Just when Zhou Fangyuan was wandering around the farm with Weinstein, the recruitment of the Far Away Hotel was in full swing.

Because Yuanfang Group cooperated with MGM Grand Hotel and later cooperated with Sinar Mas Hotel, the idea of a chain of high-end hotels that was originally just intended to have fun has gradually been placed in a more important position.

For this reason, Yuanfang Group is recruiting people around the world, especially the management of those top hotels, and Yuanfang Group is crazy about poaching people, without worrying about whether this will offend people.

In fact, even if you really offend, there is no way, because the operation of high-end hotels is not a simple matter, and it is not enough to support such a large stall by relying only on newcomer training.

Do you know the top ten taboos of hotel management?

Many outsiders are not clear about the difficulty of managing high-end hotels, so here are some issues related to hotel operations.

Let's start with some hotel operational taboos.

First of all, avoid managing arbitrariness. Hotel management depends on the system, and the various working procedures, standards, requirements of the hotel, and even the responsibilities, tasks, goals, speech and behavior of personnel at all levels are strictly regulated in the system.

Second, avoid blindness in management decision-making. Managers must do a good job of investigation and analysis before making decisions, otherwise, inaccurate information can easily cause decision-making errors.

Thirdly, avoid short-term management behavior. All work, planning, decision-making, etc. must focus on the long-term interests of the hotel and follow the sustainability in order to maintain the permanent vitality and market competitiveness of the hotel.

Then, avoid skipping management. Skipping management can easily cause subordinates to be at a loss and chaos in management order, so each level should be responsible for its subordinates, and each employee should have only one boss.

Avoid "nanny" management. Managers at the first level should encourage their subordinates to be loyal to their duties, but remember not to take responsibility for their responsibilities alone. After all, the hotel implements hierarchical management, and each position has its own clear responsibilities, which is conducive to hotel management.

Avoid conformism in business management. The operation procedures of the hotel have their own rules, but their operation, sales and promotion must be flexible and innovative. By frequently carrying out different forms of attractive marketing activities, we create a new and warm consumption environment for guests, so as to achieve the best operating efficiency of the hotel.

Don't manage informally. The service function of the hotel involves almost all aspects of society, so it is known as the "small society". Complex service functions require the management of the hotel to be meticulous in the details.

Do not compete unfairly. Enterprises that walk in the bottom line of ethics and law will only be destroyed in the end, and hotel operators should strictly implement national policies, industry regulations, and abide by international practices and common guidelines.

Avoid singleness of customer sources. The hotel's guest source must consider more pertinence in terms of service item setting and characteristic planning, so as to attract all-round and multi-level consumers, so as to respond to all changes in the ever-changing market competition, and always maintain strong vitality and the best economic benefits.

Don't lack team spirit. Hotel managers should be guided according to the characteristics of the internal staff of the enterprise, enhance the cohesion of the enterprise, establish a good team spirit, stimulate the dedication and dedication of all employees, and make all employees perform their duties around the main theme of hotel business decision-making, management and efficiency goals.

Focusing on the internal management of the hotel, employees are the key, enterprise managers should lead by example, manage with a standardized system, and care for employees and retain the hearts of employees, so that hotel management can be carried out smoothly.

The battle of details often starts with service.

Zhou Fangyuan from the future is clear that before his rebirth, the competition in the service industry has intensified, and it has changed from the extensive hotel model of simply chasing fame in the past to the hotel industry situation of "meaning out of taste". Customers will make a comprehensive evaluation from the environment, atmosphere, service and other aspects, and finally make a choice. For enterprises, it is necessary to start from the details and effectively meet the needs of customers.

Service is the eternal topic of operators, and meeting customer needs with high-quality service is one of the main goals of operators. The book "Details Determine Success or Failure" has put forward a new management concept - fine management, and summed up the view of "being a person, doing things, doing management - details determine success or failure". With the continuous improvement of people's consumption requirements, catering companies must focus on details if they want to win the favor of customers.

The service itself is the "product" of the restaurant or hotel, and if the product that comes with it will satisfy the customer, then you are half the battle. Detail service is people-oriented, respecting and meeting the most basic needs of customers. If there is a problem with a detail of the hotel, it will deviate from the center of the detail service. For example, if a delicious dish is dotted with coriander leaves, but there are yellow leaves or small holes in the leaves, the beauty of the dish will drop dramatically. A littered cigarette butt will turn a hotel to ashes, and a wrong positioning will lose a market, as the so-called "embankment of a thousand miles is destroyed in an anthill".

Success comes from the accumulation of details, and for the service industry, this accumulation is a system of daily work procedures, service procedures, and service standards. Start from little by little, and strive to achieve perfection, so as to win the hearts of consumers, and the service can be considered successful.

There is a sentence in "The Art of War" that "attacking the city is the bottom, and attacking the heart is the top" has always been praised by marketers. Sales, in fact, is originally a war without gunpowder, and in this war, how should salespeople win the hearts of customers? Today I will introduce you to a sales method - round table sales, hoping to provide you with some help.

If I ask you, why are many successful photo studio booking tables round?

You might say, "For the sake of beauty!"

But in reality, a round table is more than just a round table. China has always paid attention to harmony, from the round sky to the five elements of the gossip, May Day does not reflect a "circle" character. The biggest advantage of the round table is that it can take advantage of the 360-degree event space, so that the two sides can freely shorten the distance. Moderate physical contact is more conducive to relieving consumers' vigilance. Just like the picture we see in the movie: the old chief affectionately pats the little soldier on the shoulder and calls him "little ghost", this contact action can immediately make the old chief's "unattainable" image in the little soldier's heart become "amiable and approachable". Roundtable selling is a way to shorten the distance between customers and marketers, thereby increasing sales opportunities.

For salespeople, giving full play to the advantages of round-table sales, shortening the distance between each other when talking cordially with customers, and appropriately assisting some physical contact, can effectively turn sales into family, so as to get twice the result with half the effort and promote the success of sales.

In addition, in the process of operation, many enterprises regard employees as a cost and an asset that must be consumed, which is an extremely wrong concept. Management guru Peter Drucker once said, "Employees are assets and resources, not costs and expenses." What he emphasized is the value of people, so treating employees as resources or costs reflects the strategic vision and values of hotel managers, and is also the key to the success or failure of enterprises.

For example, during the SARS epidemic, the number of customers plummeted, the operating income was damaged, and the catering industry was greatly affected.

In a sluggish economic situation, many hotels first think of taking the opportunity to renovate their hardware facilities, but what about their employees? Many hotels then adopt the practice of taking holidays in batches and letting employees get basic salaries to save costs. After the large investment in the renovation, the hotel does have more advanced and luxurious hardware, but due to the long vacation of the staff, they cannot quickly return to a good working condition, resulting in loose work, and even some good employees have changed careers.

Therefore, in the end, customers did not enjoy further high-quality services, and the hotel's new hardware facilities were also lacking in vitality due to the lack of attendants who were upgraded at the same time. Of course, the end result of the hotel still does not reflect its true value. The reason for this phenomenon is that managers have always equated employees with costs and expenses, and they are reluctant to invest in employees, and in the end they can only lose.

Costs can only be consumed, while resources can be developed and appreciated. For hotels, staff are their greatest resource. If this resource is well developed, it is the hotel that will ultimately benefit. Imagine, if the hotel focuses on the training and care of employees, the quality of employees themselves will be improved, the sense of belonging and identity of the enterprise will be deepened, and they will work harder to work harder, so that they can better serve customers, and the hotel's business can flourish.

All in all, the 21st century is an age of knowledge, and the urgency of learning is becoming more and more apparent. However, from time to time, hotel employees complain that the company gives them too few opportunities, or that they are "too busy with work and have no free time to study". Many people ignore that the purpose of learning is to improve their ability to deal with things, so that their work can be affirmed by their superiors and subordinates, and their lives can be worthwhile.

Practice has proved that learning in work practice is more direct and effective. Because only when you combine theory and practice can you truly integrate knowledge and transform it into your own nourishment. For example, as we work to complete a task, we can gain new knowledge and experience. Because when we accept the task, we actually get a learning platform, and the process of implementing the work with heart and earnestness is a process that requires continuous dedication and continuous enrichment, so as long as we do every job with our hearts and are serious and responsible, we can improve our work ability for so long. However, there are many employees who like to find some reasons for not doing well when dealing with the tasks assigned by the leader, and when they accept the task, they will not use their brains to think about what should be done, and if the leader does not instruct, it will be at a loss. This kind of employee will only look forward to the leader, and has no own opinions at all, so naturally, it is even more difficult to get promoted.

Therefore, if employees want to improve themselves, they must first change their concepts, learn with a knowledge-seeking mentality, apply the knowledge they have learned to practical experience, and believe that this is to create opportunities for themselves and build a platform for themselves to show themselves, so that they can continue to learn and progress in their work, and finally achieve success.

In addition, hotel management should also pay attention to differentiation. With the development and growth of the catering industry, more and more enterprises have begun to implement the form of chain franchise, followed by a standardized operation mode. Standardized service can make customers get the service they expect, but for customers with a differentiated service team, it means great value and memorable service.

The key to the implementation of a differentiation strategy is to provide a differentiated product or service that is different from the competition. It mainly includes three types: tangible product differentiation, intangible service differentiation and marketing strategy differentiation. The level of tangible product differentiation includes the environment and specific items that customers come into contact with or use in the process of service consumption, such as architectural style, interior decoration, environmental atmosphere, catering facilities, staff image, food color and aroma, etc., through which customers can have a preliminary understanding of the brand image of the restaurant. The second is the differentiation of intangible services. The differentiation of catering products is mainly reflected in the unique flavor, service mode and theme culture and service activities. The third is the differentiation of marketing strategies. Differentiation of marketing strategies refers to the adoption of marketing methods that are different from those of other operators. Differentiated marketing strategies should use integrated marketing to promote marketing innovation around a certain point of difference. The differentiated marketing strategy of catering products must be reflected by a unique and systematic marketing theme and corresponding activities.

The standardized operation mode can allow the franchise store to have a unified taste and image no matter which region it is in, but if it remains unchanged, it will only lose the consumer market in the end. Only by introducing differentiation in standardization and seeking differences in the same can we maintain our own charm, attract the attention of customers, and be recognized.

It can be seen that hotel management is definitely not a simple thing, the senior management of those high-end hotels, all of them are from the bottom step by step, this thing is not a good application in school, you must have enough experience, to have a very rich insight, newcomers are absolutely not able to do a good job. Even if new recruits are recruited, they are only in some middle-level and most of the low-level managers, the real high-level, and some important middle-level departments, and the employees used are all directly poached from the big hotel.

For this reason, Yuanfang Group can be said to have paid a huge price, but in order to make the upcoming chain hotel have better development space, it can only endure spending more money.

But fortunately, although a lot of money was spent, it did dig up a lot of cattle, some of which were connected through the relationship between MGM Hotels, after all, the Yuanfang Group did not have any related business before, and now it has been launched all of a sudden, and many people in the industry are not willing to join the immature Yuanfang Group, after all, they are now high-end hotel executives, so why bother to go far? In short, the money is not spent, things are done well, and Zhou Fangyuan, who also pays more attention to this on weekdays, has always been very satisfied with the work of the personnel department of Yuanfang Group.