For a simple example, in public places where smoking is strictly prohibited, can we make an exception and let customers smoke, because he or she is God? Similarly, it is a common practice all over the world to refuse disheveled people to enter high-end places. Obviously, the services provided by enterprises to customers must follow certain rules. Without rules, Fiona Fang cannot be achieved.

Moreover, we have to admit the reality that services are selective and directional. As a comprehensive product of modern civilization, five-star hotels should not only have economic bearing capacity, but also have a degree of civilization that matches their economic capacity. The latter is often neglected by domestic high-end hotels, which is very important for hotel brand building.

Indulge in one person and dislike everyone.

Let's analyze the old man in the case. In fact, his behavior in the hotel is extremely disrespectful to the achievements of others' labor, which not only causes a great waste of hotel resources (which is incompatible with modern civilization), but also hurts hotel service personnel psychologically. Behind this, there is an imperceptible danger: the resentment of other guests, especially frequent visitors, leads to doubts about hotel standards, which will damage the hotel brand. Because birds of a feather flock together, people are divided into groups, which is a habit that many people can't get rid of, especially high-level people.

Therefore, when the hotel writes this as a classic case into the staff training manual and publicizes it from the front, does it mean that there is something wrong with its business thinking mode?

Respect others and respect yourself.

The true God of an enterprise should be the most valuable and growing customer. For an enterprise, the most important task is to turn the most growing customers into the most valuable customers and enhance customer loyalty.

The author thinks it should be handled like this: we can tolerate the occasional behavior of the elderly, but we must never make it a habit by unconditional accommodation. At the same time, the hotel should have its due social education function: the usher can gently persuade, if it fails, the foreman can persuade again next time, the restaurant manager and public relations manager will come forward again, and finally the general manager will discuss with the elderly. If you still can't reach the understanding of * * *, you can regret to announce that you refuse to provide services to them. Hotels have the right to choose services. As a humanized hotel, only self-esteem can win the respect of others.

In this way, the hotel may lose one or several customers, but it will win the understanding and recognition of most guests. Strategically speaking, many times, giving up is to get more. Due to habitual thinking, this hotel made an imperceptible mistake here.

Question 2: Treat different customers equally?

In this respect, let's see how Mr. Don Peppers and Dr. Martha Rogers, who are listed as the world's top management masters in 200 1 because of their outstanding contributions to customer relationship management, did it: they divided customers into three types according to their value to the enterprise: the most valuable customers (MVC), the most growing customers (MGC) and the negative customers (BZ).

They believe that the true God of an enterprise should be the most valuable and growing customer. For an enterprise, the most important task is to turn the most growing customers into the most valuable customers and enhance customer loyalty. Negative customers can not only be regarded as god, but also must be abandoned as soon as possible, because negative customers will not bring any value to enterprises, but also consume enterprise resources.

It is better to treat them differently than to treat them equally.

In the above cases, the habitual thinking of "customer is God" led the hotel to adopt the strategy of treating customers equally, which led the marketing and public relations departments not to effectively distinguish customers in a truly professional sense, analyze the characteristics of different groups of people and then adopt different public relations marketing strategies, thus resulting in a series of mistakes. Things are often like this: the falling piece of bread often hits the ground with jam; When a mistake occurs, it is often followed by another mistake.

It is the same hotel, and the female president (American) of a multinational company in Asia rents its luxury room for a long time. Whenever the female president goes to the hotel Chinese restaurant for dinner, she always praises the Chinese cheongsam worn by the hostess. Soon, the hotel public relations department noticed this detail. According to the past experience, give some gifts to customers, especially VIP guests, in the name of the hotel to facilitate harmonious relations.

So they specially bought the best China silk, commissioned the best tailor, and made a set of cheongsam according to the figure of the female president, which was personally delivered to the female president's room by the public relations manager. However, to the surprise of the hotel public relations staff, the female president lost her previous enthusiasm and just showed politeness. What puzzled the hotel even more was that the lady checked out the next day and the cheongsam was neatly folded and placed in a conspicuous position in the room.

Identity cognitive dislocation

According to the author's understanding, the problem lies in the identity cognition dislocation of hotel public relations personnel. The female president's praise of cheongsam is sincere, because it is so decent and beautiful to wear on the hostess. But in the female president's subconscious, this suit is worn by low-level service personnel after all. Imagine, as the president of a large multinational company, how she would feel if you gave her the waiter's clothes as a gift. Because of believing in experience and habitual thinking, the public relations staff made a fatal mistake here, resulting in the loss of an important customer.

Dislocation of cultural differences

There are also cultural differences. But it also reflects the hotel's lack of awareness of its most valuable customers, so it is impossible to improve the loyalty of the most valuable customers. Later, another incident happened in this hotel, in which the Middle East oil tycoon (Muslim) demanded the use of all new unused tableware, and all tableware should be buttered. Although the hotel has solved this problem, it is very passive, hasty, embarrassed and helpless in the process of handling it. Although the remedial measures for a series of derivative errors have created many service classics of this hotel, the habitual thinking misunderstanding behind these incidents deserves our good reflection.

Tactics are more important than strategy.

In fact, this hotel enjoys a high reputation in the industry in terms of specific service standards and standards for rooms, catering, entertainment and business. However, the height of tactics has not avoided and solved this series of problems in the marketing process, so we can only find the reasons from the outside of tactics, that is, the hotel marketing strategy.

When it comes to strategy, because it is abused in too many occasions and misinterpreted by many popular misconceptions, strategy has almost become synonymous with unattainable and empty things for grassroots marketers and even many high-level personnel. This has formed a unique landscape in China's marketing field: emphasizing tactical tactics, emphasizing planning, and ignoring strategic research and layout.

Pay more attention to tactics than strategy.

As a result, the thirty-six strategies and Sun Tzu's The Art of War in the commercial war of domestic enterprises are extremely popular. The marketing tactics of enterprises can't be said to be fine, and the strategies can't be said to be strange, but what we see is that brands and enterprises have fallen; Even if the same tactics are used on different people, the effect is very different. This can only explain one problem. Tactics divorced from strategy cannot be judged by right or wrong standards and success or failure. Here we find the root of the above-mentioned habitual thinking misunderstanding: the confusion of marketing ideas caused by the lack of holistic thinking in tactics.

In the above case, the hotel has no strategic positioning (in fact, positioning its own customer base) and lacks a series of work preparations and guiding ideology for implementing the strategy, so it can only apply what is popular in society. Needless to say, this series of mistakes is not surprising.

The core of enterprise positioning strategy

Positioning strategy, once the core of strategy, was talked about by marketers from time to time, but it was actually abandoned by many enterprises. Because according to the new logic, no matter what differentiation means you take, competitors will quickly copy and follow up, so your advantage can only be temporary, and you must constantly put forward new hype concepts, which is contrary to the relative stability of products and services required by the positioning strategy. However, the result of speculation has plunged everyone into the quagmire of tactical struggle, and the excessive competition caused by it often makes both warring parties lose both sides, thus losing the strategic initiative. At this point, the nightmare of China color TV industry still lingers.

The origin of the customer classification of Mr. Don Peppers and Dr. Martha Rogers mentioned earlier is actually the brilliance of the traditional positioning theory in the new era. Faced with the temptation of many fashionable and cool marketing tools, it seems easier to find the answer to our question in the dignified traditional classic theory.

The customer is God, which is actually a kind of helplessness from the homogenization of products and services. In fact, it is not difficult to eliminate this misunderstanding of habitual thinking. When we have to make a decision in the face of numerous temptations, we should ask ourselves: from which customers does the company get long-term stable and good benefits? What are the characteristics of these customers? How should we serve these customers?

So sometimes we have to say no to God.