The Importance of Service Personnel Management in Scenic Spots

The Importance of Service Personnel Management in Scenic Spots

The importance of the management of service personnel in scenic spots is believed to be familiar to people who like to travel to scenic spots. It is a place where famous tourists punch in, and the management of personnel is very important. Let's share the importance of the management of service personnel in scenic spots and take a look with me.

Importance of management of service personnel in scenic spots 1

At present, the service quality of a considerable number of scenic spots only stays at the level of "tourists' satisfaction" or even "basic satisfaction". How to attract and retain more tourists and attract more repeat customers? This requires fundamentally improving the service quality of scenic spots.

First of all, look at the examples of foreign scenic spots in the same industry in deepening and improving service quality:

The family went to Japan Disneyland to play, and the child's teddy bear got dirty accidentally, but the child continued to play, and the mother didn't know what to do. At this time, the waiter of Disney brought a new toy for the children to play with, told the parents that they could clean the dirty teddy bear for them, and asked them with concern where to play next. What is the specific home address? They were very happy in Disney that day. When they got home, they received a washed teddy bear and four tickets from Disney. The letter said that Disney welcomes you to come again!

"SCSE" principle is the most basic value benchmark in the operation of Tokyo Disneyland: ensuring safety, paying attention to etiquette, running through the main body of the performance, and finally improving work efficiency on the premise of meeting the above three basic principles of action.

Through the example of Japan Disneyland, we can easily see that from the details, intimate service can play an important role in enhancing the goodwill and reputation of scenic spots. Only when the service in scenic spots is satisfied and moved can the tourism brand change from excellent to excellent. Therefore, it is necessary to introduce a brand-new concept and hotel-style service into scenic spot management.

The reason is:

1, the high-star hotel-style service represents the highest standard of the current service industry, and the service is the most considerate and humanized. These are precisely the pursuit goals of 4A and 5A scenic spots to improve service quality, and the requirements for service coincide.

The domestic scenic spot management industry not only faces fierce competition from domestic and foreign counterparts, but also wants to gain a place in the fierce competition and even develop and grow. It is a countermeasure to introduce the "people-oriented" service concept and service model of hotels, especially star-rated hotels, into scenic spot management.

2. All kinds of work done by service personnel in scenic spots, including service reception, answering questions, cleaning and beautifying the environment. In fact, service personnel express their respect for tourists through language, actions, gestures, expressions, gfd, behaviors, etc. Scenic spots should fully respect tourists, subtly guide tourists from their own service quality, and advocate tourists' self-discipline.

3. Scenic spots should have the concept of active service. What services tourists need, what services the scenic spots provide. For example, the Lijiang Ancient Cave Scenic Area is very good at thinking from the perspective of tourists and touching the hearts of tourists with some small points. Mountaineering is the main part of scenic tourism. Considering that tourists may feel tired after playing for a long time, many Guilin dialects are carved on the steps of the mountain, so that tourists who may feel tired will have a topic to discuss immediately, get excited and learn knowledge in happiness.

Although the end of tourism activities means the termination of tourism services, experiences and processes, tourists' recognition or complaints about tourism services still exist, and tourists' travel plans have not been terminated. Therefore, the introduction of high-standard, considerate and humanized hotel-style services into the management and construction of scenic spots will surely bring new norms and enlightenment to the improvement of service quality in scenic spots.

Some thoughts on improving service level

There are many definitions of "service", among which the author agrees with "doing things for others and doing things that others need". What our hotel does is to do things for the guests and always do what the guests need. So how to improve the service quality and service level? I think we can start from the following aspects.

First, fully understand the importance and urgency of improving service level. There are many high-end hotels in second-and third-tier cities in China, and the competition is fierce. The competition is "service". The essence of the hotel is to sell "service", and the level of service is directly related to the life and death of the hotel. Managing a hotel is selling "services". At present, most of our service level is still in the passive sales stage, and we can only passively provide "service" when the guests ask, which is far from the level of "golden key" and "royal service". We must be fully aware of this, study hard the excellent service of excellent hotels in China and the world, and not be willing to wander at the primary school level.

Second, effective measures and methods must be implemented to improve the service level. One of the effective ways is to lay a solid foundation for service and let every employee know the basic situation of the hotel. In a hotel, from the general manager to any employee, the first position is a waiter, who must know all kinds of services of the hotel like the back of his hand. You can't know nothing about all kinds of catering products in this hotel just because this employee is not from the catering department, nor can you know nothing about all kinds of first-line hotel products just because he is a second-line employee. The hotel's values, management concepts, business concepts, service concepts and behavior beliefs are the main components of the hotel's core culture, and every employee must master them, especially the mastery and practice of service concepts, which plays a decisive role in improving the hotel's service level. Therefore, it is a magic weapon to improve the hotel service level to let employees master the basic knowledge of the hotel.

The third is to formulate and implement specific standards for various services. Hilton Hotel reception time is 3 minutes. May we ask, can the hotel front desk do it? Can you do it in five minutes? Failure to do so means that the service level is not high. McDonald's requires guests to come to the counter and greet them within half a minute. When you meet a guest, look at him 8 meters away, smile 5 meters away and say hello 2 meters away. Knock twice when knocking on the guest's door, the rhythm should be slightly slower, and then report to the "waiter"; The background music sound does not exceed 3 decibels; The pillow used by guests sinks 4 cm, which is comfortable; It is comfortable to press the mattress down by 2 cm with a force of 50 kg ... We can ask ourselves, is there any standard for doing anything in any position in the service process? If not, then refer to various standards formulated by excellent hotels and hotel management companies and make them as soon as possible.

The fourth is to formulate and implement the "service first question responsibility system". That is, no matter which employee the guest asks in the hotel, the employee must give a satisfactory answer or take the guest to the place he wants to go. He can't shirk, can't be a setter, and can't say that he doesn't know. Inquiries about guests must be made clear to them, and things done for them must satisfy them.

Fifth, take effective safeguard measures to maintain a certain level of service. Everyone is lazy and needs constant education besides self-discipline, so it is also a good way to formulate practical and effective safeguard measures to maintain the service level. For example, any employee who gets promoted, becomes a full member, gets promoted and gets a raise is happy, and some people even get carried away. At this time, the basic knowledge assessment of hotel service can play a strong warning role and continue to spur him. Let employees deeply realize that the more they master the basic knowledge, the stronger they will be, and the better they will be able to provide quality services to their guests, create more wealth and increase their wages. The rule that "employees who fail the basic knowledge examination will not be promoted or honored" must be arrested.

The importance of scenic service personnel management 2 pages. The management of tourist resorts is a comprehensive activity to achieve the best goal of an activity and coordinate the personnel and other resources in the organization through planning, organization and control, so as to achieve efficient operation. Management in place is an important embodiment of the management performance of the resort. It is a process in which managers influence their subordinates to achieve management goals through their own power, knowledge, ability, morality and emotion. The entire resort and the entire management hope to achieve the organization's goals and accomplish the established tasks by implementing effective management methods. But it often backfires, and the reason is related to whether the management is in place. The core of management in place is that managers are in place, and if managers are not in place, there will be no service, quality, marketing and maintenance.

First, there are four situations whether management is in place:

Not in place. It is manifested in the on-site management of managers. I work hard and have a strong sense of responsibility, but I can't find problems and can't handle them well. This is related to the ability of managers.

Not in place and not in place. Managers don't know the actual situation in depth, and they don't supervise on the spot. They lead by example, stay at home and make arbitrary decisions. Because management is not in place, it is difficult to achieve management in place. This is related to responsibility and work attitude.

In place and in place. Managers are in the right position at critical moments, and can influence subordinates with their own practical actions and examples, leading and uniting employees to achieve the set goals. This is a management method that we should actively advocate.

If it's not in place, it can be in place. This seems to be an impossible way of management, but it is not. Some scenic spot managers are not directing at the work site or staring at their subordinates all the time, but their subordinates are still very clear about what they should do, showing a high degree of consciousness and responsibility. Whether there is a leader or not, it is all the same to check or not, and the task is still done well. If a resort or department can achieve the position where the manager is not in place, it shows that its management level has reached a certain level. We say this is an ideal management method.

Second, how to achieve management in place

Management in place, not only the authority of the managers themselves, but also the approval of the managers to their superiors, as well as the constraints of the management system, which can not be achieved by the managers unilaterally through personal wishes, but through the interaction of groups, the efficient use of institutions, the enthusiasm of employees and the enhancement of cohesion.

1, achieving the goals issued by the organization is the final result of management in place.

In the process of management, managers will face all kinds of problems: fierce market competition, aging equipment, insufficient bonuses, employee complaints, contradictions between departments, customer complaints and so on. Whether to cringe in the face of difficulties and problems, wait passively, or take the initiative to find a solution is a different expression of managers' work attitude. No matter how much you say, the problem has not been solved and the work goal has not been achieved. This cannot be said that the manager is in place.

2. Establishing a set of effective management regulations, working procedures and standards is the guarantee of management in place. Without rules, there will be no Fiona Fang. Rules and standards are the basis of management, and any manager and employee must consciously implement them without exception, which ensures the realization of management in place.

3. Being able to find and solve problems is the embodiment of the ability of management in place. A good manager should know the dynamics of subordinates in time through relevant channels, know what happens below, and help and guide employees to solve problems. Solve problems fairly and objectively; Second, be timely and don't delay; Third, we should be strict in management, not in charge of people.

4. Pre-control is an effective method of management in place. Pre-control is a management method and an effective way to achieve in place. It is very important for managers to foresee the complex problems of the resort management and service center before they occur, to control them before, during and after, to adjust and correct the deviations in time, and to work hard for the established goals.

5, to mobilize the enthusiasm of employees is an important means of management in place. Management in place is a process in which all employees participate. Only by mobilizing the enthusiasm of all employees and having the vision of * * * *, employees will love the enterprise, turn it into their own home and work for it voluntarily. In this way, management can be easily put in place.

6, dare to take responsibility, the key moment, is the role of managers in management in place. When there is a problem in the competent department, managers do not shirk, blame or complain, but take the initiative to take responsibility and find the reasons from their own management, which will naturally give employees a positive force. Getting ahead at a critical moment means that managers can walk in front of employees when their work needs them, have their own opinions and solve problems properly, which not only shows that managers can play a leading role, but also reflects their ability.

7, pay attention to the art of management, improve the level of leadership, is the core of management in place. Managing by rules is simple, but it is not easy to convince the managed. This requires managers to master management skills and methods in addition to their own moral and professional qualities, and use different leadership methods to treat directors and managers; Be good at communication and master the art of interpersonal communication; Learn the skills of motivating employees and be good at mobilizing people's enthusiasm; Strengthen supervision, master training techniques and improve training ability.

In short, management objectives can be effectively achieved, and employees sincerely serve you, and management is truly in place.