How to control the cost of guest rooms?

Several important factors in hotel room cost control \x0d\\x0d\ "Increasing revenue and reducing expenditure" is an eternal topic in hotel management, and "tapping potential and creating efficiency" is the constant theme of hotel management. In today's fierce competition in the hotel industry, as a hotel manager, how do you put "increase revenue and reduce expenditure" into practice, how do you turn "exploiting potential and creating efficiency" into reality, how do you strengthen internal management and improve economic benefits? How to improve the core competitiveness of hotels? Next, I would like to talk about my own understanding of several important factors in hotel guest room cost control for reference by hotel colleagues:\x0d\\x0d\Links where costs are out of control\x0d\Generally speaking, hotel room cost management involves There are many parts, personnel, and links. If not strictly managed, it is easy to get out of control. To sum up, there are roughly the following aspects: \x0d\\x0d\ 1. Procurement Management \x0d\\x0d\ The purchase of guest supplies is the guest room management The primary material basis of activities, it directly determines the quality of room service work and the efficiency of the hotel. However, in this aspect of procurement management, problems such as not following the principle of quantity, cost, and profit often arise, and the optimal procurement quantity, price, location, time, etc. cannot be determined reasonably and effectively, which inadvertently causes loss and waste in cost accounting. For example, disposable items are items with large usage and limited storage time. It is particularly critical to determine the reasonable purchase time and quantity. If the quantity purchased at one time is too large, it will not only accumulate working capital, but also easily cause the items to be used beyond the expiry date, which is a bad behavior that costs money and delays things. If the quantity purchased is too small, although the flow of funds will be strengthened, this method of breaking up the purchase into parts will , in terms of the cost of transportation, storage and other purchases, there has been repeated waste. Moreover, these items all have the hotel's logo and the packaging is relatively unique. There are also board-making problems in production and production, and frequent purchases and changes of manufacturers , only in board making and packaging, it is a big waste in itself. Another example: when purchasing cotton fabrics, no matter how large a quantity is purchased at one time, especially bedding, there is a cost calculation problem whether to purchase finished products or to process the materials by ourselves. In addition, the quality of incoming goods (including equipment quality), such as the service life of light bulbs, water valves, and vacuum cleaners, etc., all determine the cost. \x0d\It can be seen that how to combine actual needs, implement high-quality procurement and purchase in batches to ensure effective cost control of customer supplies is particularly important. \x0d\\x0d\ 2. Human Resources Management \x0d\\x0d\ Since the room department covers a large area of ??the hotel, and employees generally account for more than 30% of the total number of employees in the hotel, labor costs are a major item in the operating and management expenses of the room department. Therefore, human resources management cannot be ignored. The main reasons for its loss of control are: 1. The labor efficiency of personnel is not high. Due to poor personnel quality, lack of strict on-the-job training, unreasonable layout of some facilities, insufficient use of advanced equipment, etc., the potential of the labor force cannot be fully exploited, resulting in a waste of human resources and increased operating costs. As an operation manager, you should see that improving employee work efficiency is the key to controlling labor costs. 2. Poor management level. Due to the lack of complete operating procedures and clear job responsibilities, low-efficiency areas have appeared within the department. In addition, the staffing quota is unreasonable, the full-load workload quota cannot be implemented according to needs, and the labor deployment lacks flexibility, resulting in the inability to adjust the labor force according to the needs. Due to changes in the market and the needs of business during off-peak and peak seasons, reasonable staffing, shift arrangements and flexible working systems are also a major reason for the increase in labor costs. 3. As the frequency of employee turnover increases, labor costs increase. Due to the frequent turnover of personnel, guest rooms have increased investment in recruitment, training, supervision, etc., which has also led to an increase in guest room costs. It is difficult to control labor costs. We must conscientiously implement and strictly abide by various operation and management systems, fully mobilize the enthusiasm of employees, give full play to people's subjective initiative, tap people's potential, and achieve the purpose of reducing costs. \x0d\\x0d\ 3. Item Control \x0d\\x0d\ Most hotels distribute disposable items according to standard usage. Although they meet the needs of guests, there is a hidden cost waste. For example, do all soaps opened by hotel guests need to be replaced? Do guests’ leftover toilet paper and single guests’ toothbrushes need to be replaced once a day? In addition, whether the clean and intact soap box and bath liquid are recycled and reused is a loss of cost. In short, disposable items must be distributed according to actual usage, otherwise, material control will fail and items will be lost.

\x0d\\x0d\ 4. Maintenance of equipment and facilities \x0d\\x0d\ The equipment in the guest room department not only has many types, large quantities, and high frequency of use, but also ranks among the top hotels in terms of capital usage. In equipment maintenance, if you do not adhere to the principle of prevention first, do not strengthen daily maintenance and regular inspections, and cannot make minor repairs and repairs as they occur, it will inevitably increase the speed of equipment damage, reduce the use cycle, and increase equipment replacement. Frequency will not only cause a lot of cost waste, but also seriously affect the hotel's service quality. \x0d\In addition, the housekeeping department should pay attention to cultivating part-time maintenance personnel in this department. Through professional knowledge training, they can perform simple maintenance and maintenance of some equipment and facilities, as well as equipment that needs minor repairs, and handle them in a timely manner. In this way, work efficiency is improved, maintenance costs are reduced, and the service life of equipment and facilities is extended. \x0d\\x0d\ 5. Energy Management \x0d\\x0d\ The housekeeping department consumes a large amount of energy every day, some of which are necessary (normal use of guests), and some are often caused by loss of control, such as basins and bathtubs. , long running water in the toilet; constant lights in the room and bathroom; air conditioners and thermos hot water steaming in vacant rooms are available 24 hours a day (can be prepared four hours before the guest arrives); when the waiter cleans the bathroom, the lights in the room are turned off. Timely shutdown, etc. also generate intangible cost waste in the invisible energy consumption. \x0d\\x0d\ 6. Supplies Management \x0d\\x0d\ The management of supplies in guest rooms is an important link in strengthening cost control. Thousands of supplies are moved, used and kept every day. If you are slightly neglected, things like this will happen. Problems such as cross-contamination, improper cleaning, scratches during transportation and washing, moisture and mold during storage, etc., cause increased operating costs. Can end-of-life items be reused? For example, discarded bed sheets are turned into pillowcases, single-sided damaged pillowcases are combined into one, etc. The impact of spare parts management on costs is also an aspect we cannot ignore. \x0d\\x0d\Misunderstandings in cost control\x0d\Cost control is a very important link in the operation and management of the modern hotel industry. However, the so-called control does not mean blindly "picking" or "squeezing", but to control those unreasonable expenses. Don't let costs affect service quality. This is a misunderstanding in hotel cost control. These misunderstandings are systematically summarized and mainly include the following points: \x0d\\x0d\ 1. Lowering the hotel's reception standards due to cost control \x0d\\x0d\For hotels, their services should have strict standards and cannot be lowered at will. Otherwise, it will damage the interests of guests and the hotel's own image; in addition, if one-sided pursuit of cost reduction is unrealistic, This will cause hotel operations to fall into a vicious cycle. For example: ① Randomly reduce the supply of guest room supplies. ② Randomly lowering product quality, replacing high-quality and high-priced raw materials with low-priced raw materials, lowering the grade of raw materials when purchasing food, reducing ingredient quotas during processing, etc. These practices have enabled the hotel to reduce operating costs in the short term. But if things go on like this, the hotel will lose credibility and market. ③ Reduce service items at will. Although some projects cannot directly generate operating income for the hotel, they contribute to the sales of the hotel's main products and the increase in the hotel's overall revenue, and at the same time, the interests of guests are not harmed. If a hotel cancels some subtle and very necessary items to reduce costs in order to save money, it will often be counterproductive. For example, free flowers and fruit baskets should be given to luxury suites and VIP guests. Although it increases a certain cost, it can improve the service level. \x0d\\x0d\ 2. Due to excessive emphasis on cost control, equipment and facilities are reported damaged in advance and cannot reach the expected service life\x0d\\x0d\ On the issue of equipment repair and maintenance, the housekeeping department should cooperate with the engineering department Have good cooperation to formulate a repair and maintenance plan for hotel guest room equipment and facilities and implement the plan. Don't be unwilling to spend necessary manpower and material resources, which will lead to early reporting of damage to equipment and facilities, resulting in greater waste; only by ensuring the expected service life of equipment and facilities can cost control be effectively implemented. \x0d\\x0d\ 3. Cost control cannot meet the needs of guests \x0d\\x0d\ For hotels, meeting the needs of guests is the first priority, which is also the prerequisite for the hotel to achieve its own goals. Various facilities are aging or various low-value consumables are obviously obsolete and are not replaced in time. On the surface, it may save costs and reduce expenses, but in the long run, it cannot meet the needs of guests and will ultimately damage the hotel's reputation. Benefit.

\x0d\\x0d\ 4. Excessive control of hotel operating expenses \x0d\\x0d\ Even with the development of the hotel industry today, some people still think that it is not worthwhile to spend a lot of money on publicity. If you do not spend this part of the money, you will continue to do business, which leads to the emergence of Excessive control of operating expenses. In fact, reasonable investment in operating expenses can enable hotels to gain more opportunities and make their operations more competitive.