On personalized service in hotel management

In recent years, with the rapid development of China's economy, the competition in China's hotel industry has become increasingly fierce. With the improvement of people's quality of life, people's consumption concept is also constantly improving, and people's requirements for services provided by hotels are getting higher and higher. Only by gradually developing and providing personalized services on the basis of standardization can hotels leave a deep impression on customers, win their loyalty and become repeat customers. Starting from the definition of personalized service, this paper briefly describes the significance and present situation of personalized service in hotels, and puts forward some measures for hotels to better develop personalized service, aiming at enhancing the competitiveness of hotels and improving their economic benefits.

Hotel management, personalized service, meaningful methods

With the reform and opening up and rapid economic development, the service classes of China hotel industry are increasingly extensive. The competition in the hotel industry has become extremely fierce. With the continuous improvement of customers' consumption experience, customers have changed from a single pursuit of material conditions to an all-round pursuit of material and spiritual satisfaction. If hotels want to be in an invincible position in the competition, it is far from enough to provide standardized and standardized services. Hotels blindly imitate and blindly follow the same model, which can only be in a state of stagnation. Only by providing personalized service to customers, meeting their personalized needs and giving them full respect and attention can customers feel it? Feel at home? To win repeat customers and gain customer loyalty. With the continuous development of people's consumption concept and consumption demand to a high level, hotel consumers turn from the original quantity consumption and quality consumption to personalized consumption, which leads the service industry to provide a series of personalized services to meet the needs of consumers. Therefore, on the basis of standardization, hotels should gradually develop and provide personalized services to meet the potential service needs of guests and give them unexpected surprises, so as to enhance the competitiveness of hotels and improve economic benefits.

First, the definition of personalized service

Hotel personalized service is to split and reorganize the elements of standardized service, improve the details directly required by customers, make the end of the service more integrated with the consideration of customer requirements, and strive to preset a variety of alternatives for customers without personally participating in the service design process. The hotel provides differentiated services according to the personal characteristics of the guests, so that the customers who receive the services are fully satisfied, feel respected, leave a deep impression on them, gain their loyalty and make them become repeat customers of the hotel. Personalized service usually reflects the initiative of the waiter. Attendants should be fully familiar with the operation procedures of various departments of the hotel, break the limitations of departments when necessary, provide timely services for guests, communicate with guests from the heart, put themselves in the guests' shoes and meet their individual needs.

Second, the significance of personalized hotel service

(A) enhance the competitiveness of hotels

With the development of social economy and the improvement of people's demand, the hotel industry has further developed, and the competition between hotels has become increasingly fierce. In order to compete for the market, many hotels have increased investment in all aspects, and there are more and more homogeneous products in the market, and more and more choices for customers. Only by constantly studying customers' needs, improving and adjusting hotel products and services according to customers' needs and creating new profit opportunities can hotel operators improve their competitiveness and seize more market share in the fierce market. Therefore, if you want to stand out among many hotels with fierce competition, you must have a competitive strategy different from your competitors. Personalized service is reflected in service characteristics. Through high-quality personalized service, customers can feel intimate and establish special relationships with customers, so as to attract customers, make them become repeat customers of the hotel and establish a sense of loyalty to the hotel. The personalized service of the hotel can also form a good reputation in the industry, thus attracting new guests for the hotel and having great competitive advantages.

(B) improve the economic benefits of the hotel

The personalized service of the hotel can continuously develop new customers and markets for the hotel, while consolidating the existing market. The personalized service of the hotel meets the different personalized needs of consumers, which will certainly improve customer satisfaction and loyalty, and ultimately enhance the visibility of the hotel, thus attracting more loyal customers and ensuring their long-term consumption, thus making the hotel win more profits and occupy a larger market. Hotels can also understand the changes of market demand by analyzing consumers' consumption, constantly explore new sales opportunities, explore customers' spending power, and improve hotel sales and profits. The hotel can also conduct an all-round analysis of the guest's behavior, understand the direction of the customer's demand through communication, carry out targeted information planning and transmission, launch products that meet the customer's needs, and carry out personalized packaging, make correct sales management decisions, improve the existing sales model, and finally improve economic benefits and obtain greater profits.

(3) Win repeat customers and gain a competitive advantage.

Personalized service means that the hotel provides the needs and satisfaction of the guests in time, and on this basis, it meets the subconscious service needs of the guests and gives them unexpected surprises. Customers can get such service in the hotel and will definitely become loyal customers of the hotel. Hotels should strive to provide customers with personalized services that are difficult for competitors to imitate, important for customers and feasible in finance and operation. Establish a special relationship with customers through high-quality personalized service, form customers' sense of loyalty to the hotel, and use good word of mouth to attract new guests for the hotel and show its competitive advantage.

Look for new opportunities.

Customer demand is the source of hotel wealth. The needs of customers are constantly changing, which also brings opportunities to hotels. Hotel operators should constantly study the needs of customers, improve and adjust hotel products and services according to customer needs, and create new profit opportunities.

(5) It is conducive to establishing a good image.

Appropriate personalized service can make customers truly feel the care of the hotel and realize that the hotel puts the interests of customers first, thus deeply implanting the friendly and thoughtful hotel image into customers' hearts and adding weight to customers' future choices. Serving others means creating benefits for yourself, and the image is also related to the future of the hotel industry. Therefore, hotel managers should also make some efforts in this regard.

Third, the status quo of personalized hotel services

(A) the awareness of personalized service is not strong

Hotel employees lack understanding of the mechanism, content, form, characteristics of personalized service and the difference between it and standardized service, and the service guidance is too strict, so they seldom give full play to their personal characteristics. The specific operation level of employee personalized service needs continuous training. Only through training, the level of employees can be continuously improved, and the personalized service of hotels can develop continuously for a long time. However, many hotels do not have a complete training system or pay no attention to employee training at all. As a result, many hotel employees can't even complete the basic service operation perfectly, let alone personalized service.

(B) loopholes in hotel service management

In hotel service management, the requirements for service personnel and management personnel are still unequal, and I don't understand that management is a higher level service. Only excellent management can provide high-quality services. Without in-depth service practice and good practices, it is difficult to sum up the promotion experience and form a service brand. As a result, many hotel employees do not regard hotel work as their lifelong career or their own career, and they have very negative thoughts. Hotel managers can try to improve the treatment of service personnel and improve the welfare of the hotel. Only under the good hotel corporate culture and humanized management system can employees really change their mentality and role orientation, establish a sense of ownership, and serve guests with heart and affection.

Fourth, how can hotels better carry out personalized services?

(A) for employees to establish a sense of personalized service

The key to personalized service is to understand the different needs of different guests in the service process. Hotel attendants should establish communication with guests, learn more about their personal preferences, needs and personality characteristics, so as to provide good personal service for guests. An excellent waiter should not only master the basic common sense of service, but also be good at observing words and feelings, understand the needs and consumption psychology of guests, and master various manners flexibly according to the needs of different guests. In the process of service, employees should observe words and deeds, establish a proactive sense of service, predict customers' personalized needs and potential needs, and meet these needs in time, and move customers with sincere service attitude, so that personalized service becomes a natural inspiration in daily work. For example, the staff in charge of ordering service in the restaurant can order the kitchen to prepare ginger tea and win repeat customers with thoughtful and personalized service if they find that the guests have cold symptoms through observation. Of course, employees' awareness of personalized service cannot be cultivated overnight, as the saying goes? No rules, Fiona Fang? The development of hotel personalized service requires hotel managers to formulate corresponding personalized service rules according to the actual situation of the hotel, and requires employees to strictly abide by them. Hotel managers can carefully study the characteristics of different types of customer consumption, carefully analyze personalized service cases, study whether personalized service is the general demand of customers, measure the difficulty and feasibility of promotion, and on this basis, redesign or partially adjust the service processes of various departments, the operational norms of each service and the flexible scope of implementation. At the same time, every employee is required to fully master the service operation norms and flexible service skills, and fully empower employees. Appropriate implementation of services according to the characteristics of customer consumption, only by formulating corresponding rules and upgrading personalized services to standardized services of all departments of the hotel, can the development of hotel personalized services have a qualitative leap.

(B) attention to detail

As the saying goes, details determine success or failure, and the personalized service of hotels is often reflected in some details. If a hotel wants to embody personalized service in every detail, it must first ensure the quality of the hotel, and high quality is the starting point and destination of service. Hotel management handles and arranges each link from five aspects: equipment implementation quality, product quality, labor quality, safety status and environmental atmosphere. Only by ensuring high-quality facilities and services and making customers have corresponding satisfaction and loyalty can we effectively promote the development and application of personalized services.

The personalized service of the hotel should be fully reflected in every detail of the service process. For example, when a guest comes to a restaurant, the waiter can arrange the dining environment in his favorite place as far as possible according to the guest's needs, and ask him what kind of service he wants according to the guest's grade, ask the guest what kind of food he likes, make corresponding recommendations, and carefully ask the guest what taste he likes, whether he has any special needs, and whether he wants to add sugar or sauce. The catering department makes special menus according to guests' tastes. For example, when the catering department prepares a guest's wedding banquet, the special dishes in the wedding banquet should include the meaning of grand blessing, and the same menu will not appear for the second time, so that the guests feel that it is made for them alone and that their wedding banquet dishes are unique. Housekeeping department can decorate personalized wedding rooms according to the needs of guests. If guests like pink, they will also consider this factor when decorating their rooms, such as changing sheets and quilts into pink, putting roses and some pink candles on the bedside. At the end of the wedding, you can send some special snacks to the guest room, which contains the blessings of the hotel staff. The hotel staff who delivered snacks sent them sincere words of blessing.

(C) the implementation of humanized hotel management

In order to provide personalized service to guests, hotels must carry out humanized management of employees. Let employees truly feel the respect and care of managers for their personality, and establish the same values among employees, so as to make employees glow with the greatest enthusiasm for work and promote the realization of various management functions and the collective efficiency of the hotel. Maintaining the continuity of personalized service depends on the high professionalism and good professional habits of grass-roots managers and employees. The complete and effective incentive mechanism of the hotel is an important condition to ensure the high degree of professionalism and good professional habits of hotel employees. Hotels should pay attention to the perfection of incentive mechanism. Managers can collect high-quality service information by consulting customers' service opinions and employees' work logs, and at the same time carry out various reward and commendation activities to give material and spiritual encouragement to employees who creatively provide high-quality services, thus forming a service fashion of caring for and helping customers. For example, a report meeting can be held regularly, so that hotel employees can put forward their own personalized service cases at the report meeting and then evaluate them. Let other employees learn the method of personalized service through preaching. It is a good spiritual motivation for every employee. Finally, through the selection, the hotel affirmed the material reward, thus ensuring the continuity of personalized service. Management pays attention to emotional input, the coordination of interpersonal relationships, and the vital interests of employees, so that employees and enterprises can form? Emotional androgyny? , create one? People do their jobs well before making full use of them? The atmosphere, effectively carry out the personalized service of the hotel.

References:

[1] Li. Analysis of standardized service and personalized service in hotel industry. Journal of Guizhou Institute of Education. 2006。

[2] Wang Bin. Analysis of personalized hotel service. Hubei business college. 2002。

[3] Qu Xiumei. On the personalized service of hotels. Journal of Jilin University of Commerce. 2005-2006。

[4] Sun Minghao. Modern hotel service psychology. Dongbei University of Finance and Economics Press. 1999.

[5] Wang Wanfei. Catering consumption psychology and management strategy. China Development Press.2001.

[6] Zhang Lingyun, Ma Xiaoqiu (main translation). Human resource management in hotel industry. Beijing: China Tourism Publishing House. 2003.

[7] Liu Yihua. Six requirements of humanized hotel management. Hotel manager, 2005.

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