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






We have discussed the importance of marketing and its application in the hospitality and tourism industry.
我们在上一章探讨了市场营销的重要性,以及如何在酒店旅游业进行市场营销。
While marketing is the ground work for success in a hospitality business, sales is about carrying on the ground work using effective techniques in reaching potential customers and targeted segments.
想在酒店业获得成功,市场营销是基础,销售则是在这一基础之上运用有效方法继续与潜在顾客和目标客群进行接触。
Sales management positions in an organization may differ but can include the director of sales, the assistant director of sales and the sales manager.
每个公司的销售管理岗位不尽相同,但大体都会有一位销售总监、销售副总监和销售经理。
Large hospitality and tourism companies generally have specialized sales staff assigned to specific market segments.
规模较大的酒店旅游业公司一般会指派专业的销售专员负责特定的细分市场。
This level of specialization is usually only practical for chain operations and specific properties in large markets.
这种专业化水平通常只适用于庞大市场内部分连锁经营和一些特定的公司。
In smaller properties sales department may be combined within the marketing department’s responsibilities.
规模较小的公司则会将销售部门与市场部门二者合一,共同分担营销职责。

The organization of marketing and sales office is based on some factors such as;
市场营销部门的组织架构是以一些因素为基础,比如:

The property’s goals and objectives
 公司的目的和目标
The budget available for marketing and sales
 可用于市场营销的经费数额
Available marketing and sales support such as reservation systems, global sales offices
 可获得的市场营销支持,比如预订系统、全球销售办事处等
Total market potential, location and specific characteristics of the property
 公司的整个潜在市场、地理位置及具体特性等

The sales office is a customer focused area therefore first impressions are very important. Potential clients are greeted professionally by a sales receptionist.
销售办公室是一个以客户为中心的区域,因此第一印象非常重要。潜在的客户应受到销售接待人员的专业接待。
The sales area should be tasteful; reflecting the brand image, offices well lit and properly ventilated and the design is uncluttered and professional.
销售区域应当体现出公司的品味,反应出品牌形象,办公区域应灯光充足、适量通风,室内装潢简洁专业。

Property information sheets and brochures, sample menus, and news clippings about the organization make good pre-sale tools.
事先准备好含有公司信息的单页册子、菜单样品以及有关公司的新闻简报,这些都是很好的销售工具。
The décor should include photographs of events, guestrooms, meeting rooms and all kind of promotional material in order to be able to reflect an appealing image to the potential clients.
装饰物品应当涵盖活动、客房、会议室的照片,和各种广告宣传资料,以打造出能够吸引潜在客户的环境氛围。
Above all, every member of the sales office should be knowledgeable about the property and ready to share information about the property’s attributes.
最重要的是,销售办事处的每一名员工都应当详细地了解公司,并随时作好准备向客户解释公司特点的相关信息。
Sales people are crucial to an organization’s sales efforts. Hiring and retaining good sales people also makes good business sense.
一个公司的销售人员决定了销售的结果。因此公司很有必要雇用优秀的销售人员并且留住他们。
When salespeople change jobs, loyal clients may follow them, resulting in lost business for the organization, therefore continuous training and motivation of salespeople is critical.
当销售人员换工作,忠诚的客户可能跟着他们就走了,造成公司业务损失,因此要不断培训激励销售人员十分重要。

Successful salespeople possess several characteristics such as:
成功的销售人员具备以下的一些特征:

  • Professionalism, Communication skills, intelligence, analytical skills, motivation, efficiency, persistence, empathy and curiosity.
    高超的专业素质和沟通技巧,很强的沟通能力、擅长分析事物,懂得自我激励,做事有效率、不轻易放弃,会换位思考,保持好奇心。

  • Not that everyone is born as salesperson, but with the right training, self motivation and commitment anyone can become an important asset to an organization’s sales team.
    不是每个人生来就适合做销售,但只要受到适当的培训、不断自我激励、勇于承担责任,每个人都能成为公司销售团队的重要一份子。


We will discuss the different training programs for sales in the next section.
下一节我们会探讨不同的销售培训项目。