How to be a good hotel general manager (2)

Dare to face yourself and learn from yourself

1. Don’t give yourself any reasons

Don’t give yourself any reasons, because as a general manager, you cannot change The only one who can change the environment is yourself. As a general manager, you must face up to your own mistakes and weaknesses so that you can take control of them. If you have a "powerless" mentality, you will definitely have no chance of winning the decisive battle.

Just like Marriott, keep learning from your mistakes so that you can continue to grow and improve. Criticisms from bosses and colleagues and reflections on ourselves make us more sober.

It is normal to have emotions when facing setbacks, but the goal is to run the hotel well, not to make yourself feel good. In the face of competition, many judgments are unhelpful, such as the impact of the off-season, product problems, or doubts about one's own abilities. These judgments do not help the general manager achieve his goals. As a general manager, if you regard pursuing goals as your attitude in life, you can always distinguish the concepts, mentality and information that are truly beneficial to you.

2 Self-cultivation, no room for sloppiness

I think that being cautious and walking on thin ice is indeed a true portrayal of a general manager of a limited-service hotel. The high demands placed on ourselves as general managers prompt us to constantly summarize ourselves. The process of career is a process of self-cultivation.

It takes great courage to dare to admit your mistakes and face your weaknesses. We need to keep making breakthroughs without any room for slackness or sloppiness. Only with courage and knowledge can you do a good job in sales

1. Be a scout first, then a strategist

We need the courage to be like a wolf and a tiger, but in the face of bad markets and indicators, Despite the pressure, we also need to calm down and see if we are doing the right thing.

As the general manager of a limited-service hotel, there are not so many functional departments and assistants to help you make suggestions, so you are required to become a strategic person yourself.

To become a strategic general manager, you must become a scout beforehand. The key to sales decision-making lies in your understanding of the region and market;

You must first understand area, you and your team must travel through the streets and alleys around the hotel, inspecting the surrounding companies, businesses and residential areas one by one, and do not miss any small road or deep alley; you must draw a strategic map and clearly mark each Business buildings on the road, the location and second-hand housing prices of each residential area, the consumption level and customer sources of each entertainment venue;

Secondly, you must understand your competitors and visit your competitors one by one. Not only must you understand Some information about competitors, and more importantly, making friends with competitors and becoming long-term partners. They can teach you a lot.

Ultimately, you need to understand your guests and learn from your guests. Not only listen to their views on products, sales, and services; more importantly, understand where they come from, why they come, and when they come.

2. Foresight and long-term planning

Today’s sales are for tomorrow, and today’s efforts are to lay the foundation for tomorrow. What kind of customer source structure, occupancy rate and average house price we hope for tomorrow are closely related to what we are doing today.

As a general manager, you should always stay awake when facing the pressure of indicators. Some customers are only temporary and cannot guarantee the hotel's long-term profits.

We have learned about revenue management and frequent flyer programs. The general manager should have a better understanding of what he should do. When business is bad, where should we focus our work? Development teams or company visits? When business is good, how to strengthen management to optimize your customer source structure and increase the hotel's revenue?

< p> Your subordinates will be eager for quick success, but as the general manager, you must always stand on the front line and clearly understand what is the correct way to do things.

3 platoons of infantry formations, strict military discipline, and good commanders

Limited service hotels do not have sales managers, so the general manager must visit the sales front line to personally supervise and direct operations.

Full-staff sales requires the general manager to mobilize all available resources and forces. Often, the general manager will face some pressure from within. At this time, the general manager needs firmness and courage.

Instill in employees the concept of all-staff sales, let employees feel the pressure of targets with you, and do not let employees feel that you have no choice but to let them do sales work.

Directing sales is the same as directing battles. General managers need to have strict military discipline and courage. Subordinates' inertia and excuse-making in the face of difficulties are weaknesses that they need to break through in their growth process. As a general manager, you cannot give in easily.

Clearly issue indicators, as well as the review standards for indicators, and the procedures and standards for rewards and punishments; implement them to the letter.

Sometimes subordinates will propose false solutions, and the general manager must not give in. For example: Sometimes you cannot allow your subordinates to recharge the agreement with only a signature but no seal, or only a fax without the original.