Traditional Culture Encyclopedia - Tourist attractions - Looking for a graduation thesis on tourism or hotel management
Looking for a graduation thesis on tourism or hotel management
Summary of the hotel's core competitiveness: The hotel's core competitiveness is a unique capability formed during the operation process, which mainly includes resource management capabilities, organizational coordination capabilities, external influence capabilities, marketing capabilities, adaptability and adaptability. The essential connotation of human resource advantages is to allow consumers to obtain irreplaceable value, products, services and cultural enjoyment that are truly better and higher than competitors. The establishment of the hotel's core competitiveness can be achieved through internal and external means to maintain the hotel's sustainable development. [Keywords] Hotel core competitiveness 1. Introduction The term "core competitiveness" first appeared in 1990. This year, famous management experts C. K. Prahalad and Gary Hamel pointed out in their book The Core Competence of the Corporation: “Core competitiveness is the integrated knowledge and skills within an organization, especially how to coordinate A variety of production skills and the knowledge and skills to integrate different technologies. "To put it figuratively, a diversified enterprise is like a big tree. The core product is the trunk, the business units are the branches, and the leaves, flowers and fruits are what customers need. the final product. Underpinning all of this is the different combinations of capabilities within the company. Core competitiveness is actually the knowledge and skills or their collection implicit in core products (core components).
As an indispensable branch industry for the development of tourism, the large-scale and rapid development of the hotel industry happened after the reform and opening up, that is, in the 1980s and 1990s. However, after entering the new century, due to With the rapid increase in the number of hotels and the continuous improvement of new hotel grades, the competition between hotels has entered a fierce level. So, how to win a place in the fierce market competition? Judging from the current situation of the hotel industry, building the hotel's core competitiveness and establishing a brand recognized by customers are important means to participate in competition and win the market.
2. The concept of hotel core competitiveness Core competitiveness refers to the combination of a series of complementary skills and knowledge within an organization, which has the ability to enable one or more businesses to reach the first-class level in the competitive field and have A clear advantage.
For the hotel industry, which mainly focuses on equipment, facilities and service products, its core competitiveness should be the unique capabilities formed during the operation process that are not easily imitated by competitors and can bring excess profits. Specifically, the hotel's core competitiveness mainly includes resource management capabilities, organizational coordination capabilities, external influence capabilities, marketing capabilities, adaptability and human resource advantages. Its essential connotation is to allow consumers to get something that is truly better than or higher than competitors. irreplaceable value, products, services and cultural enjoyment. Among them, innovation is the soul of core competitiveness, and leading products (services) are the essence of core competitiveness.
The strength of a hotel's core competitiveness determines the hotel's survival and development, and the final judge of the strength of this competitiveness is the hotel's consumers, that is, guests. Consumers have the final say on hotel products. Because with the maturity of the consumer market and the rationalization and diversification of consumer consumption choices, whether the hotel's products can best meet the needs of consumers has become the final basis for consumers to choose or not choose the hotel. Therefore, how to use the hotel's existing resources to build a brand and form core competitiveness has become the key for hotels to participate in market competition.
3. Contents of the hotel’s core competitiveness
Ellsworth Milton Statler, the father of modern hotel management, said that hotels Basically only sell one thing, and that is service. A hotel that provides poor service is a failed hotel, while a hotel that provides excellent service is a successful hotel. The hotel's goal should be to provide guests with the best service, and the hotel's fundamental business purpose is to provide guests with comfort and convenience.
It can be seen that the core product of a hotel is service, and a series of organizational activities carried out around the establishment of service products are the main content that constitutes the core competitiveness of the hotel. Specifically, the hotel's core competitiveness includes the following aspects:
1. The hotel's reputation
The hotel's reputation is a high degree of combination of hotel popularity and reputation. Hotel popularity It is the size of the hotel's reputation, and reputation is the quality of the hotel's reputation. The hotel's reputation is a key factor for consumers to choose a hotel, because a hotel has a high reputation and reputation, just like in the product market, sales In the capital market, entrepreneurs and operators make the same commitment to investors (shareholders, creditors) not to misuse funds, although this commitment does not have legal However, if the hotel fails to fulfill or does not have this commitment, it will lose the patronage of consumers and the favor of investors. In this sense, reputation is the fundamental and lifeline for a hotel to gain core competitiveness and even survive.
Take the White Swan Hotel in Guangzhou and the Jinling Hotel in Nanjing as examples. These two hotels are managed by the Chinese themselves. For more than 20 years, they have always been the leaders in the Chinese hotel industry in terms of economic and social benefits. The most important one is The reason is the hotel's extremely high reputation in domestic and foreign markets.
2. Management ability
The hotel industry is an industry with highly intangible service products and highly labor-intensive industries. In such an industry, management ability and management level play a vital role. It can be said that management ability is the core content of hotel competitiveness. The hotel's management capabilities include the hotel's ability to obtain information, decision-making capabilities and the ability to quickly implement decisions, which can also be understood as "core capabilities" in a narrow sense. Management ability depends on whether the hotel has a team of managers with special organizational talents and high professionalism. The improvement of management ability is conducive to the stability and improvement of the hotel's product quality and service quality, and is conducive to improving competitiveness in market competition.
3. Corporate culture
Hotel corporate culture is formed in the long-term operation, management and service activities of the hotel; it is explored, condensed, improved and summarized after years of practice ; A management philosophy and code of conduct that all hotel employees must abide by voluntarily, which in turn profoundly affects and restricts all employees; has profound organizational and institutional significance; and has the characteristics of the hotel. A good corporate culture is an important tool for hotels to integrate a wider range of resources and rapidly increase market share.
4. Marketing technology
Marketing technology means that hotels provide customers with products and services that meet their personalized needs through efficient product, price, promotion and marketing channel integration. Marketing technology depends on the accumulation of hotel human capital and experience, and the application of technical means and marketing information systems also plays a fundamental role. Under the conditions of the Internet economy, actively developing Internet marketing technology with e-commerce as the core technology and realizing the standardization of marketing technology will help hotels expand their sales space on a larger scale. Advanced marketing technology is an important aspect of hotel competitiveness. In the era of consumer sovereignty, marketing technology is an important competitive factor in the hotel industry.
5. Human capital
Employees are the wealth of a company, and the competition of hotels is the competition of talents. This is a new concept of hotel human resources in an era when knowledge and capital are increasingly equal. There is no doubt about the role of human capital in hotel competitiveness. Hotels should use effective means and incentive mechanisms to fully mobilize the enthusiasm of employees and give full play to the role of human resources. Not only should special talents dedicate their talents to the enterprise, but also the role of all employees should be used to provide customers with high-quality products and services. Improve your hotel's reputation and win more repeat customers.
6. Specialty products
The competition among hotels is, in the final analysis, the competition of special products. In today's increasingly personalized consumption, whoever has special products that consumers love will be able to firmly capture consumers. Whether it is guest room products or catering products, only by forming their own characteristics can they be recognized and recognized by consumers. If you like it, you can attract more repeat customers.
In addition to tangible physical products such as guest rooms and catering, the characteristics of specialty products are also an important part of the hotel’s specialty products. This more flexible product can also improve the hotel’s market competitiveness. Special services are also an indispensable and important means to build a hotel brand and participate in competition.
4. Building the hotel's core competitiveness
Core competitiveness is the source of the hotel's sustainable competitive advantage, but it will not automatically transform into a competitive advantage. Without corresponding mechanisms and conditions to support it, core competitiveness will be useless and worthless. To this end, the hotel's core competitiveness can be built through two internal and external approaches.
1. Internal approach to building the hotel’s core competitiveness
(1) Unify thinking and raise awareness
Every employee of the hotel from top managers to grassroots , all should fully realize the role of core competitiveness strategy in market competition, and pay attention to and care about the creation of enterprise core competitiveness through various forms of learning and publicity.
(2) Pay attention to research and form characteristics
Hotel operators must fully conduct market research, analyze consumer demand, calmly analyze the characteristics of their own products, and conduct business management and product development in a calm manner. While differentiating from peers in many aspects such as sales and service, it has gradually formed its own unique products and services that can meet the special needs of consumers, and these may be important factors that constitute the core competitiveness of its own hotels in the future.
Reposted on China Paper Download Center 3) Strengthen innovation and form a brand
Strengthening the innovation of hotel products and service technologies is the key to building the core competitiveness of the enterprise. The modern enterprise system reflects the efficiency of enterprise resource allocation, and whether this high efficiency can be fully exerted mainly depends on core product and service innovation. If a hotel wants to form and improve its core competitiveness, it must have its own core products and technologies. It can be said that core technology is the core of core competitiveness.
In the process of building core competitiveness, hotels must clearly understand what their core technologies are, and then concentrate manpower, material resources, and financial resources to research, tackle, develop, and transform key products, and further improve and consolidate them to form their own. Core technologies with intellectual property rights.
(4) Scientific standards and institutional guarantees
Core competitiveness grows in the good soil of enterprises. The hotel industry is the first industry to integrate with international standards and the first to introduce standardization. , programmed and standardized services, and hotel management through a sound management system. However, it is always difficult to reconcile this management system with the current management system, and the system cannot be effectively exerted. Private hotels, on the other hand, are too empiricistic and deviate from scientific management. Therefore, no matter what type of hotel it is, it is necessary to introduce modern enterprise systems as soon as possible and provide institutional guarantees for the establishment of core competitiveness of enterprises through scientific and standardized enterprise operation models.
(5) Create a unique corporate culture
An entrepreneur once said: "Culture is everywhere, everything you do, your competitors can imitate tomorrow. But they cannot imitate our corporate culture." It can be seen that corporate culture is a deep-seated factor that forms the core competitiveness of an enterprise. With values ??that are unanimously recognized by all employees, these values ????invisibly form an incentive for employees, making them strive for it and form a unique core competitiveness.
2. External ways to build the core competitiveness of hotels
(1) Establish alliances to enhance competitiveness
Hotel competition has entered a phase of competition and cooperation. In the competition and cooperation stage of the combination, given that the vast majority of hotels in China are mainly single hotels, hotels, especially hotels in different regions, can implement strong alliances and complement each other's advantages by establishing hotel alliances, so that The hotel gains core competitiveness.
The establishment of a hotel alliance not only allows hotels to share market and information, but also helps one hotel learn the professional capabilities of another hotel during the alliance process. It helps the professional capabilities of two or more hotels complement each other, create new cross-knowledge, and improve the core competitiveness of an independent hotel in a certain region. Therefore, establishing hotel alliances is one of the effective ways for independent hotels to gain core competitiveness from the outside. The recently established China Mid-Range Business Hotel Alliance is a good example.
(2) Join famous hotels and obtain brands
For some independent hotels that are not well-known and have poor market response capabilities, they can join famous hotel brands. Obtain better knowledge resources and enhance the hotel's popularity and core competitiveness.
Whether you join an internationally renowned hotel brand or a well-known domestic hotel group, you can get strong support and help from these hotel management companies or groups in terms of management, service, culture, brand, etc., and you can This allows the hotel to be rapidly improved in a short period of time, and at the same time, it can share the booking resources of these hotel groups, which is of great help to improve the core competitiveness of the hotel.
(3) Mergers and reorganizations to enhance strength
Hotels can also gain core competitiveness through mergers and acquisitions. Mergers and reorganizations are an effective way for hotels to quickly expand their scale, become bigger and stronger, and quickly participate in competition. Through mergers, hotel companies can reintegrate their internal resources, construct a new corporate operating pattern, adjust the industrial structure and product structure, and build a new corporate operating mechanism, thereby optimizing resource allocation and improving market competitiveness. Therefore, mergers are also a shortcut for companies to build core competitiveness.
(4) Cultivate loyal customers and improve core competitiveness
Through core products and services, hotels strive to cultivate more loyal and stable customer groups and improve their own competitiveness.
The larger the customer base, the higher the customer loyalty, the stronger the core competitiveness of the company, and the more durable it will be. Therefore, no matter what type of hotel it is, it should pay attention to cultivating its own customer base. Starting from all aspects of marketing such as products, prices, channels, promotions and public relations, we strive to cultivate our own customer base to enhance our core competitiveness.
(5) Persistence and sustainable development
Hotels must have a dynamic awareness in the process of building core competitiveness. Because, as time goes by, core competitiveness may depreciate due to negligence, resulting in its competitiveness declining or even disappearing.
Hotel managers must introduce the concept of human capital management, attract and retain talents for a long time through the design of systems such as rewards, stock options, and pension plans, and give full play to the role of human capital in research and development, operation and management. key role in etc. At the same time, employees and business managers need to be supervised to prevent the core competitiveness from declining due to salary, promotion and other factors, and to ensure that these individual changes are consistent with the overall core competitiveness project direction, otherwise the core competitiveness will be eroded over time. All.
Sustainability of core competitiveness means continuous improvement, otherwise it will be impossible to maintain the current position. At the same time, we should not measure our absolute improvement behind closed doors, but relatively compare the efforts of our competitors, constantly analyze competitive strategies, and persevere to promote the sustainable development of the enterprise.
References [1] "The Complete Book of Hotel Management", edited by Lin Junying, China Commercial Press [2] "New Thinking in Hotel Management", written by Chen Xinyou, Peking University Press [3] "International Hotel Management", China Tourism Press
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