Hotel management books

This is a book that I can't wait to share with you before I finish reading it.

From nothing to running the world's top industry benchmark hotel, from a mason's son to a hotel crocodile, this autobiography of Sharp, the founder of Four Seasons Hotel, is suitable for everyone who is eager to make progress to take the time to read.

Reading such an autobiography is like having afternoon tea with a master. You can touch the author's heart face to face and draw nutrition from their most direct thinking and choices.

In this book, Sharp introduces the four seasons from a motel in Canada to the largest luxury hotel brand in the world from the perspective of self-examination. Among them, what I want to share most is: Sharp's methods to deal with the crisis every time in hotel management.

Over the past 60 years, Four Seasons Hotel has encountered many critical moments, which have passed smoothly, such as the economic depression caused by the Gulf War and the "9. 1 1" incident. The book mainly introduces Sharp's choice in the face of two major crises. In the face of the crisis, Sharp's approach is very special. He doesn't fight price wars or lay off employees. Other companies are cutting costs and lowering service standards. Instead, he increased investment and improved service standards. When necessary, he even used his own shares in the company as a guarantee to increase the loan to accomplish this.

"Trouble is an opportunity in disguise", which is what Sharp often says to the company. This is similar to what kazuo inamori said, "treating depression as an opportunity for growth". Kazuo inamori said that if Kyocera is a bamboo, then when the economy is booming, this bamboo is just growing. When the crisis comes, the unity of employees will form a "knot" on this bamboo, and enterprises will grow rapidly. The more such "festivals", the better the enterprise will be. In fact, the company is like this, and so is the individual.

However, in a sense, this is just an attitude towards trouble, not a specific strategy. Specific strategies are easy to find, but a firm and consistent attitude is the most difficult. While reading this book, I have been thinking about this question: in the face of the same crisis, such as the current epidemic, can these great men always adhere to their consistent attitude, calmly respond and do their best? However, some people are eager to find the so-called turning point in the crisis and fall into endless anxiety? If Sharp and kazuo inamori's famous saying is chicken soup, then I want to think this question clearly before I can drink soup with a spoon.

The answer I want to find out is: ambition has direction, and work is in daily life.

What is intention orientation?

Amazon founder Bezos once told the media that he was often asked a question: "What will happen in the next decade?" But few people ask, "What will remain the same in the next decade?"

If Sharp is asked to answer this question, the answer must be: create memories for guests, and the positioning of this Four Seasons hotel will never change. The best memory for customers is Sharp's ambition for the four seasons. From the initial decision to create a hotel, I was in no hurry because of my positioning; Because of the guidance, it is like holding a compass when you are in trouble, avoiding the worry of being swayed by considerations of gain and loss.

The core of Four Seasons Hotel is to listen to customers' voices, and care and love for customers is the source of all service improvement. Because we don't focus on squeezing customers dry, we don't need gimmicks, tricks and flashy marketing methods in the four seasons; Instead, it provides cost-effective super services; Then win the high-priced feedback from the market and open the distance with competitors in time.

Of course, you may say: it's not that we don't stick to our ambitions, but that the market is changing rapidly. Living in the present is the most important thing, isn't it? Yes, so this involves the second thing mentioned above: work in daily life.

In the torrent of society, it is not enough to know the direction of steady progress. There is no flat bridge on the road to the other side, only some stone piers that you can or cannot reach. Every step forward, you have to conserve your strength to ensure that you can jump at the next stone pier and land smoothly. In the commercial society, the so-called energy is also grain and grass.

In an interview with Hua Shan, the helmsman of China, on how to survive this epidemic crisis, I was deeply impressed by a traditional saving tradition in China: "Three-year accumulation". After planting for three years, you saved one year's grain. There is food in the warehouse, so I don't panic. Just like Sharp, the founder of Four Seasons Hotel, can keep calm in crisis after crisis, isn't it because he has the confidence of capital? This capital not only refers to the amount on the account, but also refers to the improvement of personal daily ability and the polishing of enterprise's ability to resist risks. Kazuo inamori also said that regarding the depression as an opportunity, it is important to build a high-yield business physique.

I don't know when it started. We can't escape from an animal called Speed, and even enjoy dancing with it. Learn fast, start a business fast, grow crops fast, use fertilizers fast, do things fast, and get married fast. ...

So we have no time to analyze the situation, and we have no time to ponder what we want. As everyone knows, what we see is the efforts of others over the years. However, few people will tell you how people embark on a journey step by step in our invisible daily life.

We often say that gold always shines. But in reality, people often think most about how to shine, not how to turn into gold.

After the outbreak, many people called it "black swan". In fact, every crisis is not accidental, natural disasters, man-made disasters, wars ... every once in a while, there will always be new accidents. It is usually not what we are doing now, but what we were doing three years ago, five years ago or even earlier that determines whether we can survive in the end. At the same time, we should also understand that what we do today and what we do today will determine what kind of state we will be in five years.

Speaking of which, do you have a different understanding of what you are doing now?