What are the management modes of hotels?

The hotel management mode is mainly introduced as follows:

1. Entrusted management: The rights, obligations and responsibilities of both parties are stipulated in the management contract signed by the hotel owner and the management group, so as to ensure that the management group can export professional technology, management talents and management mode to the managed hotel with its own management style, service standards, quality standards and operation mode, and charge a certain proportion of "basic management fee" (about 2% to 5% of the turnover) and "incentive management fee" (.

2. Franchise: it is a business model with the transfer of franchise as the core, and it is a business development model that uses the proprietary technology of the management group and combines the capital of brands and hotel owners to expand the scale of operation.

By subscribing for franchise rights, the right to use intangible assets owned by the management group, such as brand name, registered trademark, stereotypes technology, business model, business procedures, reservation system, procurement network, etc., is transferred to licensed hotels, and the franchise transfer fee or franchise fee is charged at one time, and the franchise service fee fluctuates according to the operating income every month.

3. Capital management: the hotel management right is obtained through direct or indirect investment such as sole proprietorship, holding or equity participation, and the management methods of the same brand identity, the same service process, the same reservation network, the same procurement system, the same organizational structure, the same financial system, the same policy standards, the same corporate culture and the same business philosophy are implemented for its subordinate hotels.

Shangri-La Hotel Group is the first international hotel management group to adopt this method in China. Before 2000, it was basically a joint venture, which had absolute control over most hotels it managed.

4. Joint marketing operation: In recent years, with the popularization of global distribution system (GDS) and the realization of online real-time booking function, foreign "joint marketing operation group" came into being and developed rapidly. Hotel joint marketing group is a mutual assistance consortium formed by many single hotels voluntarily participating in and sharing resources such as joint procurement, joint promotion, joint reservation, joint training, joint market development and joint technology development.

At present, the common practice in domestic hotel industry is institutionalized management based on post responsibility system. Some famous hotel groups have summarized and introduced their mature management systems and norms, and the detailed analysis of their post responsibility norms can be described as comprehensive, which has been popular and widely circulated in the domestic hotel industry management market.

Some newly-built hotels and guesthouses are actively transplanted and introduced. In the process of introducing management system, there are many successful cases, but many hotel managers find that although many standard systems have been formulated based on first-class hotels, they have not achieved obvious results, and many specific problems in hotel management can only be truly solved by the general manager's on-site office.

The ultimate goal of hotel management is to efficiently coordinate and allocate all kinds of resources inside and outside the hotel to provide customers with the most satisfactory and defect-free service.

As a result, some hotel managers lamented that "system management is not as good as on-site management", and some hotels advocated "replacing system management with walking on-site management". On-site management is efficient, but the negative consequences are: the management system that the hotel has made great efforts to establish is a mere formality, and the main managers of the hotel are stuck in specific trivial matters, and finally neglect to consider the development plan of the enterprise, which leads to strategic mistakes of the enterprise to some extent.

What is the crux of the problem ? After half a year's case study of seven two-to five-star hotels, we found that the reason for the above problems is not that the institutionalized management itself is outdated, but that the management system design of these hotels has not targeted at the most important problem link in the hotel business, and the core feature of all successful hotel on-site management is the problem management model.

References:

Hotel Management Mode-Baidu Encyclopedia