The core competitiveness of a hotel refers to its ability to win and make profits in the market competition. It is mainly manifested in the hotel's current operating performance and sustainable development ability. Strategic and long-term, it is not only an external "Excellence", but also an internal lang's ability to support external Excellence, which is mainly reflected in brand, management, service and hotel culture.
1. Establish a hotel brand. Carry forward brand culture
A brand is a well-known name representing a certain product or service, the most important intangible asset of a hotel, and the basis for the hotel to establish its competitive advantage and future profit. Having a strong brand is the source of hotel competitiveness, which can create long-term excellent business performance for the hotel.
the brand can enhance the value of the hotel. The more distinctive the brand features, the easier it is to gain customers' cognition, and the more it can enhance customers' purchasing confidence and loyalty. Hotel brand culture embodies the hotel's management ideas and marketing concepts, is an integral part of hotel culture, and is the window of hotel culture's external radiation. It can be said that hotel brand culture is the crystallization of hotel values. The cultivation of a successful brand can never be formed by advertising alone. It must first cultivate an excellent brand culture, requiring all hotel staff to follow the beliefs and behaviors based on the specific brand of the hotel, and to deliver the brand promise of the hotel to customers with high-value and added-value service quality, so as to achieve 111% customer satisfaction. Therefore, hotel culture plays an important role in the competitiveness of hotels.
2. Provide standardization. Towards personalized hotel service
Renewing the concept of competition and re-understanding the essence of competition are the prerequisites for the hotel industry to win in the global competition. Service standardization is an insurmountable stage. Standardization is the foundation and personalization is the trend. Such as the "quantitative management" mode of Zhuhai Resort. For a long time, Zhuhai Resort has adhered to two standards. First, the front office service adheres to the "359" standard, and the check-in reception time is 3 minutes, the checkout time is 5 minutes, and the check-out time in the villa area is 9 minutes; The standard of catering service "15.15-21": the first course is served for 15 minutes, the room is delivered for 15 minutes, and the villa area is delivered for 21 minutes.
on the basis of standardization, we should strive for personalization. Joseph Paine, a well-known management strategist, wrote in his book Mass Customization: A New Frontier of Competition in the 21st Century: The 21th century is a century of mass production and assembly line, while the 21st century is a century of providing personalized services on the basis of large-scale E.. The key to achieve this goal is to provide customers with tailor-made personalized services (customized services) on the basis of high efficiency. As a new service mode, customized service is characterized by customer demand-oriented, supported by modern information technology and flexible management means.
core competitiveness is a kind of knowledge and skills integrated within an organization, a summary of knowledge about how to coordinate complex production skills and a variety of key business processes within a company, and an ability resource for an enterprise to have a competitive advantage in a certain market for a long time. Many successful enterprises at home and abroad benefit from the application of their strong core competitiveness to a great extent.
The customized service mode requires hotel employees to master the * * * sexual, basic, static and explicit needs of the guests, and to analyze and study the individual, special, dynamic and implicit needs of the guests. Emphasis is placed on serving the guests attentively, requiring them to understand their mentality, carefully observe their actions, patiently listen to their demands, sincerely provide sincere services, and pay attention to interactive communication and emotional exchange in the service process. Customized service is based on improving the satisfaction of guests, and the pursuit is the ultimate fruit.
3. Cultivate a well-organized talent team
Human resource is the most precious resource among all kinds of hotel resources, the most active and positive factor among production factors, and the main object of hotel management. Kōnosuke Matsushita said that Panasonic's main products are talents. Under the condition of market economy. Whoever has talent will have tomorrow. The training of human resources in the hotel industry is divided into two parts: the training of leading management talents and the training of ordinary staff.
cultivate a group of leading talents with forward-looking vision, systematic thinking and innovative ideas in hotel management, lead the correct course for hotel management and enhance their viability in the face of fierce competition. In areas where Asian cultural values are the core dominance, the importance of leaders cannot be overemphasized. Success or failure depends on the whole department. Liu Chuanzhi, president of Lenovo, knows this well and puts "building a team" at the top of his famous Liu's "three management magic weapons". He believes that the top leader is the core of a fighting team and the key to promoting enterprise development.