natural lighting and the top side of the lighting should be selected for the hotel, energy-saving effect of the lamps and lanterns and materials in order to achieve a better design effect.

2, coordination: according to the use of functional design of different luminosity so that the activities to keep free, so that the lighting design and decorative design effects are coordinated, more in line with the needs of the hotel.

3, purpose: in accordance with the decorative design of indoor special decorations such as murals, art and green plants, water features and other key lighting.

4, technical: in the hotel decorative lighting design, the use of new lighting technology, in accordance with the relevant national technical standards and norms, in order to meet the requirements of the hotel's various service functions.

Hotel lighting design should fully mobilize all the characteristics of light, combined with the various functions of the hotel and the hotel design concept, to create an ideal world of light, an artistic world, in order to achieve comfort, art, unity, security design effect.

China Tourism Talent Network

Hotels: Simple to flashy

The hotels in the city of Toronto are almost exclusively concrete edifices, focusing on the convenience of business travelers more than on grace itself.

Roger Kershaw, business manager for travel consulting firm Attache and co-owner of Dining Out Downtown Toronto, points out that while the city may seem to cater more to the business traveler, there are still places for pleasure-seeking tourists to stop. The Four Seasons, Park Hyatt, and Windsor Arms are all superbly situated in the Yorkville neighborhood, where art, fashion, and dining thrive. These hotels have an atmosphere that caters to both staying guests and incoming visitors. "The Four Seasons is Toronto's iconic hotel with the biggest reputation," says Kershaw, "The two doormen there are so powerful they seem to be able to guide you anywhere, and the fixtures are soothing." Also of note is the restaurant. The newly renovated Park Hyatt is short on credentials, but compensates with sparkling design and a top-floor restaurant with fantastic panoramic views of the city, while the Windsor Arms, tucked away on an unassuming side street, is inviting enough with its champagne and caviar lounges, royal tea rooms, and suites with walnut upholstery.

For those looking for clean, comfortable linens and a wallet that's still bulging, downtown Toronto has a slew of small hotels in some of the city's most picturesque neighborhoods that offer bed-and-breakfast service that's more than enough to satisfy. Kershaw's favorite is Rosedale's Ribin's Nest - a romantic rustic inn painted in stone gray and white, with dormer windows, sumptuous suites, and lily-filled gardens. Another of Kershaw's favorites is Terrace House in the Casa Loma area, where Montreal-based Suzanne Charbonneau and Pierre Dessaudet have brought a delightful Quebec folklore to this European-style inn. There are pastel-colored suites, cats snoozing on the front porch steps lined with geraniums, and original breakfasts (saffron omelettes, newly purchased dragon fruit from Chinatown, yogurt, honey and cardamom).

Creating your restaurant's image

A restaurant's image should be a combination of visual, auditory and olfactory images. Among them, the visual image is usually the easiest to form a feeling, therefore, the beauty of the restaurant image is mainly expressed in the beauty of its exterior image and the beauty of the internal environment in two aspects.

Restaurant image is directly related to the guests of the restaurant's impression, but also directly affects the restaurant's economic and social benefits. The establishment of restaurant image should be visual, auditory, olfactory and other aspects of the combination of image. Among them, the visual image is usually the easiest to form a feeling, therefore, the beauty of the restaurant image is mainly expressed in the beauty of its exterior image and the beauty of the internal environment. Through the local conditions or artificial decoration and other artistic means, so that the internal and external environment in the comfort and elegance to achieve organic unity, to give guests a sense of beauty.

Restaurant appearance

The appearance of the restaurant's beauty includes the beauty of the building's appearance and the beauty of the restaurant's name.

1, the beauty of the appearance of the building

Beautiful modeling, selection of materials, color harmony, style of the building appearance, the psychological activities of the dining guests can have a positive impact. It can make the guests produce beautiful psychological feelings, easy to attract the attention of the guests, so that the guests look after a variety of rich associations, leaving a deep impression, such as Hangzhou Sapphire Hotel's facade of the big lobster. Therefore, the building of the restaurant is usually the crystallization of the architectural designers to play their imagination, they through the building shape, structure, color tone of the clever combination of guests to shape an intuitive and meaningful artistic image. The grandeur of the high-rise building, the exquisite garden pavilions, all make people have a variety of associations.

2, the beauty of the restaurant's name

The name of the restaurant is to tell the guests the style of the restaurant, service projects and business characteristics of the logo. Such as "Bamboo Forest Dining", quite a quiet elegance; "Mountains outside the mountains", "building outside the building", the name of the store and the birth of elegance, so that people can not help but think of" Mountains beyond the mountains outside the building outside the building" poem; Shangri-La's "fragrant palace", dashing and elegant, let people think of. Another example is the "Imitation Cuisine Restaurant" which operates palace cuisine; "Qing Ya Zhai" which operates halal cuisine; "Yutang Chun Nuan" which operates Cantonese cuisine, etc. All of them are concise and accurately capture the characteristics of the restaurant, making it unforgettable. The restaurant's characteristics, unforgettable.

Restaurant internal environment

Restaurant is the direct site of the service for dining guests, harmonious and unified, beautiful and elegant internal environment will make the hotel guests happy, pleasing to the eye. Catering operators in the layout of the restaurant environment, we must consider the environment on the dining guests psychological activities and dining behavior.

1, the restaurant should be arranged neatly and harmoniously, orderly, clean and bright, elegant patterns, novel furnishings, hanging chic.

2, restaurant layout should adhere to the combination of personalization and adaptability, the people? /div>