The bigger the enterprise, the more people can get effective demand. On the contrary, the more effectively it can provide customers with demand, the more likely it is to become a great enterprise. Like other industries, the hotel industry also provides effective demand for customers. Have the core combination of "employees", "products" and "customers" owned by other industries. The difference is that the products used by hotels to provide customers with demand are obviously different from those used in other industries. For example, in the automobile industry, manufacturers produce cars for customers, which can solve the pain of travel and fatigue, shelter from the wind and rain, and is convenient and fast. The hotel industry provides customers with a good accommodation and dining environment, and consumption "experience" is an obvious feature of hotel products. In the process of pursuing the overall value of products (the overall value of products represents the sum of the physical value of products purchased by consumers and the spiritual experience value in the process of owning physical objects), the world automobile industry is particularly worthy of re-learning by hotel operators. 100 years ago, the German karl friedrich benz invented the car. In the following time, the car really came into life from an experiment. In the car, people put too much wisdom and effort into it. From the product aspect: in order to improve the speed, the automobile gradually improves the efficiency of the engine; In order to ensure safety, cars provide airbags and child safety locks; In order to improve comfort, automatic constant temperature air conditioning and automatic memory seat adjustment are provided in the car. In terms of humanization, the car provides a one-button service center call, a one-button start function, and a trunk induction opening function. From the service point of view: 4S shop, 24-hour car housekeeper, national barrier-free maintenance, 24-hour all-weather rescue, etc. , is gradually changing people's daily lives, cars can no longer be simply defined as just a tool to improve transportation efficiency. Compared with cars (products), hotel "products" lack the ownership value of "products" The characteristics of virtual "products" in the hotel industry make it necessary to strengthen services to enhance the overall product value. Hotel service once became a model for all industries to follow. With the continuous improvement of the overall product value of various industries, the hotel industry has been unable to occupy an absolute advantage in terms of experience value as before, which indicates that it is necessary to improve the experience value to meet consumers' higher value pursuit in the case of inherent deficiency of hotels and physical "products". In contrast, only a few hotels can win customers' praise for their excellent service. The hotel that focuses on customer needs is Phoenix Feather Water Chestnut. Hotels usually give customers a feeling of "no feeling". Even so, bosses continue to follow the most traditional business methods and product mix structure and continue to expect to win the favor of customers. On the contrary, some industries that have never been concerned have quietly become new learning models. Take Haidilao Hotpot Restaurant (hereinafter referred to as Haidilao) as an example. She left a deep impression on too many colleagues. It is true that she has become a new benchmark in the hot pot industry and has been imitated by her peers. What makes Haidilao the focus of praise? Obviously, Haidilao Hotpot Restaurant pays more attention to customers' feelings and can tap the potential needs of customers. From food specially prepared for every old person to small gifts for children; From actively pouring tea and water to changing towels and quilts again and again; From the running service of the vegetable delivery staff to the smiling greetings of the cleaning staff; From the meticulous service between meals to the checkout experience after meals ... some people may question that high-star hotels and hot pot restaurants are not comparable. But there is a saying that can solve the question that "the reason why small enterprises succeed is the reason why big enterprises fail". In the action of paying attention to customer feelings, I feel ashamed to experience the business philosophy of Haidilao from time to time. In all fairness, their pursuit of service can be compared with many five-star hotels in China. In contrast, many high-star hotels, which are proud of their huge assets and stand tall in bustling cities, have never been able to break through their commitment to customer care. Why not? Why can Haidilao successfully create a corporate culture that cares about customers and step into a virtuous circle of enterprises? The answer is inseparable from those who are committed to paying more attention to the effective needs of customers. So, what determines that enterprises attach importance to the formation of effective customer demand culture? First, the general manager is the leader who forms the core service culture. Many leaders think that the word corporate culture is not quantitative enough, and it is difficult to directly link corporate culture with performance in their work. So most leaders either discard it or deal with it. From successful hotel cases, we can see that culture is an indispensable foundation for the long-term benign development of enterprises. In the hotel, the shaping of corporate culture needs the "excessive" expectation and pursuit of the hotel general manager. In the comparison of revenue and service, what can become the core purpose of the hotel is worth thinking by many leaders who love the hotel. 1, leaders need to put shaping service culture in the first place. In the team, there is never a lack of people who pay attention to service, but there is a lack of people who insist on pursuing excellent service. Take the general manager as an example. Maybe they are all people who can contribute numbers. The direct contribution to business is much higher than the contribution of plastic service culture. Bosses are often particularly satisfied and encourage the development of this behavior again and again. The core concept of service is ignored by the boss and gradually recedes from the theme, in exchange for the hotel's short-term dazzling business performance, but it has lost the spiritual source of shaping the service culture. 2. Need to build a professional team system. The excellent cultural construction of the hotel needs not only a shrewd general manager, but also a highly specialized team, supported by the concept that service is the highest responsibility of the hotel, so that the culture with service as the core can spread in the organization. 3. Support service-oriented policies and systems. Is the hotel performance-oriented or service-oriented Does the enterprise have an effective way to spread services? Are role models imitated? Do you support service-oriented finance, manpower and other aspects the most? All these will be the key to the hotel's service culture. 4. Let the sense of service thrive. The cultivation of service consciousness is a long-term process, and the author speculates that subdividing work functions is the inevitable trend of hotel management in the future. In addition, functional departments' awareness of service consciousness often becomes the biggest obstacle to the spread of service consciousness in many hotels. Even though everyone in the functional departments thinks that service is the core of the enterprise, they never do it or want to do it when they need to pay attention to it.
Second, pay attention to the needs of customers, which is a professional problem. A professional can't find the needs of customers. No matter whether the customer stays in the lobby, restaurant or guest room, every action and every language of the customer reveals many potential needs (of course, the customer can't feel that the service is being monitored). Customer's age, gender, characteristics, occupation, personal preference, purpose, etc. It can be the basis and entry point of the service. For example, when I talked about fishing in Haidilao, I mentioned that the service staff gave glasses cloth. I thought that the service staff only provided a small gift for people wearing glasses, and I thought about it before I understood the intention. When eating, the hot air in the hot pot is increasing, which leads to steam on the glasses, so the glasses cloth is given away. The same touching scenes can also be found in Qingdao Seaview Garden Hotel. More hotels, traditional hotel management constantly staged, no innovation and development, blindly promote marketing. Finally, leaders with strong social background and connections have been firmly in the treasure position. Perhaps, they simply disdain to pay attention to the needs of customers. No matter what these service-oriented enterprises do, this spirit of observing customer needs is a culture and a habit. They all find the greatest value from their work with a burning heart. Third, the support of the boss is the backing guarantee of the service-oriented enterprise. Perhaps, hotel owners are "impatient", and the pursuit of business figures is always greater than the pursuit of service. I remember in the TV series "Qiao Family Courtyard", Qiao Zhiyong said to his new apprentice, "If you make money for me, I will be happy. If you are good to customers, let them say we are good and remember our brand, I will be happier! I will reward you! This makes me happier than making money. " Although it was 100 years ago, most hotel owners have not done it yet. 1, income and figures In the eyes of the boss, income and figures are equal. Whatever the reason, they may not have the determination to build a century-old shop. Blindly pursuing short-term interests will lead to the service culture becoming a shrine in the eyes of the boss, just a sacrifice. As a result, the hotel itself is often defeated in the long-term competition, forcing the hotel leaders to leave behind their glory. 2, the boss's "high opinion" Almost every hotel owner does not lack the so-called knowledge. Frequent visits to high-end hotels make them have their own "opinions" on hotel services, and make the boss pay too much attention to services and ignore hardware conditions. In their eyes, service is to put forward good requirements for management cadres, and service is the god who can change everything. Even if the equipment can't bring pleasure to customers, the service can make up for it (bosses often refuse to reinvest in hotels on this ground). This obviously contradicts the hotel's software and hardware. No matter what attitude the boss holds towards the hotel, it is difficult to change the boss's consciousness, so that the boss with entrepreneurial consciousness becomes a scarce resource, and the possession of wealth makes them think that success is the right to speak, which needs no debate. Trust is the biggest obstacle. Courage is the patent of a few bosses, not "mass consumer goods". Therefore, the trust between the boss and the general manager is the premise for the general manager to carry out all the work. Without this premise, hotel work will fall into a serious "show" quagmire. Sometimes, the boss often uses trust rather than ability to seek the general manager who can't contribute to the hotel. In this way, the plastic construction of culture can only be empty talk. Paying more attention to customers' feelings is not an inspiring word. Many enterprises have made countless efforts and sweat silently for this ultimate goal. These enterprises have also received corresponding returns while paying. Read more related knowledge and return to the list of hotel management knowledge columns.