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
Training for Sales Success





Once the right salesperson is hired then must be trained.
合适的销售人员一经雇用就要马上开始培训。
Even experienced sales people need different forms of training in order to learn more about the specifics of the organization and what is expected of them.
甚至是经验丰富的销售人员也需要得到不同类型的培训，这样他们才能更加了解酒店的细节并且知道酒店对他们的预期。
Effective training allows salespeople to sell more productively.
有用的培训让销售人员的工作富有成效.

Each salesperson should have a firm foundation in the following key areas.
每一个销售人员都应在下列关键领域拥有扎实的基础技能。

·Knowledgable about the company: This gives sales people confidence when making sales calls. Sales people should know about the company in and out.
They should know about facilities, services, products, rates, operation hours, booking policies, hours of operation, meeting and banquet facilities and local attractions.
This information is gathered in a “sales kit” and is carried by each salesperson.
对公司的详尽了解：会让销售人员在销售拜访时充满信心。销售人员应对公司的里里外外了如指掌。比如设备、服务、产品、价格、经营时间、预订政策、宴会设施以及当地的旅游景点等。可将这些信息收集放在一个“销售工具包”，让每个销售员工人手一份。

·Office procedures:  Each salesperson should know about the sales office routine, the computer system, booking policies, the function book and other sales forms and reports.
Knowledge of the office SOPs is equally important in order to perform at the optimal level according company standards.
办公流程：每个销售员工都应清楚了解销售办公的例行程序、电脑系统、预订政策、会议活动簿和其他的销售形式及报告。有关办公室的标准操作规程知识也同等重要，这会让员工能根据酒店标准发挥其最佳水平。

·Performance standards: Every salesperson should know exactly what is expected of him or her in terms of deadlines, sales quotas, number and types of sales calls and number of accounts.
Salespeople are required to understand the market segments they are expected to target.
业绩标准：每个销售人员都应该清楚知道公司对他的预期，比如截止日期、销售配额、销售拜访的数量和类型、以及客户数量等方面。销售人员需要理解公司分配给他们的目标细分市场。

·Salesmanship in order to study the psychology of selling. Recognizing the motivations of buying decisions and the different personality types of buyers can help salespeople become more successful in their job.
推销术是为了研究销售心理。销售人员认识到客户购买决策的动机和不同类型的购买者可以帮助他们在工作中获得更大的成功。

Training methods may vary from company to company however some common techniques are used in mostly all hospitality companies.
每家酒店业公司的培训方法不尽相同，但有些方法是大家会普遍使用的。
Simulated sales calls, double calling, market segmentation drills, case study exercises, in-basket drills are the most common training techniques in order to develop salespeople’s diverse competencies.
模拟销售电话、二次销售拜访的情景、市场分割演练、案例研究练习、篮式训练都是培养销售人员多样化能力的最常用的训练技巧。

We will discuss how to manage a sales team in the next section.
下一节我们会讨论如何管理一个销售团队。