What are the indicators of hotel management?

One of the responsibilities of hotel managers-quantitative indicators of performance When some state-owned hotels need to repay bank interest with profits because of unreasonable capital structure, most of them adopt two usual methods: lending hotels as non-performing assets to banks for loans; The sale of the hotel changed the nature of capital. Without good management, hotels sold to other buyers will encounter the same problems, and hotels bought with money will not become quality assets without good management. At present, there are many such situations in the country. Recently, there has been a lot of discussion in the industry about the innovative way of changing the capital structure of a state-owned hotel in Shanghai. This hotel re-leased the rooms of the original hotel, carefully renovated them and sold them to individual owners according to the nature of the property. The price is between 65,438 yuan+8,000-20,000 yuan/square meter. The renovated guest room area is about 45-55 square meters. After the hotel sells the room to the small owner, it will sign a contract with the small owner, and the lease will be returned in 10 years, with an annual return rate of 6%-7%. What is the guarantee of commitment? Who do you bet will win? According to the original business performance, the hotel can't fulfill this promise. Then the whole innovative idea will not come true. Hotel owners want to cooperate with international hotel management group. As you can imagine, the international hotel management group must promise to fulfill the promise of the hotel owner to the hotel owner before it can qualify for the management contract. As for the remuneration of the management team, it is also necessary for the management team to be self-sufficient after completing the first commitment. The innovation of the whole event can be understood from different angles. From the perspective of this paper, the owner of this hotel, after financing the small owners in the form of selling real estate, thought of the guarantee measures to promise the small owners' rate of return, which is worth pondering by the hotel owners and hotel peers. In the past, few loan hotels were required to be managed by international management groups, which required managers to make quantitative commitments for the benefit of the owners. Many hotels have invited international groups to manage them, and the management has extracted the basic fees and incentive fees according to the contracts signed by both parties, but the remaining profits are often not enough for the owners to pay various expenses, including the loans and interest that the owners need to pay to the banks. Many hotels managed by international management groups, after several years of operation, finally embarked on the road of overall auction of hotels to pay off debts. The management of the international group cannot guarantee the interests of the owners. At present, many hotel owners have realized this and think that the contract terms with the management should consider the performance appraisal of the content paid by the owners. Because of the legality and seriousness of the contract, the owner who now thinks of this cannot change the terms of the contract signed many years ago, nor can he make up for the regret that the contract has not expired. According to the convention of the hotel industry, the hotel manager only promises the performance and quantitative indicators of gross profit to the owner, excluding the capital expenditure that the owner is responsible for. There is nothing wrong with these. However, in order to make the hotel profitable as a whole and win-win for hotel owners and managers, if hotel managers can make a quantitative commitment to the owners' capital expenditure, there may be new requirements for the profitability of hotel managers. Such a requirement will make the responsibility of hotel managers much greater than now. At present, many hotel owners think of letting hotel managers share the owner's risks, but the method they take is often a simple part of capital and equity participation. The innovative practices of owners discussed in this paper can be used for reference and implemented. If there is a quantitative commitment from the management to the owners, the non-performing assets hotels caused by unreasonable capital structure will hopefully become high-quality assets, but it will still take three to five years. It is discussed that if the responsibility of hotel managers can be implemented in the quantitative form of international industry performance, it may also promote the management level of state-owned hotel managers. At present, the difference between the operating gross profit margin of state-owned hotels and the operating gross profit margin managed by international groups is about 10%. It is possible to shorten the gap by 80%. The key is the degree of requirements for managers' responsibilities and the management level of managers. Therefore, the innovation of this state-owned hotel is desirable, which not only adopts the way of financing small owners, but also hands over the legal commitment responsibility to small owners to international management companies. The whole incident is in progress, and I hope the hotel owner can get what he wants.