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
Selling to Special Segments




Next to the most common segments of business or leisure, other special segments are also part of a hospitality and tourism business.
酒店旅游业除了商务和休闲这两个主要的市场外，也存在其他的特殊区段。
Several special segments such as; destination weddings, sports teams, movies crews, government travellers can be very productive revenue sources for many hospitality and tourism companies.
比如旅游婚礼、体育团队、影视剧组、政府团队等特殊市场都能成为酒店旅游业公司颇有效益的收入来源。
Each special segment has also its special characteristics and needs, therefore tailor made sales strategies and marketing actions are needed to attract them in a property.
每段特殊市场细分都自己典型的特征需求，因此酒店只有量身定制销售策略和市场行动才能吸引区间受众。


For example if we talk about destination weddings, we refer to areas where special weddings can take place and offer unforgettable memories to the couples.
比方谈到旅游婚礼，就会想到能为结婚双方带来难忘回忆却又不失特色的婚礼场所。
Several destinations such as Las Vegas, Bali, Maldives, Hawaii, Seychelles and many more are well known to be destinations suitable for weddings and honeymoons.
拉斯维加斯、巴厘岛、马尔代夫、夏威夷、塞舌尔群岛等许许多多有名的目的地都是蜜月婚礼的好去处。
These travelers will require recreational activities, large facilities for ceremony, dinner, reception and banquets, honeymoon suites etc.
这类旅行者需要娱乐活动，举办典礼所需的一切设施和招待人员，餐厅宴会及蜜月套房等。

In order to attract these travelers, a good sales strategy from the hotel would be to participate in a wedding fair and showcase the property facilities and services, create unique package deals and invite potential couples for a personal property tour.
想要吸引这类旅行者，酒店可以参与婚庆博览会，展示酒店的设施服务，制定展会的特别优惠项目并邀请一对潜在客户前往酒店个人游，这些都是非常合适的销售策略。
A property’s ability to appeal to any of these special segments will vary depending on its products, services and location.
酒店产品、服务、位置的不同，决定了对每个特殊市场的吸引力也各不相同。
These segments can provide a major source of revenue for companies willing to invest to research them and to modify their products and services to meet these market’s needs.
这些细分市场可以为愿意投资研究的公司提供一个主要的收入来源，并修改他们的产品和服务以满足这些市场的需求。

We will discuss selling to digital traveler in the next section.
接下来的一节我们会探讨针对使用数码产品的旅行者所做的销售活动。