The Correct Method for Hotel Managers to Set Accurate Goals —— Hotel Target Management

The Correct Method for Hotel Managers to Set Accurate Goals —— Hotel Target Management

There are many methods of hotel management. How can we get rid of the dross, retain the essence and absorb the advantages of various management methods? Management by objectives is a good choice, but the methods of hotel management by objectives need to be mastered carefully. Below, I will share with you the correct methods for hotel managers to set accurate goals, hoping to help you!

First, how to set goals.

The real difficulty in hotel management is not what goals we need, but how to set them.

Formula for setting goals:

1, determine what each field measures?

2. Determine the measurement standard.

? Measure? Including what the hotel should focus on. In this way, things will become simple and clear, what should be done will become more specific and transparent, and all the projects included in the measurement standard will become interrelated, so there is no need to be distracted by the projects that are not included.

A common problem is that many hotels design measures similar to intelligence tests. Measuring sales is not based on a relatively sufficient concept, and profitability lacks practical tools to measure how high the profit rate is. Similar problems include innovation, productivity, hardware and financial resources. And can only state the intention, can't explain what specific goals and measures to achieve.

Second, the goal setting of marketing

To set the measure of marketing market position, we must compare the market potential and the performance of competitors at the same time. Whether it is a direct competitor or an indirect competitor. ? As long as the sales share keeps growing, we don't care about the market share. ? Hotels often hear similar statements. At first glance, it makes sense, but once analyzed, it is untenable.

The market composition is divided into:

Who is the client?

2. Where are the customers?

3. What kind of products will customers buy?

4. What is the value in the eyes of customers? (Note, not the price)

5. What are the customers' unmet needs?

According to the above analysis and research, hotel managers make marketing objectives based on this and combined with the product characteristics of the hotel.

Hotels must consider the market of each product, catering products, room products, and even more detailed products in the room, such as whether there are English channels in TV programs and whether the bar design on the executive floor is private. They must adjust their product mix according to customers as much as possible, and consider direct and indirect competitors. Only in this way can the effectiveness of marketing objectives be truly realized.

Seven common marketing objectives of hotels:

1, the real situation of existing products in the current market, in terms of sales volume and market share, it is necessary to always take care of direct and indirect competitors;

2. The real situation of existing products in the new market is expressed by sales volume and market share, and it is necessary to always take care of direct and indirect competitors;

3, which old products should be eliminated, technical reasons, market trends, improving product mix, or just the decision made by the management after considering the career it should be engaged in;

4, the current market needs of new products, product quantity, nature, and should achieve sales and market share;

5. New markets and new products to be developed are expressed in terms of sales and market share;

6. Sales organizations need to achieve marketing objectives and appropriate pricing policies;

7. Service objective, which measures how the hotel organizes and provides products, sales and services that customers think are valuable.

Service objectives should at least be consistent with the objectives set by competitive market conditions. However, it is usually not enough to reach the same service level as competitors, because service is the best and simplest way to build customer loyalty. The service level must not depend on the management's guess or? Big boss? To evaluate the impression of chatting with important customers occasionally, we must conduct a fair, objective and systematic opinion survey on customers on a regular basis.

Third, avoid misleading or poor goal setting methods.

It is absolutely misleading to think that just setting a goal is enough, and blindly emphasizing profit goals will seriously affect managers' attention. Only taking profit as the goal will lead managers to adopt the worst management mode.

Managers can't ruin the hotel's future for today's profits. What should the hotel manager do if he sells all the rooms desperately and neglects to maintain a certain maintenance rate, resulting in a large reduction in room area? Collapse? Loss. In addition, in order to increase profits, advertising expenditure and employee training expenditure are reduced, which leads to the decrease of market visibility and the lack of skills of employees, the increase of turnover rate and the large-scale loss of employees under morale.

Hotel managers must know how to balance various needs, so they need indispensable judgment. Choosing only one goal or looking for a single goal will make judgment useless.

So, how should hotels set their goals? Any field, whose performance and results have a direct and decisive impact on the survival and prosperity of hotels, needs to have goals. But what is the goal? Direct? 、? Does it matter? What about yours?

There must be five considerations:

1. Explain the present situation of the hotel in concise language;

2. During the target inspection;

3. Managers have predictive behavior;

4, in the process of target decision-making, to evaluate;

5, let the actual implementation of employees to analyze the actual problems of the target, so as to improve enterprise performance.

Although there will be differences in different regions and hotels, it seems that there will be completely different key areas, so that it is impossible to summarize universal standards, but key areas will always exist.

Eight aspects of the goal of key areas:

1, marketing;

2. innovation;

3. Productivity;

4. Hardware resources;

5. Financial resources and profitability;

6. Manager's performance;

7. Cultivate the performance and working attitude of managers and employees;

8. Social responsibility

At present, the most controversial areas are the latter three areas, namely, manager performance and training managers, employee performance and employee attitude, and finally social responsibility. Because these areas are not easy for quantitative analysis, but what if they are ignored? Manager performance and training manager, employee performance and employee attitude, social responsibility? Management by objectives can easily lead to the loss of hotel in marketing, innovation, productivity, hardware facilities, financial resources and profitability, and finally end the life of the hotel.

The focus of the debate is that it is contrary to the traditional target assessment method, that is, target management does not involve amount and quantity, but involves principles and values. It is generally believed that these words represent difficult concretization, unrealistic and unquantifiable. In fact, these target areas are the core of key management, and they can be as specific, practical and quantitative as quantity and number.

Since the hotel is originally a social organization of human beings, its business performance is also an achievement of human beings. People's organizations must be based on the belief of * * *, and the principle of * * * must be used to symbolize everyone's cohesion. Otherwise, the organization will be paralyzed, unable to operate, and unable to ask its members to work hard and obtain due performance.

If it is really difficult to quantify the calculation, then hotel managers must find a specific method to quantify the calculation. Otherwise, it will easily endanger the competitiveness of hotels, cause labor problems and reduce productivity. Because hotel managers are irresponsible, it will arouse many social restrictions on hotels. (Case study required)

On the other hand, hotels actually employ a group of lifeless, mediocre and drifting managers who only consider their own interests, selfish and narrow-minded, and lack enterprise, leadership and insight.

4. How big should the profit rate target be?

The profit target has three major structures: first, the profit measures the net income of the hotel's efforts, whether it is sound or not, because it is indeed the final test of the hotel's performance; Profit is to make up for the cost of continuing to maintain the business, including renewal, elimination, market risk and love for her uncertainty? Risk premium? Can we conclude from this that there is no? Profit? This matter, only? What is the cost of doing business? And then what? What is the cost of continuing this business? .

The task of the hotel is to earn enough profits. Continue to maintain business? But there are not many hotels that can do this; Finally, the profit either directly draws funds from the retained accumulation in the form of self-financing, or indirectly attracts new external funds in the form that is most suitable for the hotel's goals, so as to ensure the fund supply for future innovation and development.

The role of the three kinds of profits has nothing to do with the profit maximization in the theoretical circle, but what does the hotel emphasize? Minimum goal? Which is the basis of the hotel's survival and development? Bottom line profit? . So the profit goal is not to maximize the profit of the hotel, but to be achieved? Bottom line profit? .

How to find out? Bottom line profit? The easiest way is to adopt the third item above and focus on the way to obtain new capital. If you use your own funds, you must create enough profits, so that on the one hand, you can make your own funds reach the level of return, on the other hand, you can generate additional capital.

Verb (abbreviation of verb) Evaluation of other key areas

The performance and training of managers is not difficult. If the hotel wants to operate for a long time and make profits continuously, it must set goals for managers, strengthen self-control, clarify work responsibilities, establish management organization spirit, improve management structure and train future managers.

In every hotel, only the management can decide what the goal of social responsibility is. Although the goal of this field is very specific, it must be decided according to the social and political environment that affects each hotel, and it is also influenced by the hotel. The most important goal of every hotel is to make efforts to contribute to society. Anything that can promote social progress and prosperity can also increase the strength of the hotel and bring prosperity and profits to the hotel.

There are many problems in setting goals for employees' performance and attitude. The reason is not the abstract problem in this field, but the concrete content. At present, most hotels set their goals in this field according to superstitions, signs and slogans, rather than knowledge.

The goals set by employee performance and attitude should include the goals of labor relations. Labor relations must pay attention to the following contents:

Representatives of turnover, attendance, safety in production, consultation rate, proposal, participation rate, employees' attitude towards employees and employees' performance. Although these indicators are only superficial phenomena, they can be used to carry out valuable work in labor relations, because they can systematically discover the working status of employees and help managers choose their work priorities. This method is very limited, or a stopgap measure. In order to effectively set employee performance and attitude goals, it is necessary to establish real goals based on knowledge.

Sixth, the setting of innovation goals.

Any hotel has two opportunities for innovation: product and service innovation, and various skills and activities (processes) needed to provide products and services. Innovation and innovation may come from the demand of the market and customers, and demand becomes the mother of innovation, but sometimes it is the progress of researchers, management theorists and practitioners in the laboratory in technology and knowledge that leads to innovation.

Compared with the marketing goal, the innovation goal is not very clear. Hotels need to predict how to achieve the innovation required by marketing objectives from the aspects of product characteristics, current market, new market and service demand.

Hotels usually have five innovative goals:

1, new products or services needed to achieve marketing objectives;

2. Due to technological changes, existing products are outdated and new products and services are needed;

3. In order to achieve market goals and conform to technological changes, products need to be improved;

4. New processes needed to achieve market goals, and process improvement-for example, improving production processes to achieve price goals;

5. Innovation and improvement of all important activities of the hotel. Whether in accounting and design, office logistics management or industrial relations-to adapt to the development of new knowledge and skills.

There has always been a view that the above five innovation goals are only suitable for large hotel management groups, and it is difficult for small hotels or single hotels to adapt. Although small hotels or single hotels don't need such detailed demand analysis and goals, they are closer to the market and know what innovative products the market needs quickly, but it is easier to set innovative goals. They are described as. Open your eyes and ears, and pay attention to anything new that may come in handy? .

Seven, productivity and? Contribution value? Target setting

The productivity measurement standard of a hotel is the only standard that can accurately reflect the management ability and compare the management efficiency of various departments of the hotel. This is because productivity covers all the efforts invested by the hotel.

In fact, every hotel can use similar resources (except monopoly enterprises). In any hotel field, the only difference between one hotel and another lies in the quality of management at all levels. The only way to measure this key area is to show the utilization and output of resources through productivity assessment.

Why should we pay attention to measurement standards? Because the most important job of managers is to continuously improve productivity. This is indeed the most difficult task, because productivity represents the balance between many different factors, and most of these factors are vague and difficult to measure.

So, can we still use it? Contribution value? To measure productivity. What's the popular name? Total operating income? , income and the gap pointed out.

So what? Contribution value? Including the cost of all the hotel's efforts and the rewards obtained from the efforts, explaining how much resources the hotel has contributed to the final product and the market's evaluation of the hotel's efforts.

? Contribution value? Not a panacea. Only when there are accurate data for various cost components? Contribution value? It can be used for productivity analysis. If all kinds of cost data are inaccurate, and the management expenses are allocated completely by percentage, it will be difficult to obtain accurate information for real cost analysis.

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