What are the reasons for the failure of hotel management?

I have worked in hotel management for several years, visited many management experts, and also saw some hotels that failed to operate. After careful research and analysis, the following reasons are summarized: 1, Ye Gong Long Hao Now some hotel owners want to redevelop their own hotels (restaurants) because of good business performance or poor management, and they spend a lot of money to hire professional hotel management consulting companies to enhance their visibility or competitiveness. The management company's intervention is as uncomfortable as being sealed up by the management company, leaving the management company or manager on the shelf. Then we go our own way, leaving aside the suggestions of management companies from the perspective of successful people or experience, and let them play freely. As a result, the whole hotel is restless, the turnover of personnel is abnormal, customer complaints remain high, and the quality of products is poor. I also talk to you about how capable I am, how advanced my ideas are, how strong my ability is, and so on. Q, you don't want to use other people's advice. Why pay people? Since the management company can't manage the hotel for you, why do you hire someone else? Do you have a lot of money? Donate it to society, isn't it? 2, decision-making mistakes The success of the hotel depends on the correct decision-making, while the business failure is due to decision-making mistakes. Decision-making mistakes are caused by layman's decision-making or insufficient market research. Hotel decision-making includes decisions on market, price, talents, advertising and finance. 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 risk and disperse the risk. 3. The top management of the hotel is disunited or the management of the hotel is unstable. Due to the imbalance of mentality or the influence of some factors, the top managers have obvious signs of inclination in management, and the cover-up and interest conflict between managers in hotels are obvious and superficial, which often leads to internal friction wars in hotels. The scattered staff led to the decrease of hotel strength and even the bankruptcy of the hotel. Therefore, hotel management should have clear and effective authorization arrangements, adjust the relationship between centralization and decentralization, and have clear binding agreements. When making decisions, top hotel managers should give other managers full development opportunities and autonomy, ensure their interests, and make them feel that separation and dispersion are not good for them. 4. Hotel culture is a kind of value orientation of hotel people and the atmosphere of hotel development. Whether most hotel employees love this hotel is a standard to measure the success of hotel culture. The cohesion of hotel life depends not only on salary, but also on respect for personality. If employees get due respect and have opportunities for full development, they tend to be more inclined to lower wages. At the same time, employees at all levels of the hotel will remain relatively stable. When the hotel is in trouble, everyone will help each other. The establishment of hotel culture needs a long process. Established culture is hard to change, 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 and get reused. Hotel management will turn from prosperity to decline, which will eventually lead to business failure. 5. Pay more attention to "family law" than national law. B. Take the hotel as a platform to create an internal friction atmosphere. Due to historical and intrinsic problems, some senior managers like to engage in internal friction wars, playing tricks on people every once in a while, forming an internal friction atmosphere, which leads to nervous employees, lack of progress, and serious disconnection in daily management, resulting in serious hotel losses and endless future troubles. C. In terms of internal management, some hotels regard employees as coolies and force them to work overtime without paying corresponding remuneration, regardless of the provisions of the labor law. All kinds of benefits that must be given to employees by law are often not available at all, and employees are not compensated for work-related injuries. At work, employees are often punished and deducted in one way or another inexplicably, and employees become scapegoats for being trampled upon. 6, did not successfully pass the hotel management. Hotels, like people, have a life cycle, and there may be one kind or another of illness at each stage. If not handled properly, they may get sick or even die. In 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 store will increase rapidly. When the hotel didn't survive the crisis, it was a mistake in decision-making, or it was not cured. It is easy to lead to operating losses or bankruptcy. 7. The hotel's top decision makers are willing to appoint their family members to different key positions, or arrange acquaintances and friends they believe they trust. With the continuous development of business, if we can't get rid of feelings and family ties, the development of the hotel will be affected. Family-run hotels are generally difficult to grow up, because no matter how big the family is, its members are limited, which will easily lead to the situation that laymen are in charge of experts. This is an inevitable fatal flaw. 8. At the beginning of the opening of the unmanned hotel, the hotel hired a management company or professionals to manage it. 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. It is difficult for hotels to develop or even go backwards. Hotel management mode and hotel culture are closely related to hotel top managers. If the hotel executives solve everything by themselves, it is not conducive to cultivating the ability of subordinates. Sometimes it will stifle the enthusiasm of subordinates. If the hotel is centered on someone, once this person leaves the hotel, the operation of the hotel will not 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, so it is very important to do a good job of handover. 9. Ignoring 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; Know yourself and yourself, one wins and one loses; I don't know if he doesn't know himself and will lose every battle. " Some 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 universal truth, which can be applied to 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 been operating for many years can always describe themselves clearly, but they completely turn a blind eye to the market, at least vaguely. This is not only a misunderstanding that some old hotels are easy to fall into, but also a big mistake that 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 tasting the taste of the seller's market. So, 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 understand the development and changes of the market. Anyway, the emperor's daughter is not worried about marriage, and the success or failure of the hotel is in the hands of the operator. Customers have little choice. But today, even for a long time to come, the buyer will dominate the market. With the increasingly fierce competition, how to adapt to market demand, 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 style, the trend of popular dishes and so on. , are part of the market changes, hotel operators must carefully understand and study. Of course, it is necessary to study, that is, to know the advantages and disadvantages of your hotel, to foster strengths and avoid weaknesses, and to eliminate the advantages of short-board protection, but this is the next step. Because it is impossible to build a good car recognized by the public behind closed doors. "Know yourself and know yourself, and win every battle" contains the profound truth of hotel management. Understand and occupy the market, the hotel management will be successful, otherwise it can only be even at most, with one win and one loss, and ultimately unprofitable. If you don't get it right, you will lose, and the loss will outweigh the gain. 10, 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 good goods are also afraid of being unknown. Nowadays, the research on marketing has been put on the agenda. Due to the directional thinking left over from the planned economy, many operators are not good at studying and mastering the market (tourist market and its subdivision, marketing environment, target market selection, product positioning, product life cycle, new product development, advertising and promotion, price and public-private relations), which makes hotel management fall into a misunderstanding. Let's take a look at KFC, Holiday Inn, Caigenxiang, Chongqing Dezhuang, Sheraton and so on. 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 that some small links in marketing are not handled well and all efforts are wasted before the meeting. For example, a hotel, located in a downtown area, has a large number of people every day, but because it has not done a good job in market positioning, almost a handful of consumers go. Therefore, if the starting point of advertising, price changes, personnel control and so on are not well grasped and misjudged, it will often be counterproductive. 1 1, lacking overall management concept and macro management consciousness. At present, many operators are short-sighted and have serious short-term behavior. They are adhering to the vulgar concept that small producers want to get rich and want to get rich, only looking at immediate interests, never letting go of any profit opportunity, and even deceiving customers. 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 business philosophy and macro-management consciousness, such as striving for long-term market instead of short-term interests, not only reflect the hotel's business strategy and vision, but also reflect the hotel operators' sense of social responsibility, high professional quality and business acumen, and their success is often inseparable from these.