2014 almost all high-end catering enterprises have proposed the transformation, however, many enterprises' transformation is not smooth, upscale hotels one after another are closed. So why can some of them transform successfully?

Beijing has a successful example (Hotel A), customers from public money consumption-based to ordinary consumers out of their own pockets.

Behind the impeccable service is the high morale and passion of the staff in Beijing (Hotel A), who are full of confidence in their own future and the future of the company, and the staff's collective efforts are endless innovative ideas. Behind these appearances is the "family culture" that the Managing Director of Beijing (A Hotel) focuses on building: treating employees as family members, guests as relatives, society as benefactors, suppliers as friends and shareholders as brothers. In the general manager's view, only through self-driven rather than other-driven, can the staff become an engine rather than a cog. In this way, the employees can spread their favorites to customers and colleagues. Therefore, Beijing (A hotel), when recruiting employees not only look at education and experience, but focus on the concept of matching.

Beijing (A Hotel) believes that "a satisfied customer can only have a satisfied employee", and because the customer group of Beijing (A Hotel) is a high-end people, which requires that the staff's taste should not be low, so the concept of Beijing (A Hotel) is that all employees are gentlemen and ladies serving gentlemen and ladies. To this end, the company provides staff with high-quality accommodation and food conditions, selects and assigns masters for new employees to carry out "one-on-one training", authorizes staff to meet the personalized needs of customers, and insists on not laying off employees or reducing their salaries when the company encounters difficulties, and establishes many "civil" associations for employees. The company has also established numerous "folk" associations for its employees, enriching their spare time and giving them a great lesson in corporate culture.

Inverted Pyramid Model

Treating employees as family members is a prerequisite for providing quality service to customers. However, if the relationship between employees is not straightened out, then quality service shaped by a culture of family love may be difficult to sustain. For example, the waiter wants to give guests a bowl of pear soup, but the head chef does not cooperate, how to do? Beijing Banquet has designed an inverted pyramid team model as a mechanism to guarantee the affinity culture.

This inverted pyramid model is: the upper process does not say no to the lower process, the second-line departments do not say no to the first-line departments, the superiors do not say no to the difficulties put forward by the staff, the subordinates do not say no to the orders of the superiors, the inspected does not say no to the problems put forward by the inspectors, and the whole staff does not say no to the guests. Beijing (A Hotel) service concept is that the customer's needs are always in the first place, so whoever is closer to the customer on the service, the greater the command, let the person who can hear the sound of the gun to command the battle.

Let the customer touched service is undoubtedly the basis of its foothold, and in this moving service behind the actual "people-oriented" full of affectionate family culture, the pursuit of fairness can let employees see the hope of the incentive system. The enthusiasm of the staff in Beijing (A Hotel) comes from their sense of happiness.

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