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
Managing the Guest Service Measurement (GSM) Process







Hospitality and tourism businesses are constantly evolving to keep up with the needs and expectations of their diverse guests.
酒店旅游业公司一直持续关注不同消费群体的需求和期望。
A recent study done by Expedia, one of the largest online booking agent in the world, today’s guests don’t simply base their bookings on great deals or discounts anymore, instead, more and more holidaymakers want to guarantee they’ll be getting an authentic experience from the destination and the property and services offered.
全世界最大的线上订购代理商之一,做了一份调查显示当今的消费者在预定选购的时候不再仅仅基于价格和折扣,相反度假旅行的人期望保障他们选择地目的地、酒店以及所得到的服务体验都真实可靠。
For this reason, managers and employees must continually evaluate their products and services and consequently upgrade to match the needs of the current and future customers.
因此,经理和员工要不断评估产品和服务,并持续升级以满足现在和未来消费者的需求。

The tool most commonly used to measure guest satisfaction is known as the GSM- Guest Service Measurement process. With this process you can determine the guest needs and expectations and whether they are being met through a process such as follow-up phone calls or guest comment cards.
用来衡量宾客满意度最常用的工具是GSM--宾客服务质量的测评程序。通过这一程序可以确定宾客的需求和期望,并利用电话跟进或宾客意见卡等方法来确认这些需求和期望是否得到满足。
Comment cards are one of the mostly widely used forms of collecting information and can take several forms like printed cards, online surveys or feedback sections on the web pages.
宾客意见卡是手机信息使用频率最高的方法,可以纸质卡片、线上问卷或页面上的回馈专题等方式进行。

Well-executed guest comment cards provide businesses vital information about the guest demographics, preferences and also serve for an opportunity in improving the products and services offered.
合理使用宾客意见卡会为公司带来许多重要信息,例如宾客的人口统计特征和偏好,并为改善服务和产品带来机遇。
Guest comment cards might be available in a hotel room, on the table at a restaurant or directly accessible online.
宾客意见卡可以放在酒店客房内、餐厅桌子上、或者直接上网填写。
While comment cards are a great way to fix problems for future guests, they do not address the issue that the guest who wrote the card experienced.
虽然意见卡是为未来宾客解决问题的一个很好途径,但他们不会强调写意见卡的人所得的经历。
Moreover the anonymity of the cards does not allow management to contact the guests and offer a solution.
除此之外,卡片匿名也让管理层无法联系宾客提供补救措施。

In order to minimize the dissatisfaction of the guests, also to collect valuable feedback, before the guests leave the property, managers and supervisors, during each stage of the guest cycle, should be proactive and visible so that guests can get their concerned addressed on the spot.
为了将宾客的不满意度降到最低同时获得有价值的意见回馈,经理和主管应在宾客离开之前其活动周期的每一个环节都主动出击,接触宾客让他们能够立即表达自己的意见。
GSM data is only helpful if used properly and systematically within a well defined procedure.
宾客服务质量测评的数据只有在规定程序范围内正确系统化地使用才有效果。

The data collected can assist managers in making decisions on:
收集到的数据能帮助经理在以下方面做决定:

 ★ Analyzing weak spots in service
    分析服务短板
 ★Identifying which services are profitable
    确定哪些服务利润较大
 ★Eliminating services that do not justify the expense
    消除不合理费用的服务
 ★Redefining products and services standards and processes.
    重新定义产品和服务的标准及程序

GSM data, together with other metrics such as market trends, competition analysis, brand characteristics can be used further as part of corporate wide tool for  known as  CRM – Customer Relationship Management.
GSM数据与诸如市场趋势、竞争分析、品牌特征等其他数据信息可以被进一步利用,成为公司广泛工具的一部分,这些也被称作CRM,即客户关系管理。
CRM not only supports the actual service in a business but also adds a relationship dimension on a relational service.
客户关系管理不仅支持实际的业务,还为相关服务加添了一层关系纬度。
CRM involves identifying and rethinking all strategic processes that take place between an enterprise and its customers.
客户关系管理涉及确认和重新思考公司与客户产生的所有策略程序。
Customer relationship management (CRM) is an approach to managing a company's interaction with current and potential future customers.
客户关系管理是管理公司与现有以及未来潜在客户之间互动关系的方法。

The CRM approach tries to analyze data about customers' history with a company, to improve business relationships with customers, specifically focusing on customer retention, and ultimately to drive sales growth.[1]
CRM方法试图分析客户与公司的历史数据,以改善与客户的业务关系,特别是关注客户的去留,最终推动销售增长。
One important aspect of the CRM approach is the systems of CRM that compile information from a range of different communication channels, including a company's website, telephone, email, live chat, marketing materials, social media, and more.
客户关系管理方法一个很重要的方面是其系统会从不同沟通渠道收集信息并整合在一起,其中包括公司网站、电话、电邮、线上客服、市场物料、社会媒体等。
Under the Marriott Group’s service philosophy “Making every interaction meaningful” is a core concept. Under this theme back in 2009, by partnering with brand leaders and marketing leaders, Marriott's IT department built a unified framework for engaging with customers.
The project enabled Marriott to exceed its revenue goals while sending customers fewer, more targeted communications.
万豪集团的服务理念核心是“让每一次互动都变得有意义”。回顾09年的这一主旨,万豪IT部门与其他品牌和市场领袖合作建立了接触客户的统一框架。这一计划让万豪集团超额完成销售目标,但与客户的沟通却更加精炼集中。
As a result, this campaign included 2.9 million unique messages with offers targeted to the recipients and the campaign exceeded its original revenue goals by 35 percent within six months of deployment.
这一行动与接纳信息的人集中沟通,结果带来290万条不同的信息,并在使用6个月的期间内就超过了最初的营收目标35%。

And remember: The ability to ask the right question is more than half the battle of finding the answer.
切记:找出答案远不及问对的问题。

We will discuss on what it takes to lead a GOLD team in the next section.
下一节我们将探讨如何带领黄金服务团队。