after years of hotel management, I visited many management experts and saw some hotels that failed in operation. After careful research and analysis, the following reasons are summarized: 1. Now some hotel owners want to re-develop their hotels (restaurants) because of their good operating performance or because of their poor management, and so on, they have spent a lot of money to hire professional hotel management consulting companies to enhance the visibility or competitiveness of enterprises. However, when management companies intervene, they feel as if they have been seized by management companies, and put management companies or managers on the shelf. Then we went our own way, put aside the suggestions of the management company from the perspective of successful people or experience, and let them play freely. As a result, the whole hotel was restless, the turnover of personnel was abnormal, customer complaints remained high, and the quality of products was not good. I also talk to everyone about how capable I am, how advanced my ideas are, how strong my abilities are, and so on. Ask, you don't want to use people's advice. Why do you spend money to invite people? Since the management company is unable to manage the hotel for you, why do you invite others? Do you have much money? Is it not good to donate to society? 2, decision-making mistakes The success of the hotel depends on the correct decision-making, and the business failure is due to the decision-making mistakes. Decision-making mistakes are caused by laymen's decision-making or insufficient market research. Hotel decision-making includes decisions on market, price, talents, advertising, finance, etc. When making major decisions, hotels should carefully weigh the pros and cons, or hire consultants or consult experts. It is necessary to adopt the decision-making method of judgment or calculation, fully estimate the risks and disperse them. 3. The top managers of hotels are not united or the hotel management is unstable. Due to the unbalanced mentality or the influence of some factors, the top managers have obvious signs of inclination in management, and the shield and interest conflict between managers in hotels are obvious and superficial, which often leads to internal friction wars in hotels. The staff is dispersed, which leads to the reduction of hotel strength and even the bankruptcy of the hotel. Therefore, the hotel management should have a clear and effective authorization arrangement, adjust the relationship between centralization and decentralization, and have a clear restriction agreement. When making decisions, top hotel managers should give other managers full opportunities for development and autonomy, ensure their interests, and make them feel that separation and dispersion are not good for them. 4. The hotel culture is a kind of value orientation of hotel people and an atmosphere of hotel development. Whether most hotel employees love this hotel or not is a standard to measure the success of hotel culture. The cohesion of hotel life depends not only on the salary, but also on the respect of personality. If employees get due respect and have opportunities for full development, they often prefer lower wages. At the same time, the employees at all levels of the hotel will remain relatively stable. When the hotel faces difficulties, everyone will help each other. The establishment of hotel culture needs a long process. It is difficult to change the established culture, whether it is good or bad. Especially the transformation from bad culture to good culture is more difficult. After a period of time, some hotels have precipitated a group of outstanding talents, forming a virtuous circle. However, some hotels have precipitated a group of managers with low quality, forming a vicious circle. People with low quality use people with low quality, and people with high quality can't get in or get reused. Hotel management will turn from prosperity to decline, which will eventually lead to business failure. 5. Pay more attention to the "family law" than the national law. B. Use the hotel as a platform to create an internal friction atmosphere. Some senior managers like to engage in internal friction wars due to historical and their own essential problems, and every once in a while they trick people, forming a kind of internal friction atmosphere, which causes employees to be nervous, not enterprising, and their daily management work is seriously out of touch, leading to serious losses in hotels and endless future troubles. C, in terms of internal management, some hotels regard employees as coolies regardless of the provisions of the labor law, and force them to work overtime without paying corresponding remuneration. All kinds of benefits that the law stipulates must be given to employees are often not available at all, and employees are injured at work and cannot be compensated. At work, employees are often punished and deducted in one way or another inexplicably, and employees become scapegoats who are arbitrarily slaughtered. 6, did not successfully pass the hotel management. Like people, hotels have a life cycle, and there may be one kind or another of illness at all stages. If not handled properly, they may fall ill or even die. During the critical period of hotel operation, the hotel is relatively thin, so we should be particularly cautious in making decisions. At this stage, the development should be gradual, and all effective diagnostic methods should be used for treatment to avoid the expansion of risks. Once the hotel moves towards a stable period, the strength of the shop will increase rapidly. When the hotel didn't survive the crisis, it made a mistake in decision-making or failed to cure it. It is easy to lead to operating losses or bankruptcy. 7. The hotel's top decision-makers are willing to appoint their family members in different key positions, or arrange acquaintances and friends they believe they trust. With the continuous development of the business, the development of the hotel will be affected if we can't get rid of the feelings and family ties. Family-run hotels are generally difficult to grow, because no matter how big a family is, its members are limited after all, and it is easy to cause the situation that laymen are in charge of experts. This is an unavoidable fatal flaw. 8. At the beginning of the opening of the unmanned hotel, the hotel hired a management company or professionals to be responsible for management. After the expiration of the contract, our own people took over, which caused the management to fail to keep up and did not have professional conditions. Hotels are difficult to develop or even retrogress. Hotel management mode and hotel culture are closely related to hotel top managers. If the hotel's top managers solve everything by themselves, then it is not conducive to cultivating the ability of subordinates. Sometimes it stifles the enthusiasm of subordinates. If the hotel is centered on someone, once the person leaves the hotel, the operation of the hotel will not be able to catch up for a while, and the hotel will be paralyzed and go downhill. The establishment of management mode and hotel culture needs a long process, and it is very important to do a good job of handover. 9. Ignore the development and changes of the market. There is a saying in Sun Tzu's Art of War: "Know yourself and know yourself, and you will be invincible; Knowing each other and knowing each other, one wins and one loses; I don't know if he doesn't know himself, and every battle will be defeated. " People say that shopping malls are like battlefields, and there are similarities between doing business and leading troops to fight. This sentence is useful. In fact, this has become a common truth and can be used for anything. But in fact, although many people know this truth, they don't know how to understand and use it. So is the hotel industry. Some old shops that have worked for many years can always describe themselves clearly, but they are completely blind to the market, at least vaguely. It is not only a misunderstanding that some old hotels easily fall into, but also a big mistake that those hotels that change their general managers every three days often make. In recent years, when the buyer's market has been bred and displayed in front of the hotel industry, many people are still savoring the taste of the seller's market. Therefore, at best, it can only be a win and a loss. In the past, when the hotel market was dominated by sellers, it was not so important to know the development and changes of the market. Anyway, the emperor's daughter is not worried about marrying, and the success or failure of the hotel is in the hands of the operator. Customers have little choice. But today, and even for a long time to come, the buyer will dominate the market. With the increasingly fierce competition, how to meet the needs of the market, occupy market share and strive for a place in the market must first rely on an accurate understanding of market development and changes. It is very important to constantly adapt to market changes and adjust your business strategy according to market changes. For example, the change of people's eating habits, the change of eating styles, the trend of popular dishes, etc., are all part of the market changes, and hotel operators must understand and study them carefully. Of course, we must study it, that is, we must know the advantages and disadvantages of our hotel, so as to foster strengths and avoid weaknesses, and eliminate shortcomings to protect advantages, but this is the next step. Because it is impossible to build a good car that is recognized by the public behind closed doors. "Know yourself and know yourself, and fight every battle" contains the profound truth of hotel management. Knowing and occupying the market, the hotel management will be successful, otherwise, it can only be even at most, with one win and one loss, and eventually it will not make a profit. If you don't get it right, you will be defeated, and you will earn less than you lose. 11. Hotel services that are not good at using marketing strategies are becoming more and more commercialized. Now, "the smell of wine is also afraid of the depth of the alley", and the good goods are also afraid of being unknown. Nowadays, the research on marketing has been put on the agenda. Due to the directional thinking inherited from the planned economy, many operators are not good at in-depth research and mastery of the market (source market and its subdivision, marketing environment, target market selection, product positioning, product life cycle, new product development, advertising and promotion, price and the relationship between public and private), which makes hotel management fall into a misunderstanding. Let's take a look at KFC, Holiday Inn, Caigenxiang, Chongqing Dezhuang, Sheraton, etc. They have a lot of research on marketing, such as advertising, location, price strategy, management system, target customers and so on. Their longevity is not unrelated to marketing strategies. It is not uncommon for some small links in marketing not to be handled well, and all will be lost. For example, a hotel is located in the downtown area, with a daily flow of people, but because it has not done a good job in market positioning, there are almost a handful of consumers who go there. Therefore, if the starting point of advertising, price changes, personnel control and so on are not well grasped and misjudged, it is often counterproductive. 11, the lack of overall management concept and macro management consciousness, many operators are still short-sighted, short-term behavior is serious, pursuing the vulgar concept of small producers who want to make a fortune and want to be rich, only looking at the immediate interests, not letting go of any profit opportunity, and even cheating. This business philosophy will only lead the enterprise to the end of the road, because it is actually picking up sesame seeds and losing watermelon. Get a little insignificant immediate benefits, but lose more long-term benefits. In another sense, the overall management concept and macro management consciousness, such as striving for the long-term market without striving for the short-term benefits, not only reflect the hotel management strategy and vision, but also reflect the hotel operators' sense of social responsibility, high business quality and business acumen, and their success is often inseparable from these.