control is one of the basic functions of management, and hotel sales revenue control is an important part of hotel internal management. Hotel sales revenue control is to protect hotel internal property and catering sales revenue, check the accuracy and credibility of accounting information, and formulate coordination methods and control measures. Good hotel revenue control can not only ensure hotel sales revenue, but also improve hotel service level, establish hotel image and promote internal unity of employees, which is of great significance to hotel operation.

(1) The present situation of hotel revenue control

1. The level of hotel revenue control and management awareness are uneven.

2. The hardware facilities of hotel revenue control are backward.

3. The hotel revenue control system is not perfect. (especially the accounting voucher system is particularly weak)

4. Hotel sales revenue control takes "close monitoring" as the main control means, and pays little attention to the internal audit system.

5. Fraud is serious. Some employees and even managers take advantage of loopholes in management to seek personal gain in different ways, even large-scale collective fraud.

6. foreign currency management is chaotic.

(II) Characteristics of hotel sales revenue control

1. The positions involved in hotel revenue control include many positions such as hotel waiter, cashier, room service center, kitchen, bar, front desk and auditor. In order to do a good job in hotel revenue control, it is necessary to clarify the authority of each post and coordinate and unify it, so as to achieve good control effect.

2. The hotel has a wide space and a large mobility of people. Because employees and customers in the hotel move in a large and random space (which may involve different floors and different catering supply points, etc.), it is not only a waste of manpower, but also a poor control effect to use the traditional method of "close monitoring".

3. Different types of customers Hotel customers include in-house guests, group guests, local guests and non-in-house guests, and these guests have different levels, which makes it more difficult to control.

4. There are many hotel services, the price difference is big, and the pricing workload is heavy. Only hotel catering services include hundreds of items such as food, dishes, drinks and cigarettes.

5. There are different standards for discounting hotel charges, including various discounts, free entertainment reception, hotel incentives, minimum consumption, time consumption, adult prices, children's prices and other price forms.

6. service flexibility

7. diversification of checkout methods. in short, hotel revenue control should be based on these characteristics and combined with the actual situation of the hotel to study and formulate the best measures to control it.

(3) methods of controlling hotel sales revenue

1. Organizing and controlling hotel management and business operation must follow a reasonable organizational structure and division of labor, restrict each other and develop in harmony, so as to achieve the function of management control.

(1) organizational division of labor. (2) post responsibility system. (3) Incompatible job separation.

2. All the control functions and systems of personnel control are completed and realized by people. Therefore, according to the requirements of sales revenue control, the corresponding employees must be controlled so as to implement them according to the established management objectives.

(1) Re-use talents, and use only those who are virtuous, virtuous and capable. (2) The employment of employees in important departments should be strictly examined. (3) Avoid inappropriate job change. (4) Carry out business training to improve business quality. (5) Decisively deal with unqualified employees.

3. business activity control

(1) point menu control. (2) Bill control. (3) "three lines and two points" control. (4) discount and preferential control (5) cash register control

4. Improve the supervision system of hotel sales revenue control.

Hotel Management Network

Building a marketing audit system

How can hotels always maintain a leading competitive advantage in a dynamic market environment? This requires us to conduct an extensive, systematic and regular inspection of our marketing environment, purpose, strategy and other management activities, that is, to evaluate our own marketing audit system to define the problems and opportunities, and to make timely suggestions on the important changing environment in order to always gain the greatest competitive advantage. The audit system of hotel marketing consists of the following seven parts:

Audit of macro-marketing environment

Economic, political and cultural aspects: What impact does the economic, political and cultural development of the city where the hotel is located bring to the hotel industry (does it promote or restrict the development of convention and exhibition industry, sightseeing industry and commerce in the city? What is the impact of these development opportunities on hotel products? What is the impact of the current development on the overall consumption view and preference of society or region? Science and technology: What is the major breakthrough in the manufacturing technology of hotel facilities and equipment at present? How can hotels make use of the most advanced domestic and foreign facilities and equipment to improve the overall hardware quality on the basis of higher hardware?

demographics: what are the domestic and foreign tourist sources of the hotel? What is the influence of the flow and distribution of tourists in the hotel target market on the growth of the hotel market?

in terms of policies and regulations: what are the impacts of policies and regulations related to hotel management and operation on hotel operation?

Audit of Micro-marketing Environment

The market situation faced by the local hotel industry: What is the evolution of the market scale, growth rate and profit faced by the local hotel industry as a whole? What are the main products, market segments, services, brands and grades, and what is the market acceptance?

customer: what are the potential demand, actual demand and future demand of hotel customers for hotel products? What are the consumption behaviors of different market segments? For our hotel, which customer groups are beneficial to form the basic target market? Which groups have brought opportunities for further development of the hotel?

competitors: who are the main competitors of the hotel at present? Their purpose (the basic goal pursued by competitors is the current profitability? Market share? Or brand advantage? ), strategy (the way competitors try to win is price? Quality? Service? Or chain operation? ), advantages, disadvantages, scale, market/customer share and other major business management strategies and operational indicators? What trends will further threaten the development of hotels, and what is the hotel's response model? If our price changes, how will our competitors respond? If we increase the variety of services, how will our competitors respond? )

marketing channels: what are the marketing channels of the hotel? What is the efficiency and growth of each marketing channel? What are the problems in the process of integrating all sales channels? What is the way of coordination?

Audit of marketing strategy

The concept, core values and mission of hotel development: Are these hotel managers in line with the reality or future needs and requirements of the target market? Can we build a unique and competitive brand based on these management ideas? How to improve these management ideas and brand values according to scientific knowledge and market development needs?

marketing goals and objectives: the scientific basis for determining marketing goals? Are the marketing goals and objectives of the hotel clear, and can guide the marketing planning and performance measurement? What is the key stage of marketing purpose and goal realization?

strategy: what is the strategic combination? What is the basis of analysis and determination from the perspective of its own resources, target market and competitors? Can it really promote the realization of marketing objectives at all stages? What is the actual value of strategic combination from the perspective of income and cost? What is the immediate response strategy for competitors and possible changes in the macro marketing environment?

audit of marketing organization

structure and personnel: can the setting of the whole marketing structure effectively judge and respond to the situation and changes of the market, especially the target market? Can you respond to customers' special requirements immediately? Can different marketing channels be managed and developed? Is the setting of posts and functions conducive to the marketing work? Are there enough marketers with relevant professional knowledge, professional ethics and excellent skills?

functional efficiency: is there a good mechanism and way to improve the overall marketing ability? What is the relevant training and promotion mechanism for the performance and ability evaluation system of marketing teams and individuals?

interface efficiency: the hotel marketing department needs to cooperate with other departments to achieve the maximum effect. What are the constraints and processes for evaluating and improving the cooperation between the marketing department and other departments? How to evaluate and improve the positive and negative effects of independent operations and processes of other departments on hotel target customers?

audit of marketing system

marketing information system: does the marketing information system provide sufficient, correct and timely information for the characteristics and trends that real customers, potential customers and future customer groups need to develop? Is there enough, correct and timely information about the changes of macro marketing environment, micro marketing environment and internal marketing environment? Has the hotel formulated and applied the best methods and systems such as market balance and sales forecast? Does the hotel have a sound decision-making and evaluation mechanism? Can this marketing information system have an effect on other systems?

marketing planning system: is the hotel marketing system fully conceived and can be effectively used? Do marketers have sufficient decision support systems to ensure that they can deal with and solve related issues? Can the hotel marketing planning system play an important role in the sales performance of the overall hotel operation and enhance the overall competitiveness of the hotel? Does the development of marketing planning activities match the marketing strategy of the hotel?

marketing control system: does the hotel control system cooperate with the marketing planning system to ensure the realization of the operating indicators and objectives of the year? Are all operational links regularly analyzed and improved? Are the costs and benefits of marketing reviewed regularly?

new product development system: does the hotel have a perfect product development system, and can it promote the creation of new products and form realistic competitiveness? Can we make a serious and scientific feasibility demonstration, especially analyze the concept and business opportunities of new products? Before the formation of large-scale realistic products, will appropriate product and marketing prospects be tested and scientifically and rigorously analyzed?

audit of marketing productivity

profitability analysis: what are the profitability of different products, markets, sales areas and channels of hotels? Should the hotel enter, expand, shrink or withdraw from some market segments?

Cost-benefit analysis: What are the main components of hotel marketing cost, the related cost quantity, and the influencing factors and links that can greatly change the marketing cost in operation? Is there a system to evaluate the benefits of the increased cost to the operation? Is there a system to evaluate and improve the factors and links that unnecessarily increase hotel operating costs? Can we formulate corresponding measures according to the relationship between cost and income to increase marketing ability and expand overall profit?

Audit of marketing function

Products: Does the hotel's products match the overall marketing strategy? Can the operation of the new product development system continuously improve the overall product market competitiveness of the hotel? Whether to analyze and evaluate the current product marketing situation, and take measures such as expansion, reduction, suspension and improvement? Is it clear about the most effective combination of hotel products in a certain budget and marketing stage? If only 81% of the funds are allocated, which products will be deleted by the hotel? What products will the hotel add if the funds are increased by 21%?

price: does the price of hotel products match the overall marketing strategy? To what extent are prices set according to cost, demand and competition standards? Do customers think the price of hotel products is consistent with the value they provide? Does the management understand the PRICE CLASTICITY of demand, the EXPERIENCE CURVE EFFECTS, and the price and pricing strategies of competitors? How consistent is the price policy with government norms? Is the price of each marketing channel harmonious, which can improve the overall sales ability of the hotel from the overall point of view?

channel: can the hotel's marketing channel maximize its marketing ability? What is the actual operation performance of each channel? What are the operational advantages and problems of each channel, and how to improve them? What kind of activities does the hotel take to cooperate with some distributors (reservation centers, travel agencies, etc.) to improve the overall sales ability?

public relations and promotion: what is the position of hotel brands in the market? Can the current public relations and promotion activities improve the hotel market position and what is the objective significance? What are the remaining problems and how to improve them? What is the future public relations and promotion system of hotel market, and can it promote the realization of the goals at all stages of marketing? Have public relations and promotion activities established a sound system of analysis, implementation, evaluation and improvement, and used sufficient and effective means and measures?

to sum up, a hotel's marketing audit system involves a lot of aspects and contents, and it can only be continuously improved by constantly applying scientific knowledge and refining it from practice. At the same time, only by constantly applying and enriching the marketing audit system in practice can we really improve and improve the marketing activity ability of the hotel and truly establish its own strong market competitiveness.

five taboos of hotel marketing

one taboo subjectively judges the credibility of consumer units.

At a regular meeting of department managers, the sales manager reported that a foreign enterprise had come to the store to spend money in the hope of paying the bill. The boss asked the manager: is it state-owned or private? The answer is that it is private; What is the investment quota? The answer is nearly 11 million; So the boss warned that small-scale private enterprises like this are inconvenient to pay their bills. In this sentence, the door of convenience that the enterprise hoped for was blocked, and at the same time, the hotel unconsciously lost one of its most loyal customers.

At present, among all hotel consumption groups, especially some mainland hotels, the consumption on account accounts accounts for a considerable proportion. When the hotel measures the consumer credentials of the unit that is in charge, it will naturally determine whether it can be charged according to the strength and credibility of the unit, so as to avoid the phenomenon of bad debts, bad debts and dead accounts. After a long time, the old customers and well-known enterprises in this area are easy to master, but for similar new consumer customers, we can't determine their credibility only by enterprise attributes and existing strength, let alone pay more attention to "public" and "private" and emphasize "big" over "small". Among the customers we associate with, the credibility of a unit is often determined by the personality of its boss, especially in private enterprises. Some bosses are gentlemanly and keep their promises; Some bosses are vague and arbitrary; Some bosses don't talk about credibility, and they can mix and mix; The former is welcomed by hotels, while the latter should be on guard. However, in the actual operation process, we must not give up eating because of choking, we must not only deal with the former but ignore the middle and the latter, and we must not lose the former to prevent the latter. On the one hand, we should greet each other with a smile, and on the other hand, we should use strong supervision measures to prevent the hotel's interests from being damaged. If the boss put forward the request at the beginning of this article, he can take measures such as concluding detailed contracts, shortening the checkout time, and arranging special supervision to open the door to increase the number of customers. Once the problems are found, it is not too late to cancel the qualification of hanging accounts.

the boss of Erji seldom visits at home.

it is an effective means for hotel managers to visit customers in time to enhance understanding, strengthen friendship and consolidate customers, which has been recognized by the majority of peers, but it is far from being implemented in practice. Some either have no time and forget to go; Some didn't intend to go at all, so they let their men walk around; Some even marketing directors and managers.