Steven bridge, the authority of American service management, pointed out: Existing customers can learn about my business, my products and services, my system, my employees and their business methods, and they can introduce my business to their family, friends, colleagues and even people who seek advice. New customers are very important to the growth and development of enterprises. But just because they are new customers, we must go through the sales process and let them know what our company is doing for them. We must try to turn them into regular customers. This view is extremely obvious in the service industry, because customers' loyalty to service-oriented enterprises is far greater than their recognition of tangible products. Therefore, in response to the increasingly fierce market competition, hotel enterprises should serve existing customers well instead of grasping all customers, because maintaining old customers can not only save mutual cognitive costs, but also reduce marketing costs (according to foreign experts' calculations, the marketing cost of retaining an old customer is only one-fifth of that of winning a new customer), and old customers often buy more than ordinary customers, so it is the profit source for the long-term survival and development of hotels. However, in practice, many hotels in China tend to focus on exploring new tourist markets, such as establishing a huge marketing organization, increasing the investment of marketing personnel and marketing funds, and sometimes even fail to consider economic benefits (because it is difficult to win new customers, and it will take years to make profits after winning), but they ignore the concern and maintenance of the guests who have already stayed in the hotel and lack long-term awareness. In this way, the customers attracted to this hotel are handed over to competitors, forming a "funnel-shaped" hotel-customers spend once in the hotel, so it is impossible to establish and maintain a long-term, stable and mutual trust relationship between the host and the guest, and enterprises naturally have no repeat customers. Therefore, if hotel enterprises want to have a stable customer team, they need to make a series of adjustments in marketing planning, product design, service mode and management mode, so as to cater to and satisfy the loyalty of target customers and make them loyal customers of the hotel.

First, accurate positioning, strengthen the characteristics

The so-called positioning is the image positioning of enterprises and their products in the eyes of consumers. Accurate positioning not only distinguishes itself from other enterprises, but also enables consumers to clearly feel and realize this difference, thus occupying a special position in consumers' minds. Therefore, the positioning of hotel service products is a strategy adopted by hotels to establish a long-term competitive advantage of differentiated services, and it is also the result of interaction between enterprises and consumers. The positioning of hotel service products should meet the following four principles: (1). Identification of positioning: Hotel service positioning products are aimed at the target market, not the subjective imagination of hotel enterprises. Therefore, the positioning of enterprises, that is, the differentiated services provided, must be recognized and accepted by customers in the target market, otherwise the positioning of hotels will fail. (2) Dynamic positioning: customers' needs are constantly changing, and customers are constantly learning, so their views on hotel services will also change. Positioning is relatively stable at a certain stage, but the hotel should be flexible and adjust the service positioning locally to adapt to the changes in guest needs. (3) The positioning of service products should adapt to the allocation of hotel resources: not all hotels can meet the needs of the target market, but the positioning of hotel services must adapt to the allocation of hotel resources, which can not only meet the needs of tourists, but also ensure the sustainable development of enterprises. (4) Consider the positioning of competitors: the service positioning of hotel enterprises must be based on the market competition environment to be meaningful, and the positioning of hotels conflicts with the positioning of competitors, which is easy to cause unnecessary losses. Therefore, hotel enterprises must consider the positioning of relative competitors and market leaders in the market, weigh the advantages and disadvantages, and determine the positioning of their own service products. Through the implementation of CIS strategy, the hotel's positioning and characteristics can be effectively realized. The CIS of a hotel consists of three elements, namely, mental recognition MI, activity recognition BI and visual recognition VI. Mind identity is the power and foundation of CIS, which can effectively reflect the orientation of the hotel and is also the starting point of the hotel concept. The measures to establish mental identity (MI) are: (1) Establishing brand image. AMA (American Marketing Association) defines a brand as: "A brand is a name, term, mark, symbol or pattern design, or their different combinations, which are used to identify the products or services of a certain seller or a group of sellers". Because of the intangibility of hotel service, brand image is very important to hotel enterprises. For example, when customers hear the terms Ritz-Carlton, Hilton, Marriott and Shangri-La, they always feel that the service quality is reliable. The formation of brand image is the result of long-term high-quality service accumulation of tourism enterprises, so enterprises must struggle for a long time and form their own service characteristics if they want to establish their own brands. (2) Word-of-mouth publicity of hotel customers. Due to the intangibility of services, hotel customers are very cautious before purchasing services, and they collect materials in various ways. The information provided by relatives and friends with their own experiences can dispel their doubts. High-quality service can not only satisfy tourists, but also be a good channel for tangible display. Therefore, high-quality service is a prerequisite for the development of tourism enterprises. It can create good physical display channels, attract potential tourists, create customer loyalty and form its own service brand image, thus creating the trend of sustainable development of tourism enterprises. Movable recognition (3) Application of celebrity effect: celebrities have strong appeal and their behaviors have demonstration effect. Tourism enterprises should realize the important role of celebrity effect. Celebrity inscriptions, celebrity paintings and hotels where celebrities stay have a powerful summoning effect on ordinary tourists, which can eliminate their concerns about service quality.

For hotels, activity identification (BI) is to let customers know the difference from other hotels through service. Measures can be taken as follows: (1) Good appearance of employees, including appearance, appearance and manners, is the facade of people and enterprises. People's appearance factors often give people a good or bad first impression, forming the first cause effect, thus affecting people's evaluation of service quality. (2) Educated language: including intonation, tone and temperament. , is an important means of interpersonal communication, reflecting the quality of service personnel, and will also provide a direct basis for service quality. (3) employee code of conduct. The behavior of hotel staff embodies the service concept of hotel enterprises. The service concept of hotel enterprises is rooted in the hearts of every employee, which directly affects his service to guests. Therefore, the behavior of employees can also reflect the level of service quality. Customers can understand the service spirit of the hotel through the behavior of employees, and then understand the service quality. (4) the mental outlook of employees. This is the direct embodiment of enterprise service culture on employees, and it is also an important embodiment of enterprise management quality. A good mental outlook can not only influence each other among employees, but also infect tourists, so that customers can eliminate the psychological pressure brought by intangible services. (5) Quantification of services Hotels should strive to make standardized services have a quantitative standard, and pass this standard on to customers, so that customers can have a sense of trust in the quality of tourism services, that is to say, convey the effectiveness and reliability of this quantitative service to customers. For example, the room service standard of Sofitel Hotel is: someone must answer the phone when it rings five times; After receiving room service, food must be delivered to the room within 30 minutes.

Visual identification (VI) refers to visualizing and visualizing abstract ideas in a certain way, that is, turning hotel ideas into patterns, colors, shapes and sounds, making them into signs, trademarks, standard words and other forms, so that the public and consumers can never forget these visual images and have the effect of conveying ideas. Graphics and colors are most easily accepted by consumers. The measures that can be taken include: (1) building the external image facilities of the hotel: mainly referring to the physical structure of the external building of the hotel, including the scale, shape, materials and decoration used in the building, the "recognizable features" compared with other buildings, signboards, windows and facades. , internal display layout, decoration, furniture and materials use, etc. , as well as various brochures and instructions. Physical factors can directly impact tourists' vision and stimulate tourists' sensory factors. Various physical factors are harmonious and full of aesthetic feeling, which can convey information with good service quality. If the physical factors can't fully express the service quality, even if the enterprise can provide high-quality service, customers will distrust the service quality. (2) Equipment with perfect functions: Facilities and equipment directly affect tourists, and tourists can feel it directly through feelings, which also indirectly convey the quality of service. Therefore, the quality of service provided by facilities and equipment will directly affect customers' feelings. If the facilities and equipment are damaged or the services provided are abnormal, it will cause customers' dissatisfaction. For example, in the hot summer, hotel employees are the main producers and service providers of hotel products, and whether they can satisfy guests is closely related to the work of employees in various positions. In the case of little difference in hardware conditions, the stability and guarantee of customer service is more important. To realize the value-added function of employees as human capital. Employees are not simple labor costs, but human resources that can continue to develop and generate huge returns. The good role of employees can create high-quality service, promote the promotion and improvement of brand value and customer relationship, and excellent employees can also help hotels adapt to market demand and accurately grasp market opportunities. Professor Hesskate of Harvard University pointed out that all successful enterprises have one thing in common: they pay attention to customer satisfaction and employee satisfaction, so as to improve morale, enhance competitive advantage and improve their satisfaction.

Third, create a leisure hotel environment.

Dr. Starth, Dean of Hilton Hotel Management School, once said: In addition to the previous demands for safety, hygiene, comfort and speed, guests under the pressure of competition in the information age pay more attention to the dual efficiency of material and spiritual enjoyment. They don't value glitz and complexity, but advocate simplification. They need the feeling of going home. Their core idea is convenience and relaxation. Therefore, it is very necessary to strengthen the environmental management of hotels, and this hotel environment is more reflected in cultural management.

(A) the external cultural environment of the hotel

The external cultural environment refers to the specific cultural atmosphere created by the hotel in its design, architectural style, art display, hotel advertisements and supplies, and products provided by the hotel. The management of the hotel's external cultural environment should start from the following aspects:

1. Hotel decoration should have cultural themes and connotations.

On the premise that the decoration level of the hotel is unified with the star standard, the interior and exterior decoration of the hotel should be endowed with corresponding cultural connotations, so that the hotel has a strong cultural atmosphere. The transition zone and the overall environmental style should be unified.

2. The selection and display of artworks should echo the cultural environment of the hotel.

The artworks used for the decoration and beautification of the hotel environment are an important aspect to show the cultural atmosphere and level of the hotel. Therefore, the display and selection of hotel artworks should reflect the characteristics of the hotel and highlight the uniqueness of the hotel environment theme.

3. Store product culture should be holistic and systematic.

No matter what form the hotel product culture takes, it should show the unity of understanding, structural integrity and external consistency in service standards, service consciousness, cultural taste and internal relations. In the hotel product series, different products can show their individuality, but they must obey the integrity of external sales and maintain the perfection of the hotel image.

(B) Hotel internal cultural environment management

The internal cultural environment of the hotel mainly includes the institutional culture, management culture and core culture of the hotel. The core culture is the soul of hotel cultural environment management, the external cultural environment of the hotel is its external performance, and the institutional culture and management culture are its internal performance. Hotel internal cultural environment management should start from the following aspects:

1. Rules and regulations should be more standardized, scientific and humanized.

The formulation of rules and regulations should have sufficient theoretical basis and profound cultural connotation, and strongly express the actual requirements of hotel management and humanized management of employees. Many customers feel that the management of star-rated hotels is too strict, the rules are too high and the services are too complicated, which makes them feel uncomfortable. That's true, especially in public places of hotels. For example, when you enter a restaurant, there are two rows of waiters facing you. Customers can take in everything at a glance when they are waiting to serve; When customers eat, the waiter stares at them and says nothing; When customers go to the toilet, they always feel the pressure and depression from around them. Facing the production, sales and consumption of customers, the key of hotel management lies in doing it with heart, that is, understanding the needs of customers from the standpoint of customers and creatively providing services to customers. This kind of service that does not stick to norms and goes beyond norms is the service that truly satisfies customers. Therefore, the design and provision of hotel products must proceed from the needs of target customers, and should not be based solely on the personal imagination and speculation of hotel managers. Less forms, more warmth, less rules and regulations and more flexibility will really create a "home" atmosphere for customers, a natural, friendly, relaxed and lively service environment. If the service provided by the hotel is not what the customer really needs, it is redundant and bad service for the customer.

2. Shaping and cultivating good hotel values

The hotel values cultivated in the hotel cultural environment have a strong soft binding force, which not only has a directional and guiding role for employees, but also has a normative and coordinating role for employees' behavior. In the final analysis, environmental management should be implemented on employees. Once the hotel values are formed and accepted by the vast majority of employees, they will be rooted in employees' minds, have a guiding effect on employees' quality, professional ethics and personal values, and have the effect of "internalizing in the heart and externalizing in the line", so that employees and hotels' business goals and development directions can be combined with individuals to form a common destiny and promote hotels and employees.

Fourthly, using hotel CRM management to enhance competitiveness.

Nowadays, more and more hotels are facing severe challenges-the collection of customer information and the continuous loss of old customers. Due to the lack of a perfect customer relationship management system, the hotel can't collect customer information completely, which leads to the hotel's failure to provide services to customers, further reducing customer loyalty, and even leading to the complete loss of customer loyalty to the hotel, which eventually leads to the loss of customers. Therefore, it is necessary for hotels to establish a perfect customer relationship management system. First of all, the in-depth analysis of customer information and the analysis and management of each old customer will enable the hotel to fully understand customers' hobbies and personalized needs, so as to provide customers with personalized goods and services. In fact, hotels provide personalized goods and services to customers, which will greatly improve customers' satisfaction with the hotel. After participating in the hotel, the customer relationship management department will pay more attention to customer resources and care for customers. As a valuable resource, customers are brought into the business development of wine merchants. Once the customer enters the sight of the hotel, all kinds of information of the customer are recorded in the customer relationship management system. It is clear at a glance when the customer bought any products or services of the hotel, how to configure them and how many they have, and the sales and service personnel can respond to the customer's requirements immediately. The improvement of processing efficiency and service value will make customers feel the respect and care of the hotel and trust the hotel more. And this regular communication, through the extension of the supply chain client, realizes the service value-added of customer resources. Facts have proved that the high cost of obtaining customers in the early days made the customer relationship unprofitable; However, in the following years, with the decline in the cost of serving old customers and the increase in the purchase of old customers, these customer relationships have brought huge benefits. The bottom line is that for every 5% increase in repeat customers, the profit will increase by 25% to 95%.

In short, to cultivate and maintain the hotel's loyal customers requires that the hotel must be able to provide products that meet the needs of the target source market, and make customers feel valued and respected through high-quality services, and always be in a harmonious, warm, relaxed and pleasant feeling, so as to create unforgettable and pleasant experiences, thereby increasing the added value of hotel products, winning the trust and patronage of customers, and consolidating and expanding the market share of the hotel on this basis, so as to realize the long-term development goal of the enterprise.