Introduction to HTMP Program 2 酒店...

George Ubbelohde

目录

  • 1 Chapter 1 – Preparing for a Leadership Career
    • 1.1 Introduction
    • 1.2 Why a Career in Hospitality and Tourism?
    • 1.3 Selecting an Industry Segment
    • 1.4 Types of Available Positions
    • 1.5 Traits of Leaders
    • 1.6 Traditional Management Styles
    • 1.7 Varying your Leadership Style
  • 2 Chapter 2 – Hospitality and Tourism Leadership
    • 2.1 Introduction
    • 2.2 21st Century Leadership Styles
    • 2.3 Leadership Development Goals
    • 2.4 Empowerment
    • 2.5 Showing Respect and Value for Diversity
    • 2.6 Global Guest Audiences
    • 2.7 Welcoming Other Cultures
  • 3 Chapter 3 – Leadership and the Guest Cycle
    • 3.1 Introduction
    • 3.2 Follow the Guest: Making the Cycle Seamless
    • 3.3 Guest Recovery
    • 3.4 Problem Solving
  • 4 Chapter 4 – Managing the Guest Experience Cycle
    • 4.1 Introduction
    • 4.2 Managing the Guest Experience: Being Inclusive
    • 4.3 Guest Experience Property Standards
    • 4.4 Managing the Guest Service Measurement (GSM) Process
    • 4.5 Guest Service Gold: Leading a Gold Team
    • 4.6 Managing Green Practices
  • 5 Chapter 5 – Leadership, Employees and Communication
    • 5.1 Introduction
    • 5.2 Purpose of the Mission Statement
    • 5.3 Communicating Employee Purpose and Role
    • 5.4 Setting Performance Goals
    • 5.5 Listening, Speaking and Writing
    • 5.6 Managing Difficult People
    • 5.7 Guest Communication
    • 5.8 Media Training
  • 6 Chapter 6 – Front Office Leadership
    • 6.1 Introduction
    • 6.2 Responsibilities of the Front Office Manager
    • 6.3 Reports: The Night Audit Paper Trail
    • 6.4 Labor Costs and the Night Audit
    • 6.5 Measuring Employee Performance
    • 6.6 Guests and the Front Desk
    • 6.7 Green Practice Programs for Guests
  • 7 Chapter 7 – Managing Housekeeping Operations
    • 7.1 Introduction
    • 7.2 Being the Executive Housekeeper
    • 7.3 Building a Budget
    • 7.4 Budgeting Labor and Linen Expenses
    • 7.5 Managing Housekeeping Performance Standards
    • 7.6 Training Housekeeping Staff
    • 7.7 Managing Housekeeping Green Practices
  • 8 Chapter 8 – Leadership and Facilities Management
    • 8.1 Introduction
    • 8.2 Function of the Chief Engineer
    • 8.3 Budgeting to Meet ADA Requirements
    • 8.4 Energy Management
    • 8.5 Emergency Systems Planning
    • 8.6 Managing the Facility’s Green Practices
  • 9 Chapter 9 – Food and Beverage Service Leadership
    • 9.1 Introduction
    • 9.2 Organization and Staffing of Food and Beverage Operations
    • 9.3 Menu Management
    • 9.4 Purchasing Supplies and Equipment
    • 9.5 Facility Design, Décor and Cleaning
    • 9.6 Managing Sanitation and Safety
    • 9.7 Labor and Revenue Control
    • 9.8 Nutrition and Sustainable Foods
  • 10 Chapter 10 – Managing Banquets and Catered Events
    • 10.1 Introduction
    • 10.2 Booking and Planning Events
    • 10.3 Reports: Preparing for Service
    • 10.4 Delivering Service
    • 10.5 After Service
  • 11 Chapter 11 – Human Resources
    • 11.1 Introduction
    • 11.2 Interview and Hiring Practices
    • 11.3 Employment Laws
    • 11.4 Managing Compensation and Benefits
    • 11.5 Corporate Social Responsibility
  • 12 Chapter 12 – Managing Operational Finance
    • 12.1 Introduction
    • 12.2 Financial Statements
    • 12.3 Operational Expenses and the Capital Budget
    • 12.4 Revenue Management
    • 12.5 Managing Labor Costs
    • 12.6 Taxes: Reporting and Remitting
  • 13 Chapter 13 – Marketing
    • 13.1 Introduction
    • 13.2 The Marketing Mix
    • 13.3 Steps of a Marketing Plan
    • 13.4 Channels of Distribution
    • 13.5 The Marketing Budget
    • 13.6 Industry Trends and Marketing
  • 14 Chapter 14 – Sales
    • 14.1 Introduction
    • 14.2 Training for Sales Success
    • 14.3 Managing a Sales Team
    • 14.4 Selling to Global Audiences
    • 14.5 Selling to Special Segments
    • 14.6 Selling to the Digital Traveler
  • 15 Chapter 15 – Safety
    • 15.1 Introduction
    • 15.2 Managing Workplace Safety
    • 15.3 Risk Management and Insurance
    • 15.4 OSHA: Following the Requirements
  • 16 Chapter 16 – Security
    • 16.1 Introduction
    • 16.2 Hotel Security: Access Control and Guestroom Security
    • 16.3 Employee Security Issues
    • 16.4 Emergency Management and Media Relations
Introduction







This unit explores the various processes that leaders must focus in order to ensure their operations run smoothly.
这一章我们将探讨为了让酒店运营顺利，领导者需留意的各种流程。
These operations include the Guest Cycle, Guest Experience and Communication.
这些运营中的流程包括“宾客循环”、宾客住店体验和对客沟通交流。

All hospitality and tourism leaders must have a common set of skills in order to manage these processes but also empowering their employees to proactively finding solutions to the problems.
为了管理好这些流程所有的款待业与旅游业的领导者都要具备一些常用技能，同时也能让他们的员工积极主动地找到解决问题的办法。
Managers must set high standards for themselves, their employees, and the property and set the example in applying these to raise the level of guest service.
管理人员必须为自己、员工和财产设置高标准，并为提高客户服务水平树立榜样。
This chapter provides an overview of the role hospitality and tourism leaders play in the guest cycle.
本章将概述酒店旅游业的领导者在“宾客循环”中所扮演的角色。

The chapter outlines the types of complaints guests may have and the best ways of handling those complaints in a way that pleases the customers and profits the organization.
本章还会涉及到顾客投诉的类型及应对的最佳方式，说明怎样做才能既让顾客满意又让公司盈利。
It explains steps managers can take to make the cycle seamless for guests.
它解释了管理人员可以采取哪些步骤才可以使这一循环周期天衣无缝。
As we have seen in the last chapter, different kinds of travelers have different expectations when it comes to service.
上一章我们已经说到，不同类型的旅行者期望得到不同的服务。
Guests in luxury properties require comfort and luxury combined with personalized attention.
住在奢华酒店的宾客除了需要舒适豪华的住宿体验，同时还希望获得个性化服务。

Business Guests require quick and efficient service; leisure guests expect suggestions for activities.
商务宾客则希望服务快捷有效；而休闲旅客则期望获得有关旅游活动的建议。
At the very core of the guest experience should be exceptional guest service. The guest experience can be described as the encounters, observations, activities or events a guest undergoes during a stay at a property.
酒店所提供的卓越的宾客服务应成为宾客体验的核心。顾客在酒店逗留期间的一切所见所闻、以及所体验和参与的各种活动都属于宾客体验的内容。
The success of delivering the very highest level of guest service depends on how a property’s leaders manage the guest cycle.
能否成功提供最高水准的宾客服务，取决于酒店领导者管理“宾客循环”的方式。
Managers set the guest experience standards, develop employee performance standards and act as the role model for employees.
管理者应制定宾客体验标准和员工绩效标准，并以身作则带动员工。

We will discuss on how to make the guest cycle seamless in the next section.
下一节我们探讨如何制造完美无瑕的宾客服务周期。