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





In this chapter we will examine the guest cycle closer and will explore the strategies for managing the cycle efficiently in order to create valuable guest experiences.
本章我们将进一步探讨“宾客循环”，为了创造有价值的的宾客体验而学习制定有效管理周期的策略。
During the chapter we will learn about guest service measurements and the crucial role of guest feedback.
本章我们将学习宾客服务的衡量方法以及宾客回馈的重要性。
Leading a GOLD guest service team and benefits of green practices are also the highlights of this chapter.
带领黄金宾客服务团队，和实施环保措施而得到益处也都是本章的重点。

Hospitality and tourism guests have certain expectations and as hospitality professionals we should be able to meet these expectations in managing every step of the guest cycle efficiently.
酒店旅游业的宾客有特定的期望，我们作为酒店业的专业人士应在有效管理“宾客循环”的每一步时达到客户的期望。
If all the parts of the parts of the process are performed better than expected, if the reality exceeds expectations, guests rate the experience as “exceptional”.
如果这一过程的每一步都超出预期，即现实令宾客喜出望外，他们会认为这是“意外惊喜”的服务体验。
If reality matches the expectations, guests rate the experience as “satisfactory”.
如果现实刚好达到预期，宾客认为这是“满意”的服务体验。
But if the reality is less than what is expected, the guest experience is considered “poor”.
而如果现实令宾客大失所望，宾客体验就变得很“糟糕”。

The expectations of the guests and the perceptions of the service providers can be considerably different.
客人的期望和他们对服务提供者的看法可能会有很大的不同。
A business guest may assume that the hotel property knows his or her expectations, however, in order to ensure the real expectations, hotel employees should proactively interact with this guest and clarify these needs beforehand.
一个商务客人可能会认为酒店已经了解他的需求。然而为了确保真正懂得宾客的需求，酒店员工应主动与宾客积极接触，提前弄清楚这些需求。

To ensure that hotels are providing the best guest experience possible, managers must continuously research about guest needs, wants and expectations, monitor how well they are meeting these expectations and respond to the results accordingly.
为了保障酒店能够提供最佳的宾客体验，经理须不断调查宾客的需求和期望，监控宾客需求的满足程度，并积极回应相应的结果。
Knowing the guest expectations in advance and managing the moments of truth at every stage by focusing in providing exceptional services, matching the products and services to the guest needs will result in memorable experiences.
提前知晓宾客期望，在每一阶段的关节时刻设法为宾客提供独一无二的服务，将产品和服务与宾客需求匹配起来，会带来令人难忘的宾客体验。