Excuse me, which part of the graduation thesis of hotel management is easier to write (there are more materials). Change the subject.

We have written before, one is to establish the research on the development of guest historical files, and the other is to analyze the personalized service of hotels. I will copy these two contents to you.

Analysis of Hotel Personalized Service

Abstract: Personalized service is one of the ways for many hotel enterprises to build their own brands and gain competitive advantages. However, in this exploration, many problems have not been paid due attention. On the contrary, in today's emphasis on standardization, hotels are slowly losing their pursuit of individuality. Based on the understanding of hotel personalized service, this paper discusses the existing problems of personalized service at present and puts forward some suggestions for improvement.

Personalized service is the product of service revolution in Europe and America in 1970s and 1980s. The fierce competition makes enterprise managers begin to pay attention to how to make products better meet the needs of different customers. With the development and progress of the hotel industry, personalized service has gradually become a trend with distinct pertinence and flexibility, and the resulting affinity between guests and hotels has also become an effective way for hotels to enhance their market competitiveness.

First, the hotel personalized service

1. Connotation

Personal service refers to the different needs or potential needs of customers, providing services that are different from standard services, beyond customers' imagination and have added value. This differentiated service makes guests feel more proud and satisfied, thus leaving a deep impression and winning their loyalty to the enterprise. Its essence is to provide targeted services for customers; Its purpose is to continuously improve service and make customers get continuous satisfaction. Simply from the supply side, personalized service means that service enterprises provide services with their own personality and characteristics.

2. Personalized service requires employees to have higher professional quality.

(1) Be familiar with the hotel's standardized service process and have the ability of continuous learning.

Standardized service is the foundation of personalized service, and personalized service is the extension and perfection of standardized service. In order to meet some special requirements of guests, only by being familiar with the specifications can we break the limitations of various departments of the hotel and provide timely and thoughtful services to guests through unified coordination. If the guest has special laundry requirements, it is easy for room service staff to help the guest solve the problem in time if they are familiar with the service rules of the hotel laundry department. Hotel industry is an industry with fast knowledge updating, and it is a service advantage to be able to update and master relevant business knowledge quickly. For example, understand the local climate, folk customs, tourism trends and so on. , in the process of service can naturally be targeted.

(2) Flexible service

"Think what the guests think and be anxious about what the guests are anxious about" is a basic point to provide quality service. The changing needs of guests may be completely beyond the scope of standardized services, so "flexibility" can often bring better results. If a guest is in urgent need of a dry bathrobe, he should go to the service room to get a clean bathrobe according to the room service standard. However, if the service distance between rooms is far away, the waiter can completely change one from the adjacent vacant room and then add a clean robe to the vacant room in time.

(3) Reduce the strangeness with the guests in the shortest time.

Most people in a foreign land want to feel intimate in a strange place. Therefore, after receiving the news of the guest's check-in, the service personnel should be familiar with the guest's personal data and living habits as soon as possible. In this way, when providing services, we can quickly draw closer to each other and create a cordial atmosphere for them psychologically. For example, if a guest can accidentally add an authentic hometown dish to him when eating in a restaurant, the effect can be imagined.

(4) the service consciousness is naturally revealed

The demand for personalized service is actually a respected demand, and people pay more attention to the details of service and the sincerity of hospitality. Establish a proactive sense of service, predict customers' personalized needs and potential needs, and meet these needs in time, and touch customers with sincere service attitude, so that personalized service becomes a natural revelation in daily work. If a guest with a baby stays in the hotel, the service staff should add the crib to the guest's room in advance, instead of waiting for the guest's request.

(5) Emphasize sustainability.

The personalized service provided to the same guest should be continuous, that is, the follow-up service is always better than the previous service. From what kind of tea you like to the decoration, floor and room number of the room, you should take the most satisfactory service as the premise, which not only makes the guests feel valued and respected, but also makes it easy for them to enter the hotel's fixed customer base. This requires waiters to have keen insight and adaptability, unified service consciousness and coordinated service concept, and to formulate detailed customer history files. This is also an important link in the implementation of personalized service.

3. Personalized embodiment of hotel facilities and environment.

(1) For the facilities directly facing the guests, the artistic aesthetic level should be improved on the basis of convenience, practicality, safety and economy. For example, when choosing furniture, we should not only consider the size, quality, price, practicality and easy cleaning of furniture, but also consider whether the color, style and style of furniture fit the theme of the hotel. In addition to meeting the corresponding hotel grade requirements, the backstage facilities should also consider their energy conservation and environmental protection.

(2) Pay attention to color harmony, pattern matching and reasonable layout, reflect local characteristics and overall coordination in decoration and layout, and meet the comfort, balance, satisfaction and safety of guests to the maximum extent. For example, the decoration of restaurants should not only reflect the cultural characteristics of restaurants, but also have aesthetic characteristics, and pay more attention to the psychological feelings of diners.

(3) Creating the environment and atmosphere is the most direct way to show the hotel's personality, and it is also the symbol of the hotel's corporate culture. Hotels not only provide products, but also provide people with comfortable enjoyment and good memories, which is exactly what people need for more exquisite services. For example, the display of different regional cultures in restaurants, background music, the color of supporting tableware, the matching of lighting accessories and the selection of tablecloths are all subtle and key elements to create an atmosphere. [Source: Paper World lunwentianxia.com, Paper Net]

Second, the hotel personalized service problems

1. This service lacks personality.

Service personnel lack a thorough grasp of personalized service, and lack an understanding of the relationship and differences between it and standardized services. Service guidance has many rules and regulations, less personality and lack of decentralization scale, which limits the flexibility of service; Service practice is innovative, but it is not good at accumulation and summary, forming personal service style and brand, and excellent personalized service often fails to play a driving and demonstration role.

2. Lack of information about customers' special needs

The collection and arrangement of information on special needs of guests and the effective communication channels of information are not perfect. Can the personality characteristics of the guests inadvertently discovered by the restaurant staff be successfully entered into the guest history file of the computer? Can all departments of the hotel get relevant information smoothly when needed?

3. There are loopholes in service management

In service management, the requirements for service personnel and management personnel are still unequal, and I don't understand that management is a higher-level service. Only excellent management can provide high-quality services. Without in-depth service practice and good practices, it is difficult to sum up the promotion experience and form a service brand.

4. Decoration and facilities have no personality.

In terms of equipment, facilities and decoration, high-star hotels have strong financial support, which can often meet the grade requirements and highlight their own characteristics, while some low-star hotels are mostly pure fish, and more consideration is given to saving money. But in fact, low-star hotels need personalized appearance and unforgettable corporate characteristics. Judging from the absolute number of tourists, low-star hotels have advantages. Personalization is undoubtedly a good way to stand out from the fierce competition.

Thirdly, some suggestions on improving and perfecting the personalized service of hotels.

1. decorate the hotel with heart.

Guests of any consumption level know how to choose a hotel according to their lifestyle, reflecting their needs and tastes. Hotel decoration should be integrated into the feeling of home, and adopt natural and simple design to create a comfortable atmosphere, so that guests have enough space for relaxation and freedom. In view of the target market, adapt to the changing market demand, try to avoid similarities, boldly innovate and highlight humanization in order to gain competitive advantage.

2. Improve the hotel information management system

Hotel information management is very important. Perfect and smooth information management system can not only improve the efficiency of the hotel, but also bring more potential benefits to the hotel. For example, the establishment of a complete customer history file will not only facilitate the service personnel to provide effective personalized services in time, but also stabilize and expand the hotel's customer base.

3. Personalized service institutionalization

Personalized service is inseparable from service details, and the pursuit of service details can make personalized service more specific. It is a necessary process to determine the details of some mature personalized services through the system, so as to upgrade the personalized service of service personnel to the characteristic operation of the whole hotel, and change the occasional personalized service into the regular characteristic service to win more guests. Moreover, it is necessary to establish a good incentive mechanism to encourage employees to innovate constantly, so that good experiences can be effectively promoted and continuously improved, forming a virtuous circle.

4. Stabilize the labor force

At present, the hotel staff flow beyond the reasonable range, which not only increases the training cost of the hotel, but also makes the service quality unstable. There are realistic economic reasons and profound social reasons, but if hotel enterprises can create a corporate culture that allows employees to realize their own values in their respective posts and attach importance to long-term gradual training for employees, it will naturally play a positive role in stabilizing the workforce.

5. Humanized management

Management is the most powerful logistics supporter of front-line service personnel, and this support is mutual. Therefore, in order to provide personalized service to guests, hotels must carry out humanized management of employees. Let employees truly feel the respect and care of managers for their personality, and establish the same values among employees, so as to make employees glow with the greatest enthusiasm for work and promote the realization of various management functions and the collective efficiency of the hotel. Study on the Relationship between Standardization and Individualization of Hotel Services: Analysis of Difference and Dialectical Relationship I. Analysis of Difference between Standardization and Individualization of Hotel Services; Standardization and personalization complement each other, but there are some differences between them. They have different starting points, different service operations and different effects.

1, standardized services focus on norms and procedures, and personalized services emphasize the flexibility and pertinence of services. Hotel standardization is a systematic project, which consists of every closely connected link. The service personnel have demonstrated good service skills and skills in the whole process and every link of the reception service. Taking restaurant service as an example, the service starts from the procurement, acceptance and scientific storage of raw materials, while cutting and cooking are the intermediate links, and the terminal is in the restaurant. However, the restaurant service constitutes a subsystem, which has a set of standard requirements for welcoming guests, attracting guests to their seats, providing menus, listening to guests' orders, serving dishes, delivering dishes and pouring wine. It pays attention to the norms and procedures of operation, ensuring that the actions of the whole service process are as smooth as running water, giving people a pleasing feeling. Personalized service is manifested in that the service personnel always stand in the position of the guests, think about what the guests think, worry about what the guests are anxious, consciously downplay themselves and strengthen their sense of service, so as to put themselves in the guest's shoes without hesitation. In this way, in the face of all kinds of guests with differences between China and foreign countries, north and south, many personality differences and different endowments, and the ever-changing situation at different times and different occasions, we can carefully observe the words and deeds of guests, grasp the particularity of each guest, adopt flexible service skills, and provide targeted personalized services according to time, place and subjective and objective conditions. For example, a foreign couple took a 4-year-old boy to a restaurant for dinner, and the child suddenly lost his temper and burst into tears. His parents tried their best to coax him, making four people fidgety. At this time, a waiter in a restaurant used his quick wits and came up with his own juggling skills. He first threw ice cubes with his hands in turn, then picked up a tray and skillfully rotated it on his fingers. Finally, he made the little boy laugh through tears and solved the "crisis". Another example is in national hotel, where a very fat guest came one day. Considering that the single bed was too narrow for him, the room attendant took the initiative to put the two beds together when the guests went out to eat. When the guests came back, they were greatly moved by this scene. When he left the shop a few days later, he said that he would go back and forth to Beijing and would definitely live in national hotel. In the above example, the behavior of the two waiters is not stipulated in the service specification, but they are good at caring for each other and taking the initiative to solve problems for the guests within their power, and achieved ideal results. Most flexible services do not require high skills, but they are unpredictable and unpredictable. Therefore, it first requires the waiter to have the consciousness of actively serving the guests, so as to be sincere, sharp-eyed, eloquent, diligent and quick-handed. 2. The standardization of hotel services emphasizes the overall image and efficiency, while the individualization advocates subjective initiative and efficiency. The particularity of "people" as the business object determines the great significance of the overall image of the hotel industry. It is not only a necessary means to adapt to the current market competition, but also a long-term plan for the hotel's own development. Service quality is a mirror, and guests only perceive the image of the hotel from these specific services. The standardization of service makes the whole hotel work as orderly as the assembly line of the factory, ensuring the interlocking and normalization of reception work. In the whole service, every post and every project need the standardized operation of the waiter, and there is no room for any mistake in any link; If it is wrong, it will be difficult for others to make up for it. Hotel staff operate according to post specifications and procedures, from guest reservation and airport reception, to sliding door reception, check-in, baggage delivery and catering service after guests arrive, until guests leave the hotel, so that guests can feel standardized, thoughtful and coherent service. It is not difficult to imagine how serious the complaints will be after the guests buy a hotel product with irregular operation skills and poor service. Efficiency is the main body of service quantification standard. It can be absolutely said that standards without time standards are not standards. According to the operation process, the hotel front desk can quickly check in, arrange check-in and check-out, and the restaurant can serve food within the specified time, which are the performance of standard service efficiency. Personalized service advocates more active service and hotel welfare. There is an old saying in China, "details see spirit", and the hotel industry pays attention to "details see personality" to satisfy guests with thoughtful and efficient value-added services. If we can not let go of the nuances in the service work, we will certainly receive good results. An Australian guest stayed at Sheraton Tianjin Hotel. When he went out, he left a dress with a button off in his room. When I came back at night, I found that the buttons had been nailed and the clothes were neatly placed there. It turned out that when the attendant cleaned the room, he found a button missing from the guest's shirt. Without any supervision and requirements, he took the initiative to pick up a needle and thread and chose the same button to nail it. The guests were very moved. He said, "I've lost this button for a long time. Unexpectedly, the day after I moved into your store, the waitress took the initiative to nail it. Your's service is really meticulous! " It can also be seen that the subtle and active personalized service of the service staff is thoughtful for this guest and can impress and impress the guest more than other standardized services. If we look at the immediate economic benefits, the labor cost of personalized service is much higher than that of standardized service, but it can get a good social effect of the hotel, thus obtaining the long-term benefits of the hotel. 3. Standardized service pays attention to applause, and personalized service is the icing on the cake. In order to be in an invincible position in the competition of market economy and maintain long-term economic benefits and lasting charm, it is necessary to position the market image of hotels. A well-equipped, elegant, comfortable, hygienic and safe environment can certainly attract guests, but it still depends on service to get their appreciation. Scientific and standardized service is the premise of ensuring high-quality service. Standardized operation and skilled service skills are favored by the public and can also win their welcome. Personalized service is icing on the cake. Need extraordinary personalized service. The so-called extraordinary service is to meet the accidental, personalized and special needs of guests in an unconventional way. This is the easiest way to impress guests, leave a good impression on them and naturally attract repeat customers. Known as the "world's best hotel champion", Oriental Hotel Bangkok often spares no effort to meet the needs of its guests. When the new york Symphony Orchestra of the United States visited Bangkok, the hotel learned that Zhubin Mette, the artist of the orchestra, loved mangoes and crickets, and sent people to the countryside of Thailand to find mangoes that had already fallen out of the market for him. Then, through diplomatic channels, I got the video of the cricket match held not long ago. Of course, in this way, it is not difficult for people to understand why Mette and his 106 people refused the proposal of free accommodation in other high-end hotels in Bangkok and would rather spend money to stay in the "East". 4. Standardized service requires a clear sense of organization and group, a strong sense of responsibility and a rigorous work attitude; Personalized service needs strong emotional factors and stronger emotional input. After the hotel has formulated the service standards, norms and procedures, it must require the service personnel to strictly implement them in the service process to ensure the consistency and integrity of the whole service process. In addition, the superior leader of the hotel must make every employee understand that the job responsibilities also include the handover to and from work and the coordination of employees at the same level. Therefore, waiters need to have a clear sense of organization and group, a strong sense of responsibility and a serious and rigorous work attitude, especially in the departments and links related to the property and personal safety of guests, and they should be meticulous and not be negligent. With the hotel's service standards and standardized operation, it does not mean that there will be first-class service. Only when the service personnel put their feelings into the service of one recruit, one type and one person, truly treat the guests as flesh and blood, and truly understand and care from the heart can they make their services more humanized and make the guests feel more cordial, so as to realize the service level of the hotel. A snowy winter, Holiday Inn Lido lived in a "neat" foreign old lady. She asked the waiter to take off her shoes before entering her room. Hou Yaozong, the waiter, fully understood the guest's mood and took off her shoes without hesitation. The water on the marble floor of the bathroom soaked the soles of her socks, which made her feel terrible, but she worked meticulously for several days. The old lady who never praised any hotel left a sentence when she left Lido: "Lido Hotel is good!" " "This kind of rare evaluation is exchanged by high-quality waiters with their emotional services. 2. Analysis of the dialectical relationship between hotel service standardization and personalization: hotel service standardization and personalization are different, interdependent and transformed. Service personalization is a necessary preparation for post-service standardization, which consolidates the achievements of personalized service and opens up a new way for personalized service. The personalization of 1. service comes from standardization, which is higher than standardization. In order to meet the requirements of personalized service, first of all, there must be a good standardized service as the premise and foundation. Personalized service and standardized service are mutually promoting and transforming. Personalized service must be based on standardized service, the former originates from the latter and is higher than the latter. Without the basis of standardized services, it is undoubtedly a waste of time to talk about personalized services. However, if hotels (especially high-class hotels) only stay in standardized services, are satisfied with standardized services and do not develop personalized services, then the management and quality of hotels will be difficult to improve. 2. Different star hotels have different emphases on the standardization and personalization of their services. Different personalized services and standard services have different requirements for different levels of hotels. Generally speaking, low-star hotels pay attention to standardized services, lay a good foundation, and then carry out personalized services on this basis; High-star hotels should pay attention to personalized service, strive to achieve high quality and efficiency, improve hotel service quality, and then enhance product competitiveness. 3. Post-standardization of personalized services For some mature personalized services based on standardization, specifications that meet the requirements of personalized services can be gradually established, that is, post-standardization of personalized services. Standard service is developing to personalized service. With the improvement of the overall service level, some mature and conventional personalized services can be included in the category of standard services. This requires the collection and collation of personalized services, and then systematic standardization, making it one of the standards of hotel services. On this basis, we also explore new personalized services to push hotel services to a new level. A, collect personal tracking services when the hotel receives guests, and carefully record the guests' hobbies, eating habits, consumption characteristics, and even living habits and hobbies as personal material files of the guests, so as to give special care when staying again. Hotel managers should strengthen on-site management in their daily work, look for typical cases of "personality" from front-line services, and organize managers of various positions to sort them out and form words in different categories after accumulating to a certain extent. For example, the Ritz-Carlton Hotel, the only hotel in the hotel industry that won the highest quality award from American enterprises, has truly reached the highest standards in personalized service. There are 240,000 repeat customers in the store, everyone has a personalized file, and everyone can get satisfactory personalized service. High-level personalized service will also actively stimulate the potential requirements of guests and achieve personalized satisfaction. B, the system specification will sort out and summarize the typical cases, then sort them out and promote them, and apply them to the front-line work. According to the different working procedures and requirements of each post, it is constantly supplemented, revised and improved in practice, thus forming a systematic and standardized material as a standard for measuring and evaluating service quality. Service standards should be formulated accurately, which is convenient for service personnel to implement in the service process. Hotel service is different from other industrial products and can be measured by specific parameters, but the specific methods, steps and requirements in the service process must be described as quantitatively as possible. C. Excavation and development With the progress and development of society, people's requirements for comfort are getting higher and higher. They constantly put forward new requirements for hotel services. Therefore, after standardizing the universal personalized service, hotels should actively seek new personalized services to meet the changing needs of guests as much as possible. Loyal repeat customers are mainly won through personalized service rather than standardized service. Hotel service is a special commodity, which is intangible and unstable. Due to the influence of personality, mood, service ability, consciousness and many other factors, the following situations may occur in the specific service: different waiters provide different service quality to the guests of the same project; The service quality provided by the same waiter for different guests of the same project is different. In order to ensure that the hotel service quality is in a high-quality and constant state, a set of standard service specifications must be formulated. However, to provide high-quality service for guests, we should not only stay in the standard specification, but also reflect in the deeper connotation, that is, personalized service. Personalized service greatly enriches the connotation of quality service, and it is a superb art with flexibility and creativity. Flexibility lies in not copying the rules and regulations of hotel services, which vary from person to person and from time to time; The originality lies in the fact that the service provided to the guests is beyond the contents of the hotel service specification. Standardized service is like a shell, and personalized service is the soul. The standardization and individualization of services are complementary and mutually reinforcing. Therefore, on the one hand, hotels should strictly require service personnel to implement service standards and cultivate their good habits of consciously observing norms; On the other hand, we should encourage and guide them to use norms and standards flexibly, so that their daily operations can be sublimated into personalized services. Loyal to the standard, higher than the standard, which constitutes the hotel's quality service. If a hotel only has standard services, it is impossible to rank among the world-class hotels in any case.

On the "1234" rule of hotel personalized service

At present, many hotels have put forward the slogan of personalized service, but they only stay in words or some superficial remarks, and have not really penetrated the concept of personalized service into the daily management and service of hotels. The principle of "1234" of personalized service can provide reference for the hotel industry. First, a clear goal means that the hotel must let all employees really understand why to provide personalized service? Wilson, the founder of Holiday Group, has a famous saying: Without happy employees, there will be no happy guests. After entering the 2 1 century, this sentence can be changed to: without happy employees, there will be no happy guests, and without happy guests, there will be no happy employees. Personalized service can surprise guests and make them happy. Personalized service is of great significance for hotels, especially high-star hotels, to improve the return rate of guests and enhance the competitiveness of hotels. Hotel personalized service has become a beacon for the hotel industry to develop in depth and a powerful driving force for high-star hotels to strengthen their brand image. Second, two guarantees and two guarantees include customer information protection and employee ability protection. First of all, in order to provide personalized service, the hotel must let all employees fully understand the customer information, so as to know fairly well and customize the service. For this reason, the hotel should mobilize all employees to collect all kinds of customer information through various channels, use advanced information management systems, such as PSM system, establish customer history files, and at the same time let employees know the files of upcoming guests, especially VIP guests, through early meetings and other means, and make arrangements in advance to be aware of them. Secondly, hotel employees must have the awareness and ability to provide personalized service. On the one hand, hotels should establish relatively flexible organizations and various effective incentive mechanisms, so that employees can take the initiative and have time to provide personalized services to their guests. On the other hand, hotels should strengthen the cultivation of employees' personalized service ability. Third, the "three special" opportunities are "special requirements", "special circumstances" and "special people". 1. "Special requirements" refers to the special requirements put forward by the guests that are beyond the normal service scope. For example, if a guest wants to order a dish that is not on the menu, or ask you to help him contact a well-known local entrepreneur, this is actually a "special request". At this time, the hotel should realize that this is a good opportunity to provide personalized service, and should take pains to meet the requirements of the guests on the premise of "not violating the principle" and "allowing conditions", then your service will have another "charm factor" to win the satisfaction of the guests. Second, "special circumstances", which are the invisible needs of guests carefully discovered by employees. For example, today is the national day of the guest's country, which happens to be the birthday of the guest, and a dining guest has a runny nose (caught a cold) ... These are all good opportunities to provide personalized service for the guests. Third, "special people", which is the particularity of the service object. Such as hotel guests, children, sick and disabled guests, etc. Actually, as long as you can observe carefully, everyone is special. The only question is what do you want-to save trouble or surprise the guests. All these "three special" opportunities are good opportunities for hotels to provide personalized services. Hotels should create conditions and form a system to encourage employees to seize these opportunities and provide just the right personalized service. Fourth, four misunderstandings Misunderstanding 1: Providing personalized services will increase operating costs. Some hotel executives believe that providing personalized service requires hiring more employees and increasing expenses, which is often not worth the candle. There is no denying that providing personalized service may increase some expenses, but these expenses are more manifested as emotional investment, which will bring unexpected returns to the hotel. Myth 2: Providing personalized service means setting up special posts or providing special services. With the continuous development of hotel golden key, some people think that providing personalized service means setting up positions such as hotel golden key and personal butler, or adding more service items for guests to choose from, or even setting up a special organization to take charge of it, and forming a group of special teams to provide personalized services for individuals. The establishment of personal butler and hotel golden key is indeed a way to provide personalized service, especially the golden key service has become a symbol of personalized service in high-end hotels around the world. However, providing personalized services is far more than that. Setting up special posts or providing special services is just one of many ways, and hotels cannot be limited to these aspects. Hotel personalized service runs through all aspects of hotel management and the whole process of hotel management and service, and should be reflected in every employee. Myth 3: Providing personalized service is exactly what high-star hotels need. In fact, no matter what level of hotels, they are all facing the same problem, that is, constantly improving the quality of service. Providing personalized service is an inevitable requirement after the hotel service quality has been improved to a certain extent. Although low-star hotels are limited by facilities, equipment and services, the service quality cannot be discounted. Myth 4: Personalized service is only provided for some guests. People who have this misunderstanding think that personalized service is a special service specially provided for some special guests, such as guests with identity, status and fame who have made great contributions to the hotel. Doing so will only lead to employees not providing their due services equally, hurting the hearts of those who are treated unfairly and greatly damaging the image of the hotel. Hotel service for guests is to serve all the guests who come to the hotel, regardless of their background, status and economic situation. Therefore, personalized service should not only be aimed at some guests, but should be aimed at every guest who comes to the hotel.