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The following six steps are proven and can help you lay out a successful hotel-level plan.
1. Revenue goals—One thing hoteliers forget is to have specific revenue goals for their property that consider not just a number that they would like to achieve, but a number that is made up of components including occupancy throughout the year, and average daily rate that considers not only your base rates, but also your negotiated rates for both weekday and weekend business. If your market is growing in demand, will you be able to utilize additional revenue maximization strategies? Will rate be increasing across your competitive set?.
2. Competitive analysis—Know your competition inside and out. What is the condition of their product? Who are their top accounts? What rates are they charging, and what is their volume? What are their strengths and weaknesses? How is their staffing and service? Know the answers to these questions and you will be in a good position.
3. Current accounts—Be sure that you know who is staying with you and at what rate. Have it catalogued. Know who the decision makers for your clients are and have a plan to make sure that you are on top of every account and every decision maker within that account. This is good old-fashioned account saturation. You should also know what your property’s strengths, weaknesses, opportunities and threats are. It is amazing how one small open issue with an account can leave an opening for one of your competitors.
4. Top target accounts—Which accounts do you want to steal from your competitive set? How are you going to do that? Use the development of your sales plan to know who your top target accounts are. Know where they are staying, what they are paying and how you intend to get that particular account. Just like you should have a pre-call objective when you make a sales call, you should have top target accounts when you make a sales plan. Know that there are accounts that may not make sense to have at your hotel – don’t waste valuable sales time on these.
5. Plan for each target segment—Plan for each target segment. If one of your goals is to increase leisure business, you should have several tactics that will help you do that. If your goal is to increase revenue per available room for a particular segment, then you will need to be sure that your pricing strategy and the training of the front-desk staff and your revenue manager are on the same page. You have to have a united front here or goals can slip away.
6. Measurable goals—Have measurable goals for each strategy and each tactic in your plan. The best operators know that it is not just your annual occupancy, average daily rate and revenue per available room, but how you get there. Know what performance you need to hit by day of week and season of the year, and don’t forget that RevPAR is the combination of rate and occupancy. You need to know how you plan on adjusting that mix while keeping on mind your hotel’s condition, staffing levels and a realistic assessment of what the price value of your property is.
Follow these six proven components to a strategic hotel plan, track your progress often and remember to make your plan a living plan by reviewing it frequently and adjusting it according to current market and competitive conditions.
Best Regards
Great Departments in Hotels are not only known for having better people; they get things done better than others by quick action. In other words they are different because they are more nimble.
For your convenience I’ve summarized some wisdom into 6 simple steps that you can (and should) do to improve your teams ability to get things done.
Connect your Departmental Team with the Hotel’s Bigger Picture. All members of a team should Understand their connection between their work and the Hotel’s strategy; which in turn links their impact upon the Hotel’s success.
All Team Members should understand how they fit into the Hotel. For example, a Front Office team could help increase their impact upon food and beverage profits by introducing a more reliable Diary system upon check-in.
Pick a “MAD” (Make all the Difference) Goal. Goals that will engage every member of the team and has, as Peter Senge puts it, a ‘creative tension’ between your current and future reality. However too many goals is counter-productive.
If your Team aims to achieve between 4-12 goals they may only achieve 1 or 2; so keep the number of ‘MAD’ goals to less than 3. One of the most important roles as a leader is to choose. Exercise this responsibility and choose wisely!
Agree How you Will get There Translating your MAD goal into activities is the next step. These activities need to be articulated in a way that can be influenced by the team, can be measured and contribute to a MAD goal.
Measure and Display Once you know the activities, measure your progress and make the results visible, simple and in each team members face. Your team should know whether they are winning or loosing. My favourite examples of a scorecard goes back to my Kitchen initiative in a Hotel in Ipswich.
What I loved about it was the way the most junior Chefs were involved in its process. Whenever I visited the Kitchen, the kitchen porters and Chef-de-Partie with beaming faces presented their Cost of Sales % to me on their scoreboards. The pride of the team was infectious. They made the score boards, kept them up to date and they delivered the results. The impact on the Kitchen was great.
Meet, Commit and Hold People Accountable Accountability for actions really delivers the targets. Meet on a frequent basis; some experts suggest daily, but my experience shows that this doesn’t work. Instead, meet every week for not more than 30 minutes to discuss the teams’ progress on the activities.
During meetings each member can tell you What have I done last week to improve the scorecard? What commitment can I make for next week to improve our performance? Make sure they happen – don’t get distracted by daily activities. Hold people accountable for commitments. The leader obviously must give constructive feedback, but not placing blame on any one person.
Finally Remove Barriers These barriers could be linked to blocks set up by other departments. How team members work together. The different styles of the team members and their Individual capabilities. Your role as a leader is to help team members Identify any barriers and find solutions.
Agree with the experts answers in the respective field already given here. Thanks.
I agree with experts answer. Thanks for the invitation.
Without team work you are not going to achieve your daily, monthly or yearly goals. To achieve any goals we need unity in our all employee. (employee from entry level to the employer) For achive goals train the staff with proper training. Motivate the team by appricaiations, gifts, service charges, give discount for family members oa the employee, are the supportive hand to reach near the goals.
Given that this business is all about customer service, my response aligns to this only.
1. Respect - there must be the utmost respect for a customer no matter how an event is perceive, remember, it is the audience that will judge.
2. Integrity - a customer is paying for a service and a standard. If this service level falter, then the business will feel the effects.
3. Standards - aim for the standards desired and maintain them. Communication and training are key. Regular review of staff performances will assist with standard setting.
4. Teamwork - all staffs need to have it reinforced that the business is dependant on all effort. Th extraordinary efforts of one could easily be over shadowed by the poor performances of another. All must work in sync and support the efforts of others.
5. Loyalty - staff must be loyal to the business whilst balancing the need of the customer. The company must always come first, however where it conflicts with a customer requirement, advice should always be sought from a senior level.
6. Delivery - service to the customer should be 'beyond their expectations'. The engagement and delivery of process should make the customer feel elate. The aim of any customer service event is to ensure repeat business or at worst, a glowing endorsement.
hardworking is theroute to all sucess,creative as ion bringing new things everytime,create a workiong inviroment which is conjusive to the employees,educated to the extend of being sociable and share ideas with surbodinates,veri inovertive and beb into the surbodinates than be selective,accept ideas from others regadless of how junior is the person,considerate in the welfare of employees,learn to protect the employees than exposing them.respect every employee the same with others,handle all internal issues professionally than exposing workers to the outside world.management is best done by the way of MBWA which means management by walking checking of every duty and every employee thatn management from the office.
1- Setting the objectives and targets.
2- Objectives should be: SMART Specific, Measurable, Attainable, Relevant and Timely.
3- Planning schedule of execution
4- Doing the plan
5- Check to find out any correction required
6- Acting to get the appropriate corrective and preventive actions
with cooperation and a stratigy in manageging and consederation each one in a team you hotel or company achieve the goals
