There's a jargon called "the benefits of catering"----------------------------------------------------------------------------- However, compared with hotels in developed countries, there is still a gap between Chinese hotels, especially domestic hotels. Mainly manifested in our extensive management.

I vaguely feel that China's hotel industry, which was in line with the world earlier, is about to fall behind. The reason is not that our hotel industry has stopped, nor that we have not studied and innovated, but that our speed of progress, learning and innovation has slowed down, and we have less passion for learning and innovating from advanced foreign hotels. Now I will talk about my personal views on the existing shortcomings and problems of China's hotel industry, which may bring some enlightenment to hotel colleagues.

1. Extensive hierarchical operations:

(1) Blindness of decision-makers in daily operation and management: ignoring the consultation of customers' opinions and the investigation of target customers' demand market before decision-making, and often making decisions according to the meeting of * superior departments, board of directors and hotel management authorities or the examination and approval of the top leaders. There are more subjective judgments in decision-making, and less objective support in objective analysis. For example, it is rare for a hotel to ask guests for advice when making staff uniforms. However, there have been cases in which loyal customers complained that the hotel staff uniforms were too ugly and the colors were not suitable. Think about it carefully: apart from unifying norms and making it easy for guests to distinguish, does the hotel at least need to achieve the purpose of pleasing guests? The answer is yes, so it makes sense to consult the guests, especially the frequent guests of the hotel. Bathrooms are all equipped with bathtubs. How many guests like to use the hotel's bathtubs to take a bath? The front desk of the hotel is always a high counter. Tired guests have to stand for information and registration to enjoy the reception service of the hotel. Isn't it necessary to let the guests sit down and pour tea before handling things for them? Fortunately, the reception desk of hotels in China has implemented the CHECK-IN service for guests.

(2) Management is based on experience, and the objective standards are rough and incomplete: when approving personnel flow, capital flow, purchase and disposal of materials and equipment, we should look at subordinates, listen to reports and rely on experience. There is no objective examination and approval basis for refinement and quantification. Unreasonable allocation of resources will inevitably lead to waste. If the engineering department wants to buy a new vacuum pump, the reason is that the effect of the original vacuum pump is not good. Then it depends on the design and configuration of vacuum pump in central air conditioning system. What is the standard for vacuumizing? What is the pumping efficiency standard of the original vacuum pump? What is the actual vacuum pumping efficiency now? How long is the service life of the original vacuum pump? When was the original vacuum pump purchased? These data are the basis for the approver to decide whether to approve or not. If the top managers grasp the key issues while listening to the report and approve the key data, it will not lead to decision-making mistakes and waste of resources.

(3) The operational standards at the operational level attach importance to the first line and despise the second line, and

the operating procedures are disjointed or overlapped. A. There are documented operating standards in Housekeeping Department, Catering Department and Recreation Department, but there are few documented quantitative operating standards in maintenance of engineering department, guest visits of public relations department, acceptance and warehousing of goods purchased by purchasing department, safety inspection of security department, personnel interviews of personnel department and accounting of finance department. B. The operating procedures and operating standards are revised and improved with the customers' demands. For example, the guest room bed-making has been changed to Chinese bed-making, and the practical training for new employees is still based on the western bed-making standards. General manager office and Public Relations Department are responsible for organizing and coordinating the reception of VIPs. These will inevitably lead to unfair assessment, potential dissatisfaction and unhappiness between the first line and the second line, and mutual buck passing, thus affecting the performance of the whole team and the overall market competitiveness of the hotel. < P > 2. Extensive resource management:

(1) Customer resources: A. Insufficient customer segmentation, weak marketing awareness of the corresponding target customers,

The comparative analysis between the realization effect of catering, guest room and recreation products and the needs of target customers is not good, the adjustment speed of products suitable for target customers needs to be accelerated, the attention to high-end customers and the lack of resources should be strengthened. For example, the statistical analysis of the per capita daily consumption of different types of guests, Classified statistical analysis of the sales of different grades of catering, guest rooms and recreational products. B.

The customer opinion inquiry form has more abstract expressions and less quantitative evaluation.

(2) Human resources: emphasizing external recruitment, ignoring the potential development of internal employees. The evaluation criteria suitable for employees are not feasible. Abstract descriptive standards are more detailed than quantitative standards, the output capacity is asymmetric, and the benefits (expenses, costs and profits) of performance appraisal are unilaterally emphasized. It is worth trying to implement the weekly wage system.

(3) Material resources (including natural resources): The purchase and acceptance of hotel materials and equipment, commodities, raw materials, etc. are mostly based on quantity and appearance. Then make a single order and put it in storage. In particular, most of the catering raw materials are agricultural products. Because there is no national standard, it is very necessary for the hotel to form standards to ensure the quality of catering products. For example, Kyushu Hotel in Xinxiang, Henan Province has formulated detailed procurement plans for thousands of materials, equipment, commodities and raw materials of the hotel. It effectively reduces the procurement cost and has obvious competitive advantages in terms of price.

(5) Time resources: managers are indifferent to time management. The time allocation and arrangement of important and urgent matters need to be improved. The daily work schedule of each week needs to be tabular. The work schedule of each working day of the operation layer is not implemented or the utilization effect is not good. The objective basis for performance appraisal and shift arrangement is insufficient. The time efficiency standard of each post is incomplete. For example, the time for the kitchen to produce different dishes from raw materials to processed products is verified, the check-out of guests needs to be completed in a few minutes, and the number of daily visits of marketing personnel is how many. How long is the turnover cycle of working capital, how many years is the life cycle of renovation, how long does it take the engineering department to repair different equipment from the arrival of maintenance personnel to the departure of the site, how many minutes is the frequency and interval of safety inspection, etc.

(6) Space resources: the unit area benefit of business space is often ignored, and the direct benefit space (business space) and indirect benefit space (public * * * regional logistics support area. The proportion of direct benefit space area (not less than 51%) is low, and the investment and income per unit area are not included in the assessment index.

The suggested path to achieve refined management:

(1) The hotel's top management attaches great importance to it, and it is necessary to organize and launch it, and establish the fine management consciousness of all staff;

(2) all staff shall conduct self-examination on the management status;

(3) Summarize and classify the problems and deficiencies, and mobilize all staff to make suggestions, middle managers to make improvement suggestions and determine measures for the deficiencies or problems;

(4) Quantify and refine the sub-system item by item, and determine the standards;

(5) implement it step by step;

(6) evaluate and summarize the implementation effect, improve and supplement it;

(7) inform all employees of the implementation effect and rewards and punishments;

(8) Start the detailed and quantitative implementation of the next system.

To sum up, I personally think that the introduction of the concept of fine management in the hotel industry is the need to maximize the satisfaction of hotel guests, and it is also the requirement to maximize hotel benefits. The above is just a personal opinion, and there must be something wrong and improper. I would like to ask all hotel management experts to correct it and discuss it with hotel colleagues.