Constructing a New Profit Model for Hotels

Building a new profit model for hotels is not only a top priority, but also a “must-have” and “required course” for operation and management in the new normal of the market and the new competitive environment. Hotels should use innovative thinking to upgrade and optimize products and services, break the boundaries of conventional management, adjust traditional management concepts, build a new internal management system, and reposition the market. Expenses, fixed costs, profits and other major operating indicators are pre-planned to achieve cyclical improvement of hotel performance and maximize profits. The Enterprise Management Center and the Quanzhou Tourism Hotel Association plan to hold the “Constructing a New Model of Hotel Profitability - Advanced Seminar on the Construction of Innovative Operation System and Operational Refinement Accounting Application” in August , and hotel related personnel are welcome to actively participate.

time and location

Time: August 24-27;

Arrival on the 24th , study on the 25th-26th, return on the 27th

Location: Quanzhou Overseas Chinese Building

Course benefits

1. Understand the realization of product innovation and profit model innovation;

2. Learn how the hotel can give full play to and utilize the role of the two core products of guest rooms and catering, and find the direction of innovation and optimization;

3. Learn how to improve room occupancy rate, average room price, and improve customer experience;

4. Learn how hotels create their own characteristics through product differentiation and culture;

5. Learn to establish a refined accounting system for hotel operations that everyone can master;

6. Learn to define the operating responsibilities of various departments through quantitative data;

7. Learn to improve the PDCA cycle of business objectives through the operation of the refined accounting system, so that employees can work automatically and spontaneously;

8. Learn to quantify resources, reduce idleness and increase profits;

9. Master the cost control skills;

10. Master the secrets of operating breakeven points and hotel profits.

syllabus

Lecture 1: Construction of hotel innovation operation system and case interpretation

(1) Management: culture, innovation, goals

1. The basic point of cultural life

2. Businesses focus on numbers and goals

(2) Management: quality, standard

1. Managers should have three eyes: focus on the government, focus on the market, and focus on employees

2. Management is to simplify complex problems and standardize chaotic problems

3. Different management systems have different product quality

(3) Innovative operation system

1. Innovative ideas

(1) Have the courage to deny yourself and break through the knowledge you have learned

(2) Be good at discovering new things and use them for me

(3) Break the traditional thinking and go to the market

(4) Innovation in the concept of talent use

(5) Administrators have basic qualities

(6) Innovation of market concepts

(7) Marketing concept innovation

1. System innovation

(1) Change the organizational structure

(2) Alternative salary system

(3) Change the employment system

1. Management innovation

(1) Institutional innovation (five reforms and two improvements)

(2) Advocate the interaction mechanism between management and front-line employees

1. Business innovation

(1) Change in business direction

(2) Change in business value

(3) Changes in the business environment

1. Product innovation

2. Cultural innovation

(1) Corporate culture innovation

(2) Innovation of resource elements

(3) Service culture innovation

(4) Customer cultural innovation

(4) Construction of health care

1. Health care will become one of the new core competitiveness of the hotel industry after the epidemic

2. Construction of the core competitiveness of hotel health care

(5) Case Interpretation

Lecture 2: Application of Refined Accounting in Hotel Operation

(1) Ways to increase profits

1. The application of accurate accounting in hotels

2. Refined accounting of hotel operations

3. Accounting principles of hotel financial accounting

4. The application of front-line accounting in front-line departments of hotels

5. The difference between business accounting and financial accounting

(2) The concept and application of marginal profit 1. What impact can refined business accounting bring?

1. How to divide variable costs and fixed costs

2. Data architecture for refined business accounting

3. How to calculate the service of all hotel staff

4. How to interpret the labor productivity of man-month under the self-management system

5. Unit time accounting of self-operated entities

6. How to complete the order-based sales under the self-operated body

7. What is the difference between inventory sales and order sales? How to maximize sales?

(3) Design of hotel operating profit

1. Analysis of hotel competitiveness

2. Make use of refined business accounting to detonate profits

3. In-class practice guidance for refined business accounting

4. Customized business accounting table for each hotel

Participants (team learning, more results with less effort)

1. Hotel chairman, general manager, executive general manager, deputy general manager, general assistant, marketing director, revenue director/manager, room director/manager, catering director/manager, human resources director/manager, financial director/manager, Middle and senior management of the hotel such as engineering director/manager.

2. In order to achieve the best learning effect and facilitate the effective introduction of experience results into the hotel, it is recommended that the general manager lead the heads of relevant departments to participate in the study collectively.