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
Revenue Management




Revenue management is a practice used in order to maximize the revenue of a hospitality business.
营收管理是的目的是让酒店收入最大化。
It refers to selling the right product at the right time to the right consumer and for the right price.
它是指在恰当的时间点以合适的价格，向需要的人销售适当的产品。

The revenue management practice started in the airline industry but today is used in many industries such as; car and train companies, hotels, restaurants, theaters and even parking areas.
营收管理这一做法始于航空业，但如今已被许多行业运用，例如汽车火车公司，酒店，餐饮，剧院甚至是停车场。
Revenue management uses sophisticated computer programs setting strategies to predict consumer demand and optimized product availability and price to maximize revenue
营收管理使用复杂的计算机程序制定策略来预测消费者的需求，并对产品的供应能力和价格进行优化，以获得最大收益。
These programs can forecast the number of reservation, cancellations and no-shows, can track the availability of guest rooms and can compute the maximum rates based on demand and availability.
这些程序可对提前预订、取消预定和放弃预定的宾客数量进行预测，实时跟踪可用的房间数量，并根据宾客需求和可用的房间计算出房费的最大值。
As an example to this practice a hotel may not sell a room today at a low price in order to sell it tomorrow at a higher price or may sell a room today in a discounted price if the demand is low.
作为这种做法的一个例子，一家酒店今天可能不会以低价出售一个房间，以便明天以更高的价格出售，或者如果需求很低，可以以折扣价出售一个房间。

Properly used, revenue management can be a very effective tool in maximizing the revenues in a hotel.
恰当地进行营收管理能有效地让酒店获得最大收益。
The revenue manager is responsible for ensuring that the hotel is maximizing its revenue by balancing the room rates guests pay with hotel occupancy.
营收经理的职责包括根据酒店入住率来调整房费，以确保酒店获得最大收益。
The revenue manager works cooperatively with the sales department, the reservations department and other departments to determine which room rate strategies should be applied to ensure the hotel achieves its revenue goals.
收益部经理与销售部、预订部和其他部门合作，决定采取何种房费策略好让酒店达到其收入目标。
营收经理与销售部门、预订部和其他部门合作，确定应采用哪种房间费率策略，以确保酒店实现收入目标。
The revenue manager also establishes room rates for all hotel’s intermediaries including the hotel’s website, third-party websites OTA, airlines reservations systems and others.
营收经理还需为酒店的所有中介机构制定房间价格，其中包括酒店官网、第三方网站、在线旅行社(OTA—Online Travel Agency)、航空公司的预订系统等。

Revenue management is more than just a technique to yield higher revenues. It is a philosophy and culture that has to be implemented throughout the organization.
营收管理不只是为了获得高额的收益，更应融入公司的文化理念，成为全员实践的准则。
In order to put revenue management in practice, regular communication between departments, accurate record keeping and reporting and effective decision-making is essential.
为了使营收管理的策略在实践中得以实现，部门间的经常性沟通、准确的记录保持和报告的制定和有效的决策是必不可少的。
We will discuss managing labor costs in the next section.
下一节，我们将会探讨人工成本的管理。