On the management concept of hotel sustainable development

Since 1990s, the concept of sustainable development has been deeply rooted in people's hearts, and many hotels have put it on the agenda, and set off an upsurge of creating "green hotels". Many hotels believe that adhering to sustainable development means saving energy, reducing pollution and protecting the environment. We believe that sustainable development is not only a problem of environmental protection, but also a new management concept put forward by hotels in the face of fierce punishment. Its deep-seated connotation is: the hotel's management behavior can not be exchanged for the interests of enterprises and short-term interests at the expense of the long-term interests of society; The expansion and development of hotel enterprises should adapt to the external social environment and industry environment; Hotel enterprises should seek their own vitality and space for sustainable development by cultivating their core competitive advantages. It means a correct grasp of future trends, a scientific analysis of related factors, an organic unity of social and economic benefits, and a long-term, sustained, stable and coordinated development.

First of all, a good social image is the first condition for the sustainable development of hotels.

Hotel enterprises are a cell of the organism of socialist market economy. Its survival and development depend on social recognition, and social recognition depends on its contribution to society. Therefore, a good social image is the basis for the survival and development of hotel enterprises, and it is also the primary condition for hotels to achieve sustainable development.

A good social image cannot be achieved overnight, and it needs to be continuously consolidated and improved. Although a hotel enterprise is an economic entity, its organizational interests are closely related to social interests. We should not only fulfill the corresponding social obligations, but also actively assume more social responsibilities, always care about the society and be enthusiastic about public welfare undertakings, such as paying taxes according to law, improving the community environment, advocating a healthy and civilized lifestyle, promoting the construction of spiritual civilization in the community, subsidizing poor areas, caring for the elderly in welfare homes, and supporting the Hope Project. This word-of-mouth effect created by fulfilling social obligations is far from being achieved by commercial advertisements. Therefore, first-class hotel enterprises should not only have the market awareness of capturing business opportunities, but also have the service awareness of "I serve everyone". As hotel operators, we should strive to be an "entrepreneur", not a "boss" who only cares about making money at the moment.

In addition, whether the hotel can properly handle all kinds of public relations with its community has a great impact on its survival and development. Hotel enterprises often give people a feeling of "high-grade, high consumption". Ordinary people usually stay away from them and even take a hostile attitude towards them. Hotel business activities may also bring some inconvenience to surrounding residents. If the hotel forms a negative image among most people, the negative impact of this public opinion will far exceed our marketing efforts, and the consumer groups will continue to shrink. When the hotel has a positive image, it will naturally attract real or potential consumers. At this time, if we use some marketing strategies, it will have a multiplier effect. Since hotels live in a specific community environment, they must do a good job in marriage, pay attention to good neighborliness and friendship, enhance mutual understanding, and establish a good image of "good citizens" in the community. Only in this way can the hotel get the love, cooperation and support of the public, and create the conditions of "favorable weather, favorable location and harmonious people" for the survival and development of hotel enterprises. On the contrary, it will fall into the predicament of isolation and difficulty.

Second, a stable cooperative relationship is an important foundation for the sustainable development of hotels.

In a sense, hotel operation is a systematic cooperative behavior including suppliers, distributors and competitors. In a market economy, competition is inevitable. With the maturity of the market, the "life-and-death" struggle will only bring the result of both sides, and cause the loss of a large number of loyal customers. Hotel operators should fully realize that the competition between hotels is the competition of management level and service quality, and it is a process of mutual development, innovation and improvement. Practice shows that many hotels that look like competitors are actually partners with great development potential. Facing the new century, hotels must abandon the wrong practice of pathological competition and guide their business activities with the idea of "* * *". On the premise of stable cooperative relationship, we can exchange market information with each other, organize some activities and business projects, resist some behaviors that hinder the development of enterprises, and form complementary advantages and mutual benefit, so as to obtain more ideal economic benefits. In this way, competition on the basis of cooperation, in the process of competition, cooperation not only promotes the improvement of the hotel itself, but also promotes the healthy development of the entire hotel market.

As a special industry selling services, hotels should maintain long-term and stable cooperative relations with their suppliers and distributors, and form strategic alliances with them to ensure the profits of their own enterprises and take into account the interests of cooperative units. Because a partner with the same goal and close relationship can reduce the uncertainty and operational risk of the hotel, thus ensuring a stable operating level. If we choose low-priced and low-quality suppliers or abandon relevant distributors in order to get as much profit as possible, it is undoubtedly a short-term behavior to kill the goose that lays the golden egg.

When the hotel develops to a certain stage, it will expand the road of industrial joint merger. This includes not only the vertical merger of upstream enterprises and downstream enterprises, but also horizontal integration with other hotels. From the development trend, the success probability of going it alone will decrease day by day, and the practice of participating in cooperative networks will be widely accepted. Cooperative network is a dynamic self-excited system. The vertical and horizontal integration of this system fully embodies the advantages of economies of scale and scope. For small hotels, cooperative network is beneficial to resist the oppression of big hotels and reduce market risks, and promote the development of * * * through joint action. For hotels, it can create strong barriers to market entry, gradually form a monopoly within a certain range, and gain more market share and profits. Therefore, diversified and multi-level cooperation will make the hotel concentrate as many competitive advantages as possible, thus laying a good foundation for the sustainable development of the hotel.

3. Excellent hotel brand is an important capital for hotel sustainable development.

With the advent of knowledge economy and perceptual consumption era, the competition between hotels in the future will be more manifested as the competition of hotel brands. Whether you have a famous hotel brand will directly determine the survival and development of the hotel. Strengthening brand building, implementing brand management and building excellent hotel brands are important capital for the sustainable development of China hotels.

Hotel brand generally refers to a distinctive sign used to identify its hotels and products and distinguish them from other competitors. She is not only a trademark, but also a symbol of hotel quality and the embodiment of hotel culture, as well as a good reputation and an important intangible asset. Hotel brand management is to improve the satisfaction and loyalty of guests and the popularity and reputation of hotel enterprises through brand design, brand promotion, brand protection and brand equity evaluation.

Most hotels in China lack brands. Even well-known hotels such as White Swan Hotel in Guangzhou and Jinling Hotel in Nanjing, if compared with international brands, there is a big gap in business scale, market share, degree of market globalization, brand awareness and brand value. Facing the opportunities and challenges of global economic integration, it is urgent for China hotels to establish internationally renowned hotel brands in order to achieve sustainable development.

It is urgent to build an internationally renowned hotel brand. China hotel enterprises must seek breakthroughs in four aspects: First, pay attention to cultural connotation and create China characteristics. Brand is the condensation of culture. In order to create a world brand, China Hotel must strive to create China culture, which is mainly manifested in the China characteristics of hotel design and decoration, the excellent national tradition of service design and service provision, and the China complex of management. The second is to implement service innovation and cultivate loyal customers. Brand is a symbol of hotel quality. To ensure the quality of hotel service and improve the reputation of hotel brand, it is necessary to improve the satisfaction and loyalty of guests. This requires the hotel to meet the gold standard of hotel service quality, that is, everything the guests see should be neat and beautiful; Everything provided to guests must be safe and effective; All hotel staff must be friendly and polite when receiving guests. At the same time, on this basis, we should also pay attention to the renewal of service facilities, the improvement of service content and methods, especially the innovation of service mode, that is, the transformation from standardized service mode to customized service mode. Customized service is a kind of service that pursues personalization, humanization and extreme. Its service guarantee system mainly includes the networking of service information, the flexibility of service organization, the specialization of personnel in important positions, the humanization of management methods and the satisfaction of quality evaluation. The third is to speed up the process of collectivization and implement transnational operation. The scale of an enterprise is not only the expansion of quantity, but also the improvement of quality. If hotels want to improve their popularity and create brands, they must implement scale operation and take the road of collectivization. At the same time, international operation is the only way to build a world brand. If China hotels want to operate internationally, they can first make use of China's long catering culture and seek a breakthrough in catering management. At the same time, China citizens can take the opportunity of traveling abroad to find opportunities among destination countries and major tourists and gradually enter the international market. The fourth is to standardize brand strategy and implement professional operation. Brand building is a systematic project. Hotel enterprises in China should not only have the enthusiasm to create brands, but also have the patience to create brands, understand the growth law of brands and pay attention to the professional operation of brands.

Fourth, continuous knowledge innovation is the internal driving force for the sustainable development of hotels.

We find that no matter what the average profit of the industry is, some hotels can always earn more profits than others, and the magic weapon to win is to have a competitive advantage. Competitive advantage refers to the management resources that hotels can use to attract guests and make themselves invincible, and generally have high knowledge content. If the management strength only shows the actual distribution of various forces within the hotel, then the competitive advantage is the result of the strength comparison with competitors, which is a comprehensive management ability of the hotel. People without me, fewer people and more people, weak people and strong people all belong to the scope of advantages.

The source of hotel competitive advantage is core competitiveness, which can be regarded as material resources, human resources and information resources. The key to cultivating core competitiveness lies in knowledge innovation. Because, as the most important resource of an enterprise, it has three characteristics: value, scarcity and difficult imitation. With the advent of the information age, knowledge has become a decisive economic resource, which has replaced investment as the core factor to determine the competitiveness of enterprises, and knowledge innovation will become the main determinant of hotel competitiveness. In the knowledge economy society, the competitive advantage depends not only on the material resources of enterprises, but also on the intangible resources of enterprises, that is, knowledge and its application ability. At present, the product structure of China's hotel industry is similar, the service is still at the standard level, and the innovation of products and services is insufficient. The competition between hotels mostly stays in the low-level price competition, which leads to the decline of hotel quality and low economic benefits. Therefore, this requires hotel enterprises to enhance their innovative consciousness and ability. Only by constantly bringing forth the old and bringing forth the new can the hotel have vitality.

In the future, the competition focus of the hotel industry will gradually shift from low-level price competition to non-price competition with the theme of service, core technology and brand. To be a strong player in the competition, you must have the vitality and perseverance of knowledge innovation. Because it determines the development potential of a hotel enterprise, it also indicates whether the hotel enterprise can maintain its sustainable competitive advantage. We know that in traditional economics, the production function has an important law, that is, the law of diminishing marginal returns of capital. However, the infinity and accumulation of knowledge make the knowledge economy completely break this law and produce increasing returns. That is, with the increase of knowledge input or the accumulation of knowledge innovation, the marginal income will not only continue to increase, but even leap. Especially in the labor-intensive hotel industry, the infiltration of human resources can improve the quality of employees, make them become "knowledge labor", and then promote the all-round innovation of enterprises, thus providing sufficient internal motivation for the sustainable development of hotels. Therefore, in the process of hotel development, it is the core link of hotel development strategy to appropriately increase the number of knowledge-based employees, establish full trust among employees, actively cooperate and share the fruits of knowledge innovation.

Five, people-oriented management is the fundamental guarantee for the sustainable development of hotels.

Throughout the ages, the most important thing in politics is to employ people, enterprises are prosperous, and talents are abundant. The essence of hotel industry competition is talent competition. Therefore, adequate human resources are the fundamental guarantee for the sustainable development of hotels. The term "sufficient" here has two meanings: First, it refers to sufficient quantity. The hotel has enough staff to match its own scale and business operation. Second, it refers to sufficient energy. The personal values of employees are in line with the values of enterprises, and the potential of employees is maximized to form a strong cohesion. This requires the hotel to use humanized personnel policy, personnel system, training system and incentive mechanism, so that employees are willing and able to exert their greatest potential and make the most full and scientific use of hotel human resources, that is, to implement humanized management.

To implement people-oriented management, we must fundamentally change four concepts:

First, from "tactical theory" to "strategic theory". In the past, our so-called "personnel management" mainly focused on some daily work, such as labor organization, file keeping, examination and promotion, salary distribution and so on. The corresponding responsible department is called "Personnel Department". Personnel management is often regarded as a purely technical business management activity and belongs to tactical management. Now, the human resources we propose is to establish a management system for human resources planning, utilization and development according to the strategic objectives of the organization. Its management activities are strategic, holistic and forward-looking. The corresponding responsible department is called "Human Resources Department", which directly participates in the strategic decision-making of the organization. It should not be limited to the transactional management of the labor force, but should make an overall strategic plan according to the actual situation of the hotel, the development trend of the industry and the information of the talent market. In terms of time, it is necessary to analyze and predict the demand for talents from a long-term perspective and formulate strategies to attract and cultivate human resources. In terms of talent organization, it is necessary to establish a reasonable talent structure and allocation to reflect the echelon nature of talents. In terms of personnel training, it is necessary to carry out rolling training in a planned and step-by-step manner. Implement the strategy of giving priority to the training of key talents, training talents in short supply as soon as possible, and training general talents in batches, and pay attention to developing people's potential and vitality.

Secondly, from "factor theory" to "resource theory". For a long time, manpower has only been regarded as a passive factor of production and a tool to achieve profit goals, and has been organized and controlled. In fact, as a life of self-esteem, man is a resource. The difference between human resources and other material resources is that it is dynamic, active and exploitable. Moreover, human resources are the first resource of hotel management. We know that the hotel's business activities are inseparable from human resources, material resources, information, time and other resources, and people are the center of the hotel's business activities, and human resources are the primary resources that determine the hotel's development. Because the resources of things can only play a role through human activities. A hotel is an economic organization that obtains economic benefits by providing accommodation and other services to its guests. The quantity and quality of its services directly determine the economic benefits of the hotel. Therefore, under the condition of market economy, if hotel enterprises want to gain a foothold in the fierce competition and open up the situation, they must strive to improve the service quality, constantly improve quality of enterprise, enhance the vitality of enterprises and build well-known hotel brands. The key to improving hotel service quality depends on psychological factors such as service consciousness, mental state and psychological quality of hotel employees, as well as their professional ability, such as operation technology and service art. In the final analysis, the quality of enterprises is the quality of people. As for the vitality of the enterprise, its source lies in the full play of the enthusiasm of hotel employees. Therefore ... the key to the success of hotel management lies in the utilization and development of human resources.

Third, from "cost theory" to "capital theory". Human resource is a dynamic resource with unlimited potential. To turn this resource into productive forces, we must adhere to the principle of quality multiplication, invest in human resources and form human capital. At present, a considerable number of hotel leaders in China only regard training, salary and welfare as costs. Therefore, in management, they are often manifested as careful investment in labor costs, inaction in human resources output management, one-sided pursuit of staff reduction and efficiency increase, reduction of wages and welfare expenses, and reduction of training costs, which leads to employees being tired of working overtime, shortening rest time, being in a trance, feeling depressed, insufficient investment in employee training and low quality. In fact, the hotel's staffing, salary policy and training investment are an investment decision, and its judgment standard is not absolute, but a reasonable input-output ratio. The hotel staffing decision must be based on scientific work investigation and analysis and reasonable staffing, and the pursuit is scientific and reasonable post setting, appropriate work task arrangement and scientific use of working hours, rather than simple layoffs. Salary is the embodiment of employees' personal value, and must be taken first. If employees want to work actively and effectively, they must ensure their normal income and improve their quality of life. As for training, it is a rational investment behavior. As the saying goes, "sharpening a knife does not mistake a woodcutter." Of course, this kind of training should be scientific and effective. Therefore, how to make human resources become human capital is the key to the success of human resource management.

Finally, from "normative theory" to "potential theory". At present, the vast majority of hotel enterprises in China tend to standardize employee behavior as the focus of human resource management, emphasizing that there are rivers and small rivers. The interests of the state and enterprises are above everything else. The smallest thing in a hotel is a big thing, and the biggest thing in a person is a small thing. Require employees' personal behavior to obey the goals of the enterprise. Therefore, hotel employees have great potential, but lack of motivation. Western management scientist Peter? Drucker said: "the efficiency of an organization comes from whether everyone in the organization can give full play to their intelligence." Everyone can freely develop their talents and coordinate with each other, which is the mystery of the organization. Any organization, if it can't give full play to its individual talents, must be the most inefficient or ineffective. " Therefore, to achieve the grand goal of hotel enterprises, we must implement people-oriented management and realize the shift of the focus of human resource management, that is, from standardizing employee behavior to developing human potential, and pay attention to building the * * * vision of hotel enterprises and employees. Without a trickle, there would be no rivers, and without the hard work of hotel employees, there would be no glory of hotel enterprises. Therefore, hotel enterprises should not only pay attention to the development of enterprises, but also give consideration to the personal development of employees, and establish a mechanism to grow together with employees, so that employees can maximize their intelligence and realize their life value, and truly realize the leap of hotel human resource management from managers to liberators.

References:

(1) He Jiaxun's Brand Image Planning-Perspective Brand Management, Fudan University Press, 2000.

(2) Du Yingfen's Knowledge Economy and Enterprise Management Guangdong Economic Publishing House 1999

(3) Yu Kai Deng Cheng Human Resource Management Dalian University of Technology Press 200 1 year

(4) Zou Yimin and Han Xiaoyan explore the way for China hotel enterprises to win globally. Journal of Business Economics 200 1(7)