Service quality management the first article modern hotel service quality management
Abstract: Service is the life of a hotel and an eternal theme. By finding out the gap between China hotel service quality management and foreign hotels, this paper points out some problems that should be paid attention to in improving hotel service quality management.
[Keywords:] service quality management
With the development of market economy, great changes have taken place in service quality from cognition, concept, connotation to requirements and standards. Taking the management of service quality as the life of the hotel can be said to be the result of fierce competition in the market. For hotels, the most important thing is the competition of service quality. Therefore, strengthening service quality management and how to ensure the service quality of hotels are the problems faced by many hotels.
First, the gap between China hotel service quality management and foreign hotels
1. service attitude gap. Compared with foreign hotels, there is still a certain gap in the civilized quality of some hotel employees in China. For example, the lack of artistry of managers' management level leads to employees' slackness and lack of initiative, which leads to the decline of service quality; The service personnel lack enthusiasm, which is manifested in "mechanical" smile and "unmoved" words; Before the guests left the restaurant, the kitchen staff shuttled around the restaurant at will. The reason for this gap is that there is a traditional thought of despising service in our history, and few people regard service as their own business. The concept of foreign hotel employees is just the opposite. They can correctly handle the change of roles, do a good job in service, carefully observe the needs of guests, and provide targeted services and proactive services in time. Be good at adjusting yourself after work and make full preparations for tomorrow's work.
2. The gap in work efficiency. Internationally, the concretization of efficiency is a clear concept of time. How many minutes does it take to serve? Calling a taxi will arrive in a few minutes; If the facilities in the room are broken, how long will it take to repair them? The checkout at the front desk will be completed in a few minutes. Such large and small services have quantitative service standards. Although there is a gap in the specific quantity, speed and simplicity are the same principles. However, some hotels in China have not yet established the awareness of service efficiency, and often express it with vague concepts where efficiency is most needed. Answering guests with words such as "almost", "right away", "soon" and "wait a moment" is actually irresponsible and will inevitably cause dissatisfaction among guests, especially foreign guests who have a strong sense of time. Any delay is a loss and waste of money. In foreign countries, the smaller the unit of wage measurement, the higher the working rate, and the relationship between them is inversely proportional. Domestic hotels generally pay salaries on a monthly basis, with quarterly awards (and annual awards), which is difficult to be clearly linked to the work efficiency of employees. Even if there is laziness+waste, it cannot be directly deducted from the corresponding hourly salary.
3. The gap in service norms. Service specification is the norm and standard that enterprise service quality should reach, and it is also the criterion that enterprise employees must abide by. Foreign hotel industry calls service standard the internal law of the industry. Some hotels in China have not yet established a complete service standard system, and it is easy for employees to cause customer complaints because of hotel service quality problems at work. If the restaurant does not have the special menu of the day, the daily menu is out of stock and cannot be supplied that day; The waiter didn't pour the wine at home, and there was no one around to collect chopsticks, which ruined the atmosphere of the restaurant. In summer, the air conditioning is poorly ventilated, and the smell of sweat and oil is strong; Business hours are not strictly enforced, and some restaurants don't even have time to turn over the desktop and take out the garbage, which is obviously driving guests away. This is simply incredible abroad; When cleaning, the room attendant moves the guest's belongings without authorization, the room necessities are uneven, and the quality of disposable guest supplies is too poor to meet the needs of the guests; Personalized service is not obvious, which can not reflect the characteristics of the hotel and so on.
Two, to ensure that the "accommodation" link in hotel services can meet the needs of all kinds of tourists in the development of China's tourism industry.
1. Create a good scene atmosphere. Hotel is also a small society, serving people and taking people as the center, which is the deep-seated responsibility and task of the hotel industry. Of course, it is not easy to create a comfortable and convenient environment, and it is even more difficult to create a psychological atmosphere in which emotions and scenery blend. The hardware standards of "five-star" hotels are very specific, but who can tell the "psychological" standards of "five-star" hotels? In today's world, whether rich or poor, whether foreigners or China people, whether great or mortal, all have various desires, but the greatest desire is "spiritual balance". Wouldn't it be more meaningful if the hotel could create a "home" atmosphere that is the easiest to communicate, blend and understand? Starting from small things, we can well grasp the psychological pulse of our guests, serve them to the real point, be cordial rather than attentive, thoughtful rather than tedious, standardized rather than rigid, enthusiastic rather than a mere formality, and make them feel comfortable from the heart, thus creating a feeling of "enjoying life". Although people have left, they are filled with emotion and endless aftertaste. I hope to come again.
2. Create a unique hotel personality. People often say: "Hotel, hotel, one is to stay in a hotel, the other is to eat a hotel", which just shows the * * * nature of the hotel. But what really reflects the hotel's personality is some "subtle" things that are not noticed. No matter in "hardware" facilities or "software", every "nuance" is not relaxed, even the main body of the hotel, the clothes, hairstyles, decorations and tableware colors of the waiters can reflect the characteristics that distinguish this hotel from the "other" me. The content of hotel service quality includes the hotel's facilities and service level. Therefore, no matter from the facilities or service level, we should embody "I am the only one" from the general to the subtle, highlight the hotel's personality, and show that you have no me, you have me and you are superior to me. For another example, in terms of service, you should make guests feel that your hotel is different from other hotels with unique thoughtfulness.
3. Everything is "people-centered". Hotel service industry is a people-centered industry. The service object is "people"-it is "guests" who bring financial resources to the hotel; It is also "people" who create wealth for the hotel, and they are employees who have been engaged in ordinary chores in obscurity. Respecting people, caring for people, understanding the personality of each employee, giving full play to their potential, and gaining insight into the brilliance of enterprise spirit reflected from their words, deeds and smiles are the core issues of enterprise management and the most fundamental tasks of enterprise leaders. The waiter controlled this nuance. In order for every employee to develop their potential, they must have the skills and qualities to develop their potential. It is the most basic task of the hotel to formulate specific and operable standards and norms for each post and process. Hard standards, hard training, hard execution and hard fines are also the basic skills of hotel management. After these hard passes, the service skills of employees will also pass. They work with ease, and many "nuances" can be brought into full play in the process of "practice makes perfect".
In practice, many hotel managers unilaterally emphasize the promotion of top grade and star rating, fail to seriously understand the actual needs of guests, spend a lot of money to improve hotel hardware facilities, and excessively pursue luxury and high-grade physical facilities. The author believes that intangible service components are more important in the overall combination of hotel products and services, and can not improve the income of hotel quality investment. The tangible product composition of each hotel is often similar. In recent years, the differences between hotels in hardware facilities such as guest rooms are getting smaller and smaller, and it is difficult for hotels to distinguish themselves from competitors by tangible product components. Only by improving the service quality can the hotel effectively improve the satisfaction of its guests, distinguish itself from its competitors and stand out from the competition.
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