The present situation of service quality of star-rated hotels in China is urgent! ~ ~ Thank you

Analysis on the present situation and main problems of service quality in high-star hotels

1. Status quo of high-star hotel service industry

Sampling survey statistics in recent years show that inbound tourists generally evaluate the service quality of high-star hotels in China well. In the service quality evaluation of high-star hotel services, catering services, transportation services, entertainment services, shopping services, tour guide services and post and telecommunications services in China, the highest satisfaction rate has always been high-star hotel services, and the number of people who rated "average" and above generally exceeded 90%.

The overall service quality level of high-star hotels in China has been continuously improved, and the main driving factor is (1) learning from international advanced management experience. International high-star hotel (company) groups began to enter the China market in the early 1980s. For more than 20 years, China's high-star hotel industry has continuously absorbed, digested and utilized the advanced management theories, management methods and experiences of developed countries in the international high-star hotel industry, and gradually established a high-star hotel management model suitable for China's national conditions. Drawing lessons from the international advanced management theory and experience of high-star hotels has greatly promoted the transformation of management concepts, the establishment of service concepts and quality concepts, the construction of service facilities and the implementation of service standardization, and the improvement of service quality. (2) Market competition pressure. Since the mid-1990s, the occupancy rate and profit rate of high-star hotel industry in China have basically shown a downward trend. 1998, the average profit rate of high-star hotel industry has dropped to negative (-5. 8%), and the competition in the high-star hotel market is extremely fierce. White-hot competition forces high-star hotels to re-examine their business philosophy. Many high-star hotels began to improve their service quality and win market competition with high-quality services. In this context, it is rare to ignore the guests in the early days of opening up. More and more managers began to pay attention to finding a service model suitable for the high-star hotel industry in China, and made a lot of fruitful practical explorations.

2. The gap and problems of high-star hotel industry in China.

Compared with foreign large-scale high-star hotels and branches operating in China, the service quality of China's endogenous high-star hotel industry is still low, and the service quality management is relatively backward, which has become one of the main obstacles to improve the international competitiveness of high-star hotel industry. Far from it, compared with Japan, Thailand, Singapore and other neighboring countries, the service quality level of high-star hotels in China is still difficult to compete with it. According to a survey published in Modern High-Star Hotels 200 1, among the 80 best high-star hotels in the world, Bangkok, Thailand ranks first, followed by Raffles, Shangri-La and tPeninsular, and four other high-star hotels in Singapore are shortlisted. So far, high-star hotels in Chinese mainland have not been able to do this. That's exactly what happened. Although the hardware facilities of most high-star hotels in China have reached or exceeded the level of similar international high-star hotels, the service quality of high-star hotels lags behind the international level due to the influence of internal and external factors such as management concept, staff quality, management efficiency and market competition pressure.

1. The tendency of "emphasizing hardware over software"

The fact that there is still a big gap between the service quality of high-star hotels in China and the international advanced level has been recognized as the inevitable result of the tendency of attaching importance to the construction of facilities and neglecting the training of talents in the early stage of tourism development in China. Ferede, an expert from the World Tourism Organization, has been to China 14 tourist cities and visited 1 12 high-star hotels. He believes that the hardware facilities of most domestic tourist high-star hotels have reached or exceeded the level of similar international high-star hotels, but the staff quality, quality management and service level of high-star hotels lag behind the international level of the same industry. This problem has been very prominent in the high-star hotel industry in China. Many high-star hotels have high-end facilities, but the service level is not satisfactory. Good hardware facilities are an important material basis and component of quality service, but without high-level personnel service, it is difficult to really improve the service quality of high-star hotels. After all, hardware facilities mainly meet the material needs of guests, and only personnel services can give guests a higher level of spiritual enjoyment and satisfaction.

Carlson, a service marketer, called the service experience a "critical moment" (Carlson, 1987). The implicit assumption is that customer's perception of service contact is the key factor to determine customer satisfaction, quality perception and long-term loyalty. The focus of service experience research is the interaction between guests and service personnel. Service experience includes four elements: 1, service personnel, including employees who are in direct contact with guests and members who are not in direct contact with guests but contribute to the operation of the organization; 2. Service facilities, including facilities directly used by guests and facilities indirectly used, such as the kitchen of the restaurant; 3. Customers, that is, guests of high-star hotels; 4. Service process, that is, the sequence of a series of activities in the process of providing services.

A service feature of Shangri-La Hotel is: sincere and simple, polite, gentle and modest, helpful, proud but not arrogant. "Let the guests go out with joy" is also the goal pursued by "hospitality". The communication mode of "guest-general manager dialogue" advocated by Shangri-La Operation Department within the group is the only mode in the global hotel industry at present. That is, among the 38 hotels owned by Shangri-La, from 5: 00 to 7: 00 pm every Monday to Friday, the general managers of the 38 hotels meet the guests in their hotel lobbies respectively, and have a direct dialogue and exchange with the guests. Although this is a simple method, it will bring unexpected results to managers and guests. In China Hotel, the line between service staff and customers seems clear. When meeting the guests at ordinary times, the service staff will either greet the guests routinely. , or pass by in a hurry, generally do not take the initiative to communicate with guests except for normal service work. Generally speaking, the top management of the hotel will not come to the front-line service place, so there is no chance to communicate with the guests. Top hotels in China should also pay more attention to details and serve customers better.

2. The service quality management is inefficient.

The basic element of quality is consistency. High-star hotel products have intangible characteristics. Different from industrial enterprises, it is difficult for high-star hotels to control the service products themselves, such as color, size and size. Standardizing and controlling the behavior of service personnel is the fundamental way to improve the reliability and consistency of service quality. It is the main means to ensure the stability of service quality of high-star hotels to formulate scientific service quality standards and service norms and control the work behavior of employees with these standards and norms. The services provided by employees under the guidance of these specific standards and procedures are called "standardized services". Although standardized services have been criticized and questioned more and more. However, as far as the overall situation of China's high-star hotel industry is concerned, vigorously promoting standardized services is still the appropriate choice for most high-star hotels.

For example, in the world, the concretization of efficiency is a clear concept of time. Large and small services have quantitative service standards, such as how long it takes to serve food, how long it takes to call a taxi, how long it takes to repair the broken facilities in the room, and how long it takes for the front desk to check out. Although there are differences in the specific quantity, the principle of quickness and simplicity is the same. However, some hotels in China have not yet established the awareness of service efficiency. Where efficiency is most needed, vague concepts are often used to express it, such as "almost", "immediately" and "soon". This will inevitably lead to irresponsibility to customers, and will not make customers satisfied and recognize their services.

3. The quality of staff in high-star hotels is backward.

Advanced service facilities and good basic quality of staff are the fundamental guarantee for high-star hotels to provide quality services, which cannot be neglected. Many domestic high-star hotels are not inferior to foreign high-star hotels in facilities and equipment, and some can even compete with international luxury high-star hotels, but the service quality level is far behind. One of the important reasons is that the basic quality of employees is backward. The basic qualities of employees include external and internal aspects. External quality refers to the employee's gfd and the professionalism of behavior. The external quality level of employees has a great relationship with the elegant and civilized environment created by high-star hotels. The intrinsic quality of employees in high-star hotels refers to the humanistic quality and professional quality of employees in high-star hotels, that is, their cultural level, civilization, moral cultivation, professional knowledge, service awareness and service skills. As an intangible commodity, the service of a high-star hotel's value lies in the internal quality of its employees. The internal quality of staff in high-star hotels is directly related to whether the systems, service standards and operating procedures of high-star hotels can play a role, so it is also the key to maintain and improve the service quality level of high-star hotels. The quality of employees in domestic high-star hotels is relatively high. The star-rated hotel industry has obviously improved in the early stage of development, but various factors are also restricting the further improvement of the overall quality of employees in high-star hotels in China.

For example, there are more than 80 hotels in Jinjiang Hotel, which have all kinds of talents at all levels, including operation, management, civil engineering, reconstruction and expansion, finance, human resources papers target = _ blank href = "/thesis/list _ 54.html" > human resources, chefs, computers, public relations and marketing, cleaning, procurement, secretarial, foreign languages and other talents; Jinjiang Group Education and Training Center is a training base specially set up by the group, with full-time teachers and internship hotels. It is also the only training base in China designated by Lausanne Hotel Management Institute. Fully managed hotels or affiliated hotels can send backbones to the corresponding hotels in the group for internship or affiliation.

4. Low job satisfaction and high employee turnover rate.

Only when a high-star hotel has a relatively stable staff can it ensure the stability of service quality. China's high-star hotel industry has attracted the attention of the industry and researchers because of its high staff turnover rate, which affects the service quality level. According to a statistic, the average staff turnover rate of high-star hotels in Beijing, Shanghai, Guangdong and other regions is around 30%, and some high-star hotels are as high as 45%. The influence of high staff turnover rate on the stability of service quality of high-star hotels is obvious. Generally speaking, employees are not as serious and responsible as before when they decide to leave high-star hotels. After employees leave, high-star hotels not only need a period of time to find and train new employees, but also often because of insufficient training, the quality of new employees can not meet the service demand, which directly affects the service quality of high-star hotels. The flow of personnel will also affect morale and adversely affect the mood and work attitude of other employees. The primary reason of frequent turnover and instability in China's high-star hotel industry is the low professional satisfaction of high-star hotel employees.

Most high-star hotels have not realized the strong spiritual cohesion and incentive function of corporate culture, so the work done in corporate culture construction is very limited. For example, many high-star hotel managers believe that corporate culture construction is to hold several cultural and sports activities for employees. Without the spiritual bond of corporate culture, it is difficult to maintain the stability of employees in high-star hotels.

5. The coordination of high-star hotel departments is poor.

As mentioned above, high-star hotel service products must be provided by different departments and employees, which have comprehensive characteristics. Therefore, the quality of high-star hotel products must have comprehensive characteristics, that is, the quality of high-star hotel products is not only related to the work quality of various departments of high-star hotels, but also depends on the close cooperation and high coordination between departments and employees. According to the theory of "internal marketing", there are two basic views on the concept of internal marketing. First, "everyone in the organization has a guest" (Gronroos, 198 1). This shows that for an enterprise, not only employees who have direct contact with customers need to consider how to satisfy customers, but everyone in the organization has guests for whom he or she must work. Second, before employees can effectively serve the end customers, they must be willing to serve the internal customers as they treat the end customers. These two viewpoints show that some tools and concepts in marketing (such as market segmentation and market research) can be applied to internal employees (Berry, 198 1). The basic premise of internal marketing is that satisfied employees (that is, internal guests who enjoy good service) will lead to satisfied guests (external guests who enjoy good service).

The primary reason for the poor coordination of some high-star hotel departments lies in the lack of cooperation awareness among employees and good communication between departments. If all the staff of a high-star hotel, whether it is the front desk service staff or the back desk service staff, whether it is the room service staff or the catering service staff, can take "meeting the needs of the guests wholeheartedly" as the guiding ideology, then the internal coordination of a high-star hotel will be greatly improved. Employees' ignorance of the working procedures and norms of other departments is another reason that affects the internal coordination of high-star hotels. Rotation and cross-training is one of the effective measures to solve this problem.

Take a classic case of Sheraton Hotel as an example. Once, a guest was eating in a restaurant, and the waitress came forward with a menu to answer. The lady said, "Sir, there is beef in these dishes. Please don't order. These dishes are stewed with beef sauce, please don't order. " The husband exclaimed, "Miss, how do you know I don't eat beef?" "Sir, you came to our store two years ago, and we have a guest file to provide your preferences and requirements." "It's incredible. When I stayed in your store two years ago, I only stayed for one day and had two meals. This personal habit is known and remembered by you. How can you not impress me with your service level and thoughtfulness? " Since then, this guest has become a loyal repeat customer of this store. In this case, it is the coordination and cooperation between the hotel's file management system and the specific customer service system that enables guests to enjoy meticulous service, thus greatly improving customer loyalty.

6. Vicious price competition affects the stability of service quality of high-star hotels.

In recent years, with the rapid development of tourism in China, the number of high-star hotels in China has been growing at a high speed, and the supply capacity of high-star hotels has been significantly improved. In some areas, the supply capacity of high-star hotels far exceeds the market demand, which leads to oversupply in the high-star hotel market. Under the market pressure of oversupply, some high-star hotels try to compete for customers with price wars. However, the particularity of high-star hotel service makes the role of price war in high-star hotel industry extremely limited. Because the service products of high-star hotels can't be stored, guests can't buy in large quantities because of the price reduction of high-star hotels, and the principle of small profits but quick turnover is difficult to apply in the high-star hotel industry. Therefore, the sharp price reduction of high-star hotels can only lead to a sharp decline in operating income. The ultimate goal of high-star hotel management is to obtain economic profits. High quality and low price may exist as a marketing tool in a short time, but it can never last long. Matching quality and price is the eternal law of market economy. When vicious price competition occurs, in order to gain profits, enterprises will eventually seek compensation at the expense of the interests of customers. Therefore, lowering the standards of personnel and service quality has become a helpless choice for many high-star hotels.

The following two pages have information about related problems, I hope it will help you!

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