What are the specific measures to improve hotel competitiveness?

1. Establish a hotel brand. Carry forward brand culture

A brand is a well-known name that represents a certain product or service. It is the most important intangible asset of a hotel and the basis for the hotel to establish competitive advantages and future profits. Having a strong brand is the source of a hotel's competitiveness, and it can create long-term excellent business performance for the hotel.

Brand has the function of enhancing hotel value. The more distinctive the brand characteristics are, the easier it is to gain customers' recognition, and the more it can enhance customers' purchasing confidence and loyalty. Hotel brand culture embodies the hotel's business ideas and marketing concepts. It is an important part of the hotel culture and a window for the hotel culture to radiate to the outside world. It can be said that hotel brand culture is the crystallization of hotel values. The cultivation of a successful brand cannot be formed by advertising alone. It must first cultivate an excellent brand culture, requiring all hotel employees to comply with the beliefs and behaviors based on the hotel's specific brand, with high value and added value. Service quality, fulfill the hotel's brand promise to customers, and achieve 100% customer satisfaction. Therefore, hotel culture plays a decisive role in the competitiveness of hotels.

2. Provide standardization. Toward personalized hotel services

Updating the concept of competition and re-understanding the nature of competition are the prerequisites for the hotel industry to win in global competition. Service standardization is an insurmountable stage. Standardization is the foundation and personalization is the trend. Such as the "quantitative management" model of Zhuhai Resort. For a long time, Zhuhai Resort has adhered to two standards. First, the front office service adheres to the "359" standard, with a time limit of 3 minutes for check-in reception, 5 minutes for checkout, and 9 minutes for check-out in the villa area; the catering service adheres to the "15·15-20" standard: 15 minutes for the first dish, 15 minutes for the guest room It takes 15 minutes to deliver meals and 20 minutes to deliver meals in the villa area.

On the basis of standardization, we should strive for personalization. The famous management strategist Joseph Pine wrote in his book "Scale Customization: The New Frontier of Competition in the 2l Century": The 20th century is the century of mass production and assembly lines, while the 2l century is the century of large-scale E-provision. The century of personalized service. The key to achieving this goal is to provide customers with tailor-made personalized services (customized services) on the basis of high efficiency. As a new service method, customized services are mainly characterized by being customer demand-oriented and supported by modern information technology and flexible management methods.

Core competitiveness is a kind of knowledge and skills that have been integrated within an organization. It is a summary of the company's internal knowledge on how to coordinate complex production skills and multiple key business processes. It is an enterprise's ability to compete in a certain market. Competence resources that have long-term competitive advantages. Many successful companies at home and abroad benefit to a large extent from the use of their strong core competitiveness.

The customized service model requires hotel employees to not only understand the guests' essential, basic, static and explicit needs, but also analyze and study the guests' individual, special and dynamic needs. and implicit needs. The emphasis is on serving guests with heart, requiring a deep understanding of the guest's mentality, carefully observing the guest's behavior, patiently listening to the guest's request, sincerely providing sincere service, and paying attention to interactive communication and emotional exchange during the service process. Customized services are based on improving customer satisfaction as the basic criterion, and pursue the ultimate result.

3. Cultivate a talent team with complete organizational levels

Human resources are the most valuable of all hotel resources and the most active and positive factor among production factors. It is the main object of hotel management. Konosuke Matsushita said that Panasonic's main product is talent. under market economy conditions. Whoever has talent owns tomorrow. Human resources training in the hotel industry is divided into two parts: training of leading management talents and training of ordinary employees.

Create a group of leading talents with forward-looking vision, systematic thinking and innovative ideas in hotel management to lead the right direction for hotel management and enhance its ability to survive in the face of fierce competition. In a region where Asian cultural values ??are the core dominant force, the importance of leaders cannot be overemphasized. Success or failure depends on the whole system. Liu Chuanzhi, President of Lenovo, knows this well. In his famous Liu's "Three Major Management "Magic Weapon" puts "building a team" at the forefront. He believes that the top leader is the core of a capable team and the key to promoting the development of an enterprise.

This is especially true for hotel management. The reason why Shanghai Hyatt Hotel became so powerful in Shanghai in a short period of time is directly related to the decision-making of its president Wang Baochen. Fortune in November 1999 The forum was held in Shanghai, and the renovation of the Hyatt Hotel had just begun a few months ago. According to common sense, such a large project could be completed in just a few months, which was almost impossible. However, he defied all opinions and used various means. The construction work was stepped up, and the final decoration work of the hotel was completed before the forum. Everyone who participated in the forum could also successfully stay in the "China's No. 1" hotel brand. With the convening of the Fortune Forum, it became famous far and wide, and the Hyatt Hotel was established from then on. It has established its pivotal position in Shanghai’s hotel industry. It can be seen that the leadership role of the core figures of the enterprise is crucial to the enterprise. To a certain extent, the competition among enterprises is actually a quality competition among leaders.