The correct method for hotel managers to set accurate goals-hotel management by objectives

There are many methods for hotel management. How can we get rid of the dregs and keep the essence and absorb the advantages of various management methods? Management by objectives is a good choice, but the methods of hotel management by objectives need to be mastered carefully. Below, I will share with you the correct way for hotel managers to set accurate goals, hoping to help you!

1. How to set goals

The real difficulty in hotel management is not what goals we need, but how to set them.

Formula for setting goals:

1. Determine what to measure in each field?

2. Determine the standard of measurement.

　? Measure? It includes what aspects the hotel should focus on. As a result, things become simple and clear, what should be done will become more specific and transparent, and all the items included in the measurement standard will become related to each other, so there is no need to be distracted from the items that are not included.

A common problem is that many hotels design measurement methods similar to intelligence tests. Measuring sales is not based on a relatively sufficient concept, and the profitability lacks practical tools to measure how high the profit rate is. Similar problems include innovation, productivity, hardware and financial resources, etc., and only the intention can be stated, and it is impossible to explain what specific goals and measurement standards are to be achieved.

second, the goal setting of marketing

to set the market position measurement standard of marketing, we must compare the market potential and the performance of competitors at the same time. Whether direct or indirect competitors. ? As long as the sales share keeps growing, we don't care about the market share. ? Hotels often hear similar statements. At first glance, it makes sense, but once analyzed, it is untenable.

The market structure is divided into:

1. Who are the customers?

2. where are the customers?

3. What kind of products will customers buy?

4. what is the value in the customer's mind? (Note, not price)

5. What are the customers' unmet needs?

based on the above analysis and research, the hotel manager will set the marketing target by combining the product characteristics of the hotel.

hotels must consider the market of each product, catering products, room products, and even products with more detailed rooms, such as whether TV programs have English channels or not, and whether the bar design on the executive floor is good in privacy. They must adjust their product mix as much as possible based on customers, and consider direct and indirect competitors. Only in this way can we truly achieve the effectiveness of marketing objectives.

Seven common marketing objectives of hotels:

1. The real situation of existing products in the current market, expressed by sales volume and market share, requires constant attention to direct and indirect competitors;

2. The real situation of existing products in the new market, expressed in terms of sales volume and market share, requires constant attention to direct and indirect competitors;

3. which old products should be eliminated, whether it is for technical reasons, market trends, improving product mix, or just the decision made by management after considering the career it should engage in;

4. The new products needed in the current market, the quantity and nature of the products, and the sales volume and market share that should be achieved;

5. New markets and new products that should be opened, expressed in terms of sales and market share;

6. The sales organization needed to achieve marketing objectives and appropriate pricing policies;

7. Service objective, which measures how the hotel organizes and provides what customers think is valuable with products, sales and services.

service objectives should at least be consistent with those set by competitive market conditions. However, it is usually not enough to reach the same service level as competitors, because service is the best and easiest way to build customer loyalty. The service level must not depend on the management's guess or? Big boss? To evaluate the impression of chatting with important customers occasionally, we must conduct a fair, objective and systematic opinion survey on customers regularly.

Third, avoid misleading or poor goal setting methods

It is absolutely misleading to think that just setting one goal will definitely mislead our management, and blindly emphasizing profit goals will also seriously affect managers' attention. Only taking profit as the goal will lead managers to adopt the worst management mode.

managers can't ruin the hotel's future for today's profit. What if the hotel manager desperately sells all the rooms and neglects to maintain a certain maintenance rate, resulting in a large area of rooms? Collapse? Loss. Also, in order to increase profits, advertising expenditure and employee training expenditure are reduced, which leads to the decrease of market visibility and the lack of skills of the staff, the increase of turnover rate and the large-scale loss of employees under the morale.

hotel managers must know how to balance various needs, so they need indispensable judgment. Choosing only one goal or looking for a single goal makes judgment useless.

so, how should hotels set their goals? Any field whose performance and results have a direct and decisive impact on the survival and prosperity of hotels needs to have goals. But what are the goals? Direct? 、? Important? What about yours?

There must be five considerations:

1. Explain the current situation of the hotel in concise language;

2. Check in the target process;

3. Managers have predictive behavior;

4, in the process of target decision-making, to be evaluated;

5. Let the actual employees analyze the practical problems of the target, so as to improve the business performance.

although different regions and different hotels will be different, it seems that there will be completely different key areas, so that it is impossible to sum up universal standards, but key areas will always exist.

Eight aspects of key field objectives:

1. Marketing;

2. innovation;

3. Productivity;

4. Hardware resources;

5. Financial resources and profitability;

6. Manager performance;

7. Cultivate the performance and work attitude of managers and employees;

8. Social Responsibility

At present, the most controversial areas are the latter three areas, namely, manager performance and training managers, employee performance and employee attitude, and finally social responsibility. Because these areas are not easy to carry out quantitative analysis, but if you ignore them? Manager performance and training manager, employee performance and employee attitude, social responsibility? Management by objectives can easily lead to the loss of hotel in marketing, innovation, productivity, hardware facilities, financial resources and profitability, and finally end the life of the hotel.

the focus of the debate is that it is contrary to the traditional target assessment method, that is, target management does not involve money and number, but involves principles and values. It is generally believed that these words represent difficult concretization, impracticality and unquantifiable. In fact, these target areas are the core of key management, and they can be concrete, practical and quantitative just like amounts and figures.

Since the hotel was originally a social organization of human beings, its operating performance is also an achievement of human beings. People's organizations must be based on the belief of * * *, and the principle of * * * must be used to symbolize everyone's cohesion. Otherwise, the organization will be paralyzed and unable to operate, and members can't be required to work hard and get due performance.

If it is really difficult to quantify and calculate, then hotel managers must find a specific method, which can be quantified and calculated. Otherwise, it will easily endanger the competitiveness of hotels, cause labor problems and reduce productivity. Because of the irresponsible behavior of hotel managers, it will arouse many social restrictions on hotels. (Case study is needed)

On the other hand, the hotel actually employs a group of lifeless, mediocre and drifting managers, who only consider their own interests, and are selfish, narrow-minded, lacking in enterprise, leadership and insight, regardless of the same interests of the hotel.

IV. How big should the profit rate be

The profit target has three major structures: first, the profit measures how much net benefit the hotel has made and whether it is sound, because it is indeed the final test of the hotel's performance; Profit is to make up for the cost of continuing to maintain the business, including renewal, elimination, market risk and love for her uncertainties? Risk premium? , from which we can conclude that there is no? Profit? This matter, only? What is the cost of doing business? And? What is the cost of continuing the business? .

the task of the hotel is to make enough profits. Continue to maintain business? But there are not many hotels that can do this; Finally, profits either directly draw funds from the retained accumulation by means of self-financing, or indirectly attract new external funds in the form that is most suitable for the hotel's goals, so as to ensure the supply of funds for innovation and development in the future.

The functions of the three kinds of profits have nothing to do with the maximum profit in the theoretical circle. What does the hotel emphasize instead? Minimum goal? , which is the basis of the hotel's survival and development? Bottom line profit? . Therefore, the profit target is not the maximum profit of the hotel, but must be achieved? Bottom line profit? .

how to find out? Bottom line profit? The easiest way is to adopt the third item above and focus on the way to obtain new capital. If we use our own funds, we must create enough profits, so on the one hand, we can make our own funds reach the level of return, on the other hand, we can generate additional capital.

v. Other key areas

It is not difficult to assess managers' performance and cultivate managers. If the hotel wants to operate for a long time and make profits continuously, it must set goals for managers, strengthen self-control, define work responsibilities, establish the spirit of management organization, improve the management structure, and train future managers.

in every hotel, only the management can decide what the goal of social responsibility is. Although the goal of this field is very specific, it must be decided according to the social and political environment that affects each hotel and is also affected by the hotel. The most important goal of every hotel is to make efforts to contribute to the society. Anything that can promote social progress and prosperity can also increase the strength of the hotel and bring prosperity and profit to the hotel.

There are many problems in setting goals for employees' performance and attitude. The reason is not the abstract problem in this field, but the content is very specific. At present, most hotels set goals in this field according to superstitions, signs and slogans, rather than knowledge.

employee performance and attitude setting goals should include the goals of labor relations. Labor relations must pay attention to the following contents:

Turnover rate, attendance rate, safety production visit rate, proposal participation rate, employee's representation, employee's work attitude and employee's performance. Although these indicators are only superficial phenomena, they can be used to carry out valuable work in labor relations, because they can systematically find out the working status of employees and help managers to choose their work priorities. This method is very limited, or it is a stopgap measure. In order to effectively set employee performance and attitude goals, it is necessary to establish real goals based on knowledge.

VI. Setting of innovation goals

There are two kinds of opportunities for innovation in any hotel: product and service innovation provides various skills and activities (processes) needed for products and services. Innovation may come from the demand of the market and customers, and demand becomes the mother of innovation, but sometimes it is the progress in technology and knowledge of researchers, management theorists and practitioners in the laboratory that leads to innovation.

compared with the marketing target, the innovation target is not very clear. Hotels need to predict how to achieve the innovation required by the marketing target from product characteristics, current market, new market and service demand.

Hotels generally have five innovation goals:

1. New products or services needed to achieve marketing goals;

2. Due to technological changes, existing products are outdated and new products and services are needed;

3. In order to achieve the market goal and conform to the technological changes, product improvement is needed;

4. New processes needed to achieve market targets, and improvements in processes-for example, improving production processes in order to achieve price targets;

5. Innovation and improvement in all important activities of the hotel. Whether in accounting and design, office logistics management or industrial relations-in order to adapt to the new development of knowledge and skills.

It has always been argued that the above five innovation goals are only suitable for large hotel management groups, and it is difficult for small hotels or single hotels to adapt. Although small hotels or single hotels don't need such detailed demand analysis and objectives, small hotels or single hotels are closer to the market and quickly know what innovative products the market needs, but it is easier to set innovative objectives. They are described as? Keep your eyes open and your ears open, and pay attention to anything new that might come in handy? .

VII. Productivity and? Contribution value? Goal setting

The productivity measurement standard of the hotel is the only standard that can accurately reflect the management ability and compare the management efficiency of various departments of the hotel. This is because productivity covers all the efforts invested by the hotel.

In fact, every hotel can use similar resources (except monopoly enterprises). In any field of hotels, the only difference between one hotel and another lies in the management quality at all levels. The only way to measure this key area is to show the utilization and output of resources through productivity evaluation.

why should we attach importance to measurement standards? It is because the most important job of managers is to continuously improve productivity. This is indeed the most difficult task, because productivity represents the balance between many different factors, and most of these factors are vague and difficult to measure.

so, we can still adopt? Contribution value? To measure productivity. What is the popular name? Gross operating income? , the gap between income and pointing out.

so? Contribution value? It includes the cost of all the hotel's efforts and the remuneration obtained from the efforts, and explains how much resources the hotel has contributed to the final product and the market's evaluation of the hotel's efforts.

　? Contribution value? Not a panacea. Only when there are accurate data for various cost components? Contribution value? Can be used for productivity analysis. If all kinds of cost data are inaccurate, and the management expenses are fully shared by percentage, it makes it difficult to obtain accurate information for real cost analysis. ;