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
Follow the Guest: Making the Cycle Seamless







We have discussed the Guest Cycle and its 4 stages in your first course.
我们在课程的第一部分已经学过有关“宾客循环”周期的4个阶段。
The guest cycle can be considered as a service chain connecting each step to the next one.
 “宾客循环”周期可以理解为环环相扣的服务链。
The management should work to make each step of the guest cycle a seamless experience; where interactions flow smoothly from one stage to another, creating an overall positive feeling of satisfaction.
管理得当会让宾客活动周期的每一步都天衣无缝，而环环相扣相互作用就会在不同阶段之间顺利地过渡，由此宾客就会对整个活动周期感到满意认同。

The ultimate goal of any hospitality company is to build guest loyalty by making guests feel that the entire team is attentive to their needs.
任何接待业公司都应让顾客感受到酒店上下对每一位客人的关注体贴，以此实现最终目标——建立客户对酒店的忠诚度。
At each stage of the guest cycle managers must ensure that a process is in place with focus in providing exceptional experiences to every guest.
管理者要重视活动周期每个阶段的过程中，都能让每一位客人在适当的位置体验到我们卓越的服务。
Each stage has an impact on the following stage in the process and creates the overall experience.
活动周期的前一阶段往往影响着后一阶段，连在一起就构成了一个整体住店体验。

  • The “pre-arrival stage” is the great opportunity to record guest preferences and ensuring that these preferences are provided in the next stage of the guest cycle.
    “预抵阶段”是记录宾客个人喜好的好机会，这样在“顾客循环”的下一阶段就可以有目的地为其提供好各项服务。

  • The “arrival stage” is the moment of truth when businesses have to deliver what was promised to guests during the previous stage and form a great positive first impression.
    “抵达阶段”则是关键时刻，商家向宾客兑现好预先约定的承诺就会为顾客留下酒店积极正面的第一印象。
    Employees who are empowered can make on the spot decisions, go the extra mile and provide seamless experiences.
    得到授权的员工不仅可以当场拍板做决定，也可以陪客人“多走一里路”，让宾客的住宿经历完美无瑕。

  • During the “occupancy” stage, guests spend time in the hotel and use these opportunities to lookout for ways to surprise the guests with special touches and exceed their expectations.
    “住宿阶段”就是顾客在酒店的停留时间段，届时可寻找机会为宾客制造惊喜，并超出他们的预期。
    At this stage managers can support their employees by allowing them to be creative and encouraging them to contribute ideas for designing positive experiences.  
    管理者在这一阶段可以让员工发挥创造力，并且鼓励他们在安排惊喜活动的方面出谋划策，这样就是支持员工的工作了。
    Little time spent in this stage can produce big returns in the future. Guests who have positive experiences will most likely become repeat guests and refer further your property to their private and family circles.
    这个阶段小小的耕耘就会为未来带来巨大的收获。宾客拥有积极愉快的住宿经历，很容易成为常客，也会把酒店推荐给亲人和朋友。

  • The “departure stage” is the last step in which a “memorable” experience can be created. Usually guests will remember more likely the last experiences more than their first experiences.
    “离店阶段”是制造“难忘回忆”的最后一步。宾客通常都是将后面的事情比起开始的经历记得更清楚。
    During this stage, employees are encouraged to solicit comments about the guests’ experiences and process all transactions and requests in a timely manner.
    应当劝告员工在这一阶段努力收集宾客对住宿经历的评价，并且及时处理所有的交易和请求。


The Ritz Carlton has established the Gold Standards as the foundation to their seamless service provided at all times.
利兹卡尔顿建立的一套黄金准则，成为他们能随时提供无缝服务的基础。
These Gold Standards include the “Three Steps of Service”, reflecting the guest cycle stages.
黄金准则中包括“服务三步骤”，恰好与顾客活动周期的阶段相呼应。

Three Steps Of Service is about  服务三步骤：

1.Providing a warm and sincere greeting.
初期见面要给客人温暖亲切的问候。
2.Using the guest's name, anticipation and fulfillment of each guest's needs.
尊称客人的姓名，预想每位客人的需求并满足他们。
3.Fond farewell. Give a warm good-bye and use the guest's name.
道别时亲切热诚并使用顾客的姓名。

We will discuss Guest Recovery and handling problems that may occur in the next section.
下一节我们将探讨服务补救和可能出现问题的处理方法。