Guy Parsons, Empowering Employees-Back to Novotel's Future [J], Managing Service Quality, Volume 5. No.4-1995.pp.16-21,(extensive reading)

Taking Novotel as an example, this paper tells Novotel's experience in HRM, and shows that today's society has entered the era of experience economy, and customers need personalized and customized services and experiences. In order to meet the needs of guests and create a perfect consumption experience, hotels should reasonably authorize employees; Authorization not only improves customer satisfaction, but also improves the enthusiasm of employees. The authorization of employees in this paper is not only the authorization of front-line employees, but also the authorization of senior managers, especially hotel senior managers. For hotels, hotel managers can grasp the market more accurately and grasp the future trend; The authorization of hotel management is conducive to the innovation and long-term development of hotels. At the same time, the article also points out that there are risks and difficulties in the hotel's authorization of employees, especially the actual control is very difficult, which requires the hotel to formulate an operable authorization plan according to its own experience and scientific principles.

B. Joseph Pine II & James gilmour, Welcome to the Experience Economy [J], Harvard Business Review July-August 1998, (intensive reading)

This paper divides human economic development into four stages: agricultural economy, industrial economy, service economy and experience economy. The two authors expounded the arrival of the era of experience economy through a large number of examples, holding that experience economy is the promotion and stripping of service economy, and expounded the characteristics of experience economy. From the two latitudes of active and passive participation and the correlation between attraction and immersion, four extreme types of experience economy products are obtained: high attraction and active participation, such as entertainment, high attraction and passive participation, such as education, high immersion and active participation, such as aesthetics, high immersion and passive participation, such as escape. Finally, the article gives the main principles of designing unforgettable experience: first, make the experience thematic; Second, coordinate impression and positive suggestion; Third, eliminate negative hints; Fourth, increase commemorative items; Fifth, it involves five senses. In addition, the article points out that a successful experience product design cannot be divorced from the law of supply and demand, and the specific environment in which the experience product is located makes the application of concrete analysis of specific problems in the experience design.

Xing Huilin, Summary of Hotel Management Research in Asia-Pacific Region [J], International Journal of Contemporary Hospital Management, Bradford, 1997, (widely read)

In this paper, the themes of hotel and tourism literature published in Asia-Pacific periodicals from 1989 to 1996 (including 1996) are determined. These journals are Australian Hotel Management Journal, Tourism Research Journal, Tourism Leisure Research Journal and Asia-Pacific Tourism Research Journal. The theme is: attracting the Asian outbound travel market; The role of stakeholders in service quality; Workplace relations; Investment, planning and development of accommodation sector; And education and training.

This paper reviews the literature topics about hotels and tourism published from 1989 to 1996 in the Asia-Pacific region. These journals include Australian Hotel Management Journal, Tourism Research Journal, Tourism Entertainment Research and Asia-Pacific Tourism Research. The main research topics of these journals are: attracting the Asian tourism market; The role of stakeholders in tourism quality; Workplace relations; Investment, planning and development of accommodation industry; And education and training.

This paper combs and analyzes the mainstream of Asia-Pacific tourism research in recent years, which provides a good platform and foundation for later researchers, and can better grasp the situation of Asia-Pacific tourism research, find out the shortcomings in the research, and find more points and directions worth studying.

Fred L Conner, Big Opportunities and Small Hotels [J], Cornell Hotel and Restaurant Management Quarterly, Ithaca, August 1999, (widely read)

Caribbean tourism officials and hoteliers are full of enthusiasm and optimism about this year's Caribbean Hotel and Hotel Exhibition. Tourism investment conference, focusing on tourism investment opportunities in the region, including investment opportunities in the small hotel sector. The main points of the meeting were discussed.

Caribbean tourism officials and hoteliers enthusiastically and optimistically implement the spirit of the Caribbean Hotel and Tourism Investment Conference. The meeting focused on the tourism investment opportunities in this area, including those small hotels. This article selected the main points of the meeting.

Caribbean is the sixth largest tourist destination in the world, however, the scale of its hotels is not commensurate with its status, especially small-scale hotels have been ignored and have not been given enough attention and development. This paper also expounds some views on sustainable tourism, and in view of the actual situation in the Caribbean, puts forward that the development of aviation and corresponding supporting facilities is the premise of developing tourism. For many countries, tourism is a supplement to traditional industries, while for the Caribbean, tourism is the foundation of many more vulnerable industries. Therefore, the Caribbean region should seize the opportunity to establish the infrastructure for the development of tourism, so as to promote the economic development of the Caribbean region and attract more investment.

Laurette Dube and Raymond. Renaghan, Amazingly Simple Route to the Top [J], Cornell Hotel and Restaurant Management Quarterly,1February, 1999.

This paper is devoted to discussing the influence of the four best practice champions on the whole hotel industry. Champion is J.W. Marriott, Jr. of Marriott International, which was the best practice individual champion in 2005.

Company management; Ali Kasikci, General Manager of Peninsula Beverly Hills Hotel, which is an individual champion of best practices in property management; Ritz-Carlton Hotel Company is the best practice enterprise champion in the whole industry; Four Seasons Hotel in Washington, D.C. was named the best practice hotel champion in the whole industry. The profiles of the four champions can be found in the attached box (overleaf).

In the process of analyzing the ideas and business strategies of these four industry-wide champions and providing insights for the managers of the hotel industry, we are moved by the simplicity of the leadership concept shown here:

Enthusiasm for service. -Four Seasons Hotel in Washington, D.C.;

Lead employees and manage processes. -The Ritz-Carlton Hotel Company;

You reinvent yourself every day. -Ali kasich, Peninsula Beverly Hills Hotel; and

Success is never final. -J.W. Marriott. Marriott international hotel.

This paper discusses the management concepts of four hotel groups, namely Marriott International, Peninsula Group, Ritz-Carlton and Four Seasons Group, which are rated as the best in overall operation. When analyzing the management concepts and strategies of these hotels, we were shocked by their simple leadership concepts, which have reference significance for the whole hotel industry.

The service passion of Four Seasons Hotel, the hotel pays attention to the attitude of employees when selecting employees, and requires employees to have a correct attitude: enthusiasm, friendliness and excellent service talent. The service passion is also manifested in the hotel's continuous innovation to meet the needs of guests. In order for employees to provide high-quality services to guests, hotels are fundamentally required to provide employees with a good background, that is, management respects employees, and only satisfied employees will provide satisfactory services to guests. Just like Liz's service concept: we are gentlemen and ladies, serving for gentlemen and ladies.

Hotel ritz emphasized the leadership of employees and the management of service projects. A good leader can arouse the enthusiasm of employees and let them find a sense of belonging, instead of mainly using control means to make employees passively obey. For the operation process of the hotel, we must strictly control it. Only in this way can we ensure the consistency of service, improve the satisfaction of guests and win more loyal customers for the hotel.

Peninsula Group is renewing itself every day. Only by continuous innovation can the hotel last forever. Innovation is the source of everything, and innovation is the permanent weapon for guests to enter the hotel again.

The success of Marriott Group is not the end, but only a point on the long road. Only by never slacking off and constantly exploring can the hotel go further.

The article points out that these successful hotels not only have their own operating characteristics, but also have many successful characteristics, such as hotel brand and admirable characteristics: enthusiasm, compassion, foresight, organizational structure and innovation.