酒店管理何去何从(中文11200字,英文6800字)
摘要：知识经济迫使企业重新考虑内部资本不同组成部分对其绩效的战略影响。传统广泛的价值驱动力，主要基于结构性资本，随着关系型和人力资源导向型替代品在酒店业中的更密集利用，逐渐得到扩展。尽管酒店被认为是劳动密集型公司，低技能工作的比例较高，但其中许多酒店已经认识到组织知识和智力资本的增值潜力。他们实施这些创新功能，特别是通过与忠实客户建立合作关系和系统地引入创新管理实践。目前的酒店管理方法主要是以收入为导向，即努力从内部、技术和社会能力的临时和特定位置的组合中获得利润，包括市场细分、定价、能力分配、一致激励、组织结构或职业培训。内衬。因此，目前的管理者最大化了入住率（OCC）、平均每日房价（ADR）、每间可用客房收入（RevPar）等指标。因此，我们的研究问题是确定现有的收入驱动方法的观点和可行的组合，这些方法在酒店业中具有更广泛的知识管理特征。我们认为，成功的关键途径是更近一步，即每天对客户的个人定位，特别是对客户在功能和情感方面的满意度。为了实现这种安排，我们建议将现有的一套酒店绩效指标扩展为新的机制和指标，直接评估客户感知的价值。与纯粹的基于收入的原则相比，收集这些属性需要额外的管理活动，集中于迄今尚未使用的与客户相关的事项。由于这些变化主要关注酒店流程的效率，因此它们必须与人力资源的系统开发密切相关。从形式的角度出发，将该问题转化为相应的多元动态假设，用因果循环图表示，然后用系统动力学语言计算实现。通过建立互动模型，我们设计并测试了几个场景，将纯收入导向的酒店管理与客户导向的和组织知识支持的增强进行了比较。我们的实验表明，所提出的扩展可以提高整体性能达15%。根据我们的实验结果，改善的主要原因是：（i）定期回访客户的比率更高；（i i）新客户的口碑获得。
关键词：客户导向、动态建模、酒店管理、收入管理
Quo Vadis, Hotel Management?
Abstract: Knowledge based economy forces companies to reconsider strategic impact of different components of internal capital on their performance. Traditional extensive value drivers, based mainly on structural capital, are gradually extended with more intensive utilization of relational and human resources oriented alternatives also in hospitality industry. Although hotels are considered as labour intensive companies with higher proportion of low skilled jobs, many of them have already recognized value adding potential of organizational knowledge and intellectual capital. They implement these innovative features especially through the development of partnerships with loyal customers and systematic introduction of innovative managerial practices. The current approach to hotel management is mostly revenue oriented, i.e. strives to generate profit from temporally and locationally specific combinations of internal, technical and social capabilities, including, e.g. market segmentation, pricing, capacity allocation, aligned incentives, organizational structure or vocational training. Accordingly, present managers maximize metrics like occupancy (OCC), average daily rate (ADR), revenue per available room (RevPAR) and many others. Consequently, our research question was to identify perspective and feasible combinations of the existing revenue driven methods with still more pervasive features of knowledge based management in hotel industry. We believe that the key path to success is in even closer, i.e. daily personal orientation on customers, specifically on their satisfaction in both functional and emotional dimensions. To implement such arrangement, we propose extension of existing set of hotel performance metrics with new mechanisms and indicators, straightforwardly evaluating value, perceived by customers. In comparison with purely revenue based principles, collection of these attributes requires additional managerial activities, concentrating on hitherto unutilized customer related matters. Because such changes concern mainly about the efficiency of hotel processes, they must be closely interrelated with systematic development of human resources. From the formal point of view, we transformed this problem to a corresponding multivariate dynamic hypothesis, represented with causal loop diagram and subsequently computationally implemented in language of system dynamics. With the resultant interactive model, we designed and tested several scenarios, comparing the purely revenue oriented hotel management with its customers oriented and organizational knowledge supported enhancement. Our experiments showed that the proposed extension can contribute to the overall performance up to 15 %. According to our experimental findings, the primary reasons for the improvement are (i) higher ratio of regularly returning customers and (ii) word of mouth acquisition of new guests.
Keywords: customer orientation, dynamic modelling, hospitality management, revenue management |
