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
Steps of a Marketing Plan





As we have discussed in the previous section, once the proper marketing mix has been determined, all activities must be communicated throughout the organization with a marketing plan.
上节中我们曾提及，一旦适合的营销组合被确定下来，公司上下应保持沟通确保所有的活动配合这一营销计划。
A good marketing plan is proactive, is detailed, create an awareness of any obstacles and problems the marketing team may face and forces each member of the organization to think ahead and make better use of the operation’s resources.
好的营销计划让公司主动出击，其内容页面面俱到，让营销团队提前意识到可能要面对的任何困难阻力，促使公司的每个成员都考虑在线，并善用公司运营的各种资源。

A marketing plan usually includes five key steps   营销计划主要包括五步

The first step is Conducting a Marketing Audit    第一步开展营销审计

This is the research step in the planning process and it involves gathering, recording and analyzing information about a company, its competition, and the market place as the first step in creating a marketing plan.
这是整个计划过程中的调研步骤，也是创建营销计划的第一步，包括搜集、录制、分析公司及其竞争对手和市场交易方面的相关信息。
More precisely, a marketing audit consists of three parts; property analysis, competition analysis and marketplace analysis.
更准确的说，营销审计包括三部分：资产分析、竞争分析和市场交易分析。

The second step is selecting profitable Target Markets     第二步选择有利的目标市场

In this step, we analyze the target markets, evaluate and identify the most profitable market segments according to some criteria such as; size of the segment, sales potential and growth rate.
这一步，我们分析目标市场，根据市场细分的大小、销售潜力及增长率等条件来评估辨别最有力的市场细分。


The third step is positioning the property  第三步公司定位

In this step, the organization projects a certain image in the minds of the public, by focusing on differentiation from the competition and ways to attract business.
这一步，公司向公众投放特定的公司形象，既要与竞争对手区别开来，又要藉此吸引业务。

The fourth step is establishing objectives and action plans   第四步建立目标和行动计划

Realistic, measurable and specific marketing objectives are set for each market segment and revenue center.After setting the objectives then specific action plans and budgets can be created.
为每个市场细分和收入中心建立现实、可行和具体的营销目标。建立目标后，要创建具体的行动计划和预算。

The last step is monitoring and evaluating the marketing plan    最后一步监督和评估营销计划

It is important that the plan and its actions are periodically evaluated and make changes if necessary.The more carefully the marketing effort is measured, the easier it will be to plan future marketing activities.
定期评估计划和行动，必要时作出改变非常重要。市场效能衡量得越仔细，以后的市场活动就越容易规划。

We will discuss the channels of distribution in the next section.
我们将在下节讨论分销渠道的相关内容。