Brand is a well-known name representing a certain product or service, the most important intangible asset of the hotel, and the basis for the hotel to establish its competitive advantage and future profits. Having a strong brand is the source of hotel competitiveness and can create long-term outstanding business performance for the hotel.
Brand has the function of enhancing hotel value. 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 business philosophy and marketing philosophy, 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 excellent brand culture, require all hotel employees to follow the beliefs and behaviors based on the specific brand of the hotel, and convey the brand promise of the hotel to customers with high-value and added-value service quality, so as to achieve customer 100% 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 check-out time is 5 minutes, and the check-out time in the villa area is 9 minutes; The standard of catering service "15. 15-20" is: the first course is served 15 minutes, the meal is delivered 15 minutes, and the villa area is 20 minutes.
On the basis of norms, we should strive for individuality. Joseph Paine, a well-known management strategist, wrote in his book Mass Customization: A New Frontier of Competition in 2 1 century: the 20th century is a century of mass production and assembly line, while the 2nd1century is a century of providing personalized services on the basis of mass customization ... The key to achieving this goal is to provide customized personalized services (customized services) to customers on the basis of high efficiency. As a new service model, customized service is characterized by customer demand-oriented, supported by modern information technology and flexible management means.
Core competence is a kind of knowledge and skill for internal integration of an organization, a summary of knowledge about how to coordinate complex production skills and various key business processes within a company, and a resource for enterprises to maintain their competitive advantage in a certain market for a long time. Many successful enterprises at home and abroad largely benefit from the application of their strong core competitiveness.
The customized service mode requires hotel staff not only to master the * * *, basic, static and explicit needs of guests, but also to analyze and study the personalized, special, dynamic and implicit needs of guests. Emphasis is placed on serving guests with heart, asking for understanding their mentality, carefully observing their movements, patiently listening to their demands, sincerely providing sincere services, and paying attention to interactive communication and emotional exchange in the service process. Customized service is based on improving customer satisfaction, and pursuit is the ultimate fruit.
3. Cultivate a talent team with complete organizational level.
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 hotel industry is divided into two parts: the training of leadership and management talents and the training of ordinary employees.
In hotel management, we will cultivate a group of leading talents with forward-looking vision, systematic thinking and innovative ideas, lead the correct direction of hotel management, and enhance the viability of hotels in the fierce competition. In areas dominated by Asian cultural values, the importance of leaders cannot be overemphasized. Success or failure depends on the whole department. Liu Chuanzhi, president of Lenovo, is well aware of this and puts "team building" at the top of his famous "three management magic weapons". He believes that the top leader is the core of a combat team and the key to promoting enterprise development.
This is especially true for hotel management. Hyatt Regency Shanghai won the reputation of Shanghai Weiwei in a short time, which is directly related to the decision of its president Wang Baochen. The Fortune Forum was held in Shanghai in June1999165438+10. The Hyatt Hotel just started renovation a few months ago. According to common sense, it is almost impossible for such a big project to be renovated in just a few months. Through various means, we stepped up construction and finally completed the renovation of the hotel before the forum began. Everyone who participated in the forum can smoothly stay in the "highest hotel brand in China" and become famous with the holding of the Fortune Forum. Hyatt Regency has since established its pivotal position in Shanghai hotel industry. It can be seen that the leading role of enterprise core figures is very important to enterprises, and the competition of enterprises is actually the quality competition among leaders to some extent.