What is the responsibility of the salesman in the hotel sales department?

Control is one of the basic functions of management, and hotel sales revenue control is an important part of hotel internal management. Hotel sales revenue control is to protect the hotel's internal property and catering sales revenue, check the accuracy and credibility of accounting information, and formulate coordination methods and control measures. Good hotel revenue control can not only ensure hotel sales revenue, but also improve hotel service level, establish hotel image and promote internal unity of employees, which is of great significance to hotel operation.

(A) the status of hotel revenue control

1. Hotel income control level and management awareness are uneven.

2. The hardware facilities of hotel revenue control are backward.

3. The hotel revenue control system is not perfect. (especially the accounting voucher system is particularly weak)

4. Hotel sales revenue control takes "strict monitoring" as the main control means, and insufficient attention is paid to the internal audit system.

5. The fraud is serious. Some employees and even managers use loopholes in management to seek personal gain in different ways, and even make large-scale collective fraud.

6. Foreign currency management is chaotic.

(B) the characteristics of hotel sales revenue control

1. The positions involved in the hotel revenue control link include hotel waiter, cashier, room service center, kitchen, bar, front desk, auditor and so on. To do a good job in hotel revenue control, it is necessary to clarify the authority of each post and coordinate it to achieve good control effect.

This hotel has a large space and a high mobility of employees. Because the staff and customers in the hotel are all active in a large and random space (this may involve different floors, different catering supply points, etc. ), using the traditional "close monitoring" method to control, not only wastes manpower but also has poor control effect.

3. Different types of customers Hotel customers include in-house guests, group guests, local guests and non-in-house guests, and these guests have different levels, which is difficult to control.

4. There are many hotel services, large price difference and heavy pricing workload. Hotel catering services alone include hundreds of items such as vegetables, vegetables, drinks and cigarettes.

5. There are different standards for hotel discounts, including various discounts, free entertainment reception, in-store rewards, minimum consumption, time consumption, adult price, child price and other price forms.

6. Service flexibility

7. Diversification of checkout methods In short, the hotel's revenue control should be based on these characteristics and combined with the actual situation of the hotel to study and formulate the best control measures.

(C) hotel sales revenue control methods

1. The organizational control of hotel management and operation must follow a reasonable organizational structure and division of labor, restrict each other, coordinate development, and realize the functions of management and control.

(1) organizational division of labor. (2) post responsibility system. (3) Incompatible job separation.

2. Personnel control Any control function and system is completed and realized by people. Therefore, in view of the requirements of sales revenue control, we must control the corresponding employees in order to implement them according to the established management objectives.

(1) Reuse talents, and only use people with virtue, virtue and ability. (2) The employment of employees in important departments should be strictly examined. (3) Avoid inappropriate job changes. (4) Carry out business training to improve business quality. (5) Decisively deal with unqualified employees.

3. Control of commercial activities

(1) point menu control. (2) Bill control. (3) "three lines and two points" control. (4) Discount and preferential treatment control (5) Cash register control

4. Improve the supervision system of hotel sales revenue control.

Hotel management network

Constructing marketing audit system

How does the hotel always maintain the leading competitive advantage in the dynamic market environment? This requires us to conduct an extensive, systematic and regular inspection of our marketing environment, purpose, strategy and other management activities, that is, to evaluate our own marketing audit system to identify problems and opportunities, and to make timely suggestions on important changing environments in order to always gain the greatest competitive advantage. Hotel marketing audit system consists of the following seven parts:

Macro-marketing environment audit

Economic, political and cultural aspects: What impact does the economic, political and cultural development of the city where the hotel is located have on the hotel industry (is it to promote or restrict the development of the city's convention and exhibition industry, tourism industry and commerce? What impact do these development opportunities have on hotel products? What impact does the current development have on the overall consumption view and preference of society or region? Science and Technology: What is the major breakthrough in the manufacturing technology of hotel facilities and equipment at present? How can hotels use the most advanced facilities and equipment at home and abroad to improve the overall hardware quality on the basis of higher hardware?

Demography: What are the domestic and foreign tourists of the hotel? What impact does the tourist flow and distribution in the hotel target market have on the growth of the hotel market?

Policies and regulations: What are the impacts of policies and regulations related to hotel management and operation on hotel operation?

Micro-marketing environment audit

The market situation faced by the local hotel industry: what is the evolution of market scale, growth rate and profit faced by the local hotel industry as a whole? What are the main products, market segments, services, brands and grades, and what is the market acceptance?

Customer: What are the potential, actual and future needs of hotel customers for hotel products? What are the consumption behaviors of different market segments? For our hotel, which customer groups are conducive to the formation of the basic target market? Which groups have brought opportunities for further development to the hotel?

Competitors: What are the main competitors of the hotel at present? Their purpose (the basic goal pursued by competitors is the current profitability? Market share? Or brand advantage? ), strategy (the way competitors try to win is price? Quality? Service? Or chain operation? ), advantages, disadvantages, scale, market/customer share and other major business strategies and operational indicators? What trends will further threaten the development of the hotel, and what is the hotel's response model? If our price changes, how will our competitors respond? If we increase the variety of services, how will our competitors respond? )

Marketing channels: What are the marketing channels of the hotel? What is the efficiency and growth of each marketing channel? What are the problems in the process of integrating all sales channels? What is the way of coordination?

Marketing strategy audit

The concept, core values and mission of hotel development: Do these hotel managers meet the actual or future needs and requirements of the target market? Based on these management ideas, can we build a unique and competitive brand? How to improve these management ideas and brand values according to scientific knowledge and market development needs?

Marketing goals and objectives: the scientific basis for determining marketing goals? Are the marketing goals and objectives of the hotel clear and can guide the marketing plan and performance evaluation? What is the key stage of marketing purpose and goal realization?

Strategy: What is the strategic combination? What is the basis of analysis and determination from the perspective of its own resources, target market and competitors? Can it really promote the realization of marketing objectives at all stages? What is the actual value of strategic combination from the perspective of income and cost? What is the immediate response strategy to possible changes in competitors and macro marketing environment?

Marketing organization audit

Structure and personnel: Can the whole marketing structure effectively judge and respond to the situation and changes of the market, especially the target market? Can you respond to customers' special requirements immediately? Can different marketing channels be managed and developed? Is the setting of posts and functions conducive to marketing work? Are there enough marketers with relevant professional knowledge, professional ethics and excellent skills?

Functional efficiency: Is there a good mechanism and way to improve the overall marketing ability? What are the training and promotion mechanisms related to the performance and ability evaluation system of marketing teams and individuals?

Interface efficiency: the hotel marketing department needs to cooperate with other departments to achieve the maximum effect. What are the constraints and processes for evaluating and improving the cooperation between the marketing department and other departments? How to evaluate and improve the positive and negative effects of independent operations and processes of other departments on hotel target customers?

Marketing system audit

Marketing information system: Does the marketing information system provide sufficient, correct and timely information for the characteristics and trends that real customers, potential customers and future customer groups need to develop? Is there enough, correct and timely information about the changes of macro-marketing environment, micro-marketing environment and internal marketing environment? Has the hotel formulated and applied the best methods and systems such as market balance and sales forecast? Does the hotel have a sound decision-making and evaluation mechanism? Can this marketing information system affect other systems?

Marketing planning system: Is the hotel marketing system well conceived and can it be effectively used? Do marketers have enough decision support systems to ensure that they can handle and solve related problems? Can the hotel marketing planning system play an important role in the sales performance of the overall operation of the hotel and enhance the overall competitiveness of the hotel? Does the development of marketing planning activities match the hotel's marketing strategy?

Marketing control system: does the hotel control system cooperate with the marketing planning system to ensure the realization of the business indicators and objectives of the year? Are all operational links regularly analyzed and improved? Are the costs and benefits of marketing regularly reviewed?

New product development system: does the hotel have a perfect product development system, can it promote the creation of new products and form realistic competitiveness? Can you make a serious and scientific feasibility demonstration, especially analyze the concept and business opportunities of new products? Before forming a large-scale realistic product, will the appropriate product and marketing prospect be tested and scientifically and rigorously analyzed?

Marketing productivity audit

Profitability analysis: What are the profitability of different products, markets, sales areas and channels of the hotel? Should hotels enter, expand, contract or withdraw from certain market segments?

Cost-benefit analysis: what are the main components of hotel marketing cost, the related cost quantity, and the influencing factors and links that can make the marketing cost change greatly in operation? Is there a system to evaluate the benefits of increased operating costs? Is there a system to evaluate and improve the factors and links that unnecessarily increase hotel operating costs? Can we formulate corresponding measures according to the relationship between cost and income to increase marketing ability and expand overall profit?

Marketing function audit

Product: Does the hotel's product match the overall marketing strategy? Can the operation of the new product development system continuously improve the overall product market competitiveness of the hotel? Whether to analyze and evaluate the current product marketing situation and take measures such as expansion, reduction, suspension and reform? Do you know the most effective combination of hotel products in a certain budget and marketing stage? If only 80% of the funds are allocated, which products will the hotel delete? If the funds increase by 20%, what products will the hotel add?

Price: Does the price of hotel products match the overall marketing strategy? To what extent is the price based on cost, demand and competition standards? Do customers think the price of hotel products is consistent with the value they provide? Does the management understand the price elasticity of demand, the experience curve effect and the price and pricing strategy of competitors? What is the consistency between price policy and government norms? Is the price of each marketing channel harmonious, and can it improve the overall sales ability of the hotel as a whole?

Channel: Can the hotel's marketing channel maximize its marketing ability? What is the actual operation performance of each channel? What are the operational advantages and problems of each channel and how to improve them? What kind of activities does the hotel take to cooperate with some dealers (reservation centers, travel agencies, etc.)? ) improve the overall sales ability?

Public relations and promotion: what is the status of hotel brands in the market? Can the current public relations and promotion activities improve the hotel market position, and what is the objective significance? What are the remaining problems and how to improve them? What is the public relations and promotion system of the hotel market in the future, and can it promote the realization of the goals at all stages of marketing? Have public relations and promotion activities established a sound system of analysis, implementation, evaluation and improvement, and used sufficient and effective means and measures?

To sum up, a hotel's marketing audit system is multi-faceted and multi-content. Only by constantly applying scientific knowledge and refining from practice can it be continuously improved. At the same time, only by constantly applying and enriching the marketing audit system in practice can we really improve and enhance the hotel's marketing activity ability and truly establish its own strong market competitiveness.

Five Taboos of Hotel Marketing

Avoid subjectively judging the credibility of consumer units.

At a regular meeting of department managers, the sales manager reported that a foreign company had come to the store to spend money, hoping to pay the bill. The boss asked the manager: Is it state-owned or private? The answer is that it is private; What is the investment quota? The answer is nearly 10 million; So the boss warned that such a small-scale private enterprise is not convenient to pay the bill. This sentence blocked the door of convenience that the enterprise hoped, and at the same time, the hotel unconsciously lost one of its most loyal customers.

At present, in all hotel consumption groups, especially in some mainland hotels, credit consumption accounts for a considerable proportion. When the hotel measures the consumption credentials of the competent unit, it will naturally determine whether it can charge according to the strength and reputation of the unit to avoid bad debts, bad debts and dormant account. After a long time, it will be easy for old customers and well-known enterprises in this field to master, but for similar new consumer customers, we can't determine their credibility only by enterprise attributes and existing strength, let alone pay more attention to "public" and "private" and emphasize "big" rather than "small" Among the customers we associate with, the reputation of a unit is often determined by the personality of its boss, especially in private enterprises. Some bosses are gentlemen and keep their promises; Some bosses are vague and arbitrary; Some bosses don't talk about credibility, and they can mix and mix; The former is welcomed by hotels, while the latter should be vigilant. However, in the actual operation process, we must never give up eating because of choking, we must not only deal with the former but ignore the middle and the latter, and we must not lose the former because of preventing the latter. On the one hand, we should greet each other with a smile, on the other hand, we should use strong supervision measures to prevent the interests of the hotel from being damaged. If the boss puts forward the requirements at the beginning of this article, he can take measures such as concluding detailed contracts, shortening the checkout time and arranging special personnel to supervise the opening of the door to increase the number of customers. Once the problem is found, it is not too late to cancel the qualification of hanging accounts.

Second, the boss seldom comes.

Visiting customers in time is an effective means for hotel managers to enhance understanding, strengthen friendship and consolidate customers, which has been recognized by the majority of peers, but it is far from being implemented in practice. Some either have no time and forget to go; Some don't intend to go at all, so they let their men walk around; Some even marketing directors and managers rarely build cars behind closed doors; There may be several reasons for this. 1 is determined by the boss's own personality. Don't like socializing, have little desire to associate with people, and always like to put themselves in a self-defined circle; 2 is self-esteem. It is easy to say that it is the same scale and level as yourself, but it is difficult to visit customers who are lower than yourself; Third, the working methods are somewhat biased. Trapped in the hotel chores all day, doing everything by myself, too tired to care; Fourth, the marketing manager has a weak sense of responsibility or his work is irrelevant; Generally, managers with these reasons only care about their own feelings and facts, but ignore the thought of the god of wealth: the owner and manager of that hotel have been faceless for a year and are self-righteous. Why do I have to go to him to spend money? !

Three, don't visit with lanterns.

When setting quantitative indicators for salespeople, sales managers should never measure the performance of salespeople by the number of visits. This seemingly scientific approach will have a negative impact. The relationship between salespeople and customers is just a working relationship. It is obviously unpopular for a customer to go to an appointment and be interrupted for work reasons, so there is a saying that he is obviously working in an office and lied that he is in a meeting. With more times, the sales staff realized the customers' antipathy, and hoped that there would always be good news such as discounts, discounts, gifts and free tickets. , will enliven the atmosphere, increase the content of the conversation, increase their own weight, but this is very limited. In addition to making visit plans for different customers, the marketing department should first consider multi-channel and multi-means to achieve its goals.

Four bogey planning is only a matter for the marketing department.

Famous hotels have a very good tradition. Before the festival comes, the boss should take the lead in organizing the backbone of the whole store to hold a Zhuge Liang meeting. Please give us your ideas and find a way. This is a good practice worth popularizing. The number of people in the marketing department is limited no matter how professional they are; No matter how many ideas, they are powerless; Three heads are better than one, and many people participate in it, which will help the activity to be a complete success. They also set up part-time salesmen among the heads of various departments to fill the shortcomings of salesmen in customer information collection and relationship communication, and basically formed a three-dimensional network of external marketing, which is very practical.

Five don't do promotions for each array.

I once heard a joke. It is said that a boss received more than ten New Year cards from the same hotel during the Spring Festival. There are hotels, department managers, supervisors and even employees. Generally speaking, it means the same thing: I hope to continue to take care of it in the coming year. Let's not talk about the good intentions of these people, just talk about the boss's reaction when he received the greeting card: So much, is this necessary? This illustrates a problem. It is a waste of manpower and material resources to promote the array, but it is still not recognized by the guests.

At present, many hotels quantify the income of various operating departments, which effectively improves their enthusiasm. Both managers and employees try their best to increase their income. The starting point is understandable, but it often breeds some negative effects. On the whole, the situation is good. In the event of major events and holidays, these bosses who go to the store to spend money are on the road like Tang Priest. You want a bite, I want to dig a knife. Forcing the boss to spend money is very explicit and impersonal, which makes people feel at a loss, disgusted and even run away, resulting in a typical self-defeating situation.

The hotel has the style and taste of a hotel and cannot be destroyed by some vulgar methods. This requires the hotel management to take effective measures to avoid this fragmented promotion phenomenon in order to maintain the integrity of the hotel's external marketing.

Relationship between yield and room occupancy rate and average house price

Income rate

-Relationship with rent and average house price

The relationship between the three can be obtained through the calculation formula of the rate of return:

Actual income = actual average house price x actual number of rooms sold.

Potential income = list price x total number of rooms

Rate of return = actual income/potential income = (actual average house price x actual number of rooms sold)/(marked price x total number of rooms) = (actual average house price/marked price) x (actual number of rooms sold/total number of rooms) = house price realization rate x room occupancy rate.

Among them, we define the ratio of the actual average house price to the list price as the house price realization rate. It is not difficult to find that the house price realization rate is also equal to 100% minus the discount rate. Therefore, through the calculation of the realization rate of house price, managers can grasp the degree to which the actual house price deviates from the marked price (retail price), which is very important for discount management.

Since the rate of return is equal to the product of the housing price realization rate and the room occupancy rate, the same rate of return may be a combination of different housing price realization rates and room occupancy rates. As shown in table 1-2:

Table 1-2 Different combinations with the same rate of return

group

Room sales

Room occupancy rate (%)

Average house price (yuan)

Yield (%)

Room revenue (yuan)

A

450

90

200

60

90000

B

300

60

300

60

90000

C

celebrity

80

225

60

90000

Note: The hotel has 500 rooms, with an average price of 300 yuan.

The yields of three different rental rates and house price combinations in the table are all 60%. Some people think that combination A is the best, because A has the highest occupancy rate and the largest number of guests, which will bring the most other income such as catering. Some people think that combination B is the best, because combination B has the highest house price and the least houses sold, so it has the lowest cost and the highest profit. Others think that combination C is the best because it takes into account the income, cost and profit levels of other departments. In fact, each combination has its rationality, but it also shows that the rate of return does not consider operating costs and non-housing income. Of course, we can't expect one indicator to win the world. In any case, the rate of return is a simple and effective indicator to measure hotel management. The marketing director of Hilton Hotels Group said: "Income is life, and the average house price and room occupancy rate have been replaced by yield and total income." The two basic strategies of revenue management are also closely related to the two indicators that determine the rate of return-room occupancy rate and average house price. In the peak season, when the demand exceeds the supply, the strategy of raising the average house price must be adopted to increase the income; In the off-season, that is, when the supply exceeds the demand, we should sell as many rooms as possible, that is, increase the occupancy rate of rooms and even greatly reduce the house price.

Selection of software system

The theory of inventory allocation and pricing in revenue management theory provides us with some basic principles. Finally, how to apply these methods accurately and scientifically to achieve the goal of maximizing revenue requires a computer revenue management system, the most important parts of which are reservation system, forecast pricing module and revenue management decision support system.

When choosing, we should first choose the revenue management software specially developed for the hotel industry, because the revenue management system in the aviation industry accounts for the majority at present. Although the hotel industry and the aviation industry have many similar characteristics, they are incompatible in at least the following two aspects.

(1) Air passengers have no other consumption except buying air tickets on the plane; When choosing customers, hotels should consider the income of other departments (such as catering department) in addition to room income.

(2) Air passengers do not have the problem of staying time. Once the plane arrives at the destination, the transaction between the two parties is terminated; Most hotel customers will stay for more than one day.

Since Mr. Scott D. Schade developed the first set of revenue management system software for Marriott Hotel Group in 1983, many companies have been engaged in the development of hotel revenue management systems, among which PROS and IDEAS are famous. PROS also specially developed a set of DCCS system suitable for small hotels. We should have the idea that there is no best system, only the most suitable system.

With the emergence of more powerful computers, many income management methods will become a reality. In many cases, past practical activities reflect the technologies available at that time. The new performance of computers has stimulated new ideas, and at the same time, it has prompted people to have a new understanding of the application scope of traditional computers in the hotel industry.

hotel

Hotel decoration

Hotel decoration lighting design

In the professional planning and design of hotels, hotel lighting design is very important. In lighting engineering design, the lighting system with function as the main body is usually called general lighting or general lighting. Hotels, advertisements, windows, dance halls and restaurants are called decorative lighting.

Main scope of lighting design

Outdoor decorative lighting:

1, building facade lighting; 2. Courtyard lighting; 3, square road lighting; 4. Fountain and modeling lighting.

Interior decoration lighting:

1, lobby, guest room, restaurant, coffee shop, bar ballroom, fitness and entertainment, ballroom, conference hall, etc. 2, art decorative lighting (such as sculpture, relief, tapestry, murals, etc.). ) and critical use lighting; 3. Office, kitchen, etc.

Coordination between lighting design color and decorative environment

1, the hotel room is mainly for rest, and low illumination and soft lighting should be adopted to form a quiet and comfortable atmosphere. Considering the needs of guests' work or study, wall lamps, desk lamps, floor lamps and bedside lamps are generally installed locally, and it is best to add dimming devices. The color and shape of the lampshade used should also adapt to the environment and coordinate with the room decoration design.

2. Restaurants and banquet halls need warm colors and high illumination, and use more light with rich red and yellow components and good color rendering performance to make food delicious and help to stimulate appetite.

Coffee shops and bars need a relaxed and quiet atmosphere. They should be illuminated with low illumination and dimming switches. Lighting 1-2 candles on each table will make the environment more intimate and daydreaming.

4. Ballroom lighting needs strong light contrast, and various bright colors and special effects such as rotation and flashing add exciting and warm atmosphere.

Professionalism of lighting design

Hotel decorative lighting is a comprehensive professional technology. In the design, we should fully consider:

1. energy saving: in order to achieve better design effect, lamps and materials suitable for hotel use and good energy saving effect should be selected for natural lighting and top lighting.

2. Coordination: design different luminosity according to the use function, keep all activities comfortable, make the lighting design and decoration design coordinated, and better meet the needs of the hotel.

3. Use: According to the decoration design, accent lighting murals, artworks, green plants, waterscapes and other indoor special decoration.

4. Technicality: In the design of hotel decorative lighting, according to the relevant national technical standards and norms, new lighting technology is adopted to meet the requirements of various service functions of the hotel.

Hotel lighting design should fully mobilize all the characteristics of light, combine hotel functions and hotel design concepts, and create an ideal world of light and art, so as to achieve the design effect of comfort, artistry, unity and safety.

China Tourism Talent Network

Hotel: concise to flashy

Hotels in Toronto are almost all cement buildings, focusing on the convenience of business travelers rather than the beauty itself.

Roger Kershaw, business manager of Attache, a travel consultancy, is one of the owners of restaurants in downtown Toronto. He pointed out that although the city seems to have more elements to please business travelers, there is still room for pleasure-seeking tourists to stop. Four Seasons Hotel, Park Hyatt Hotel and Windsor Castle are all located in Yorkville, where art, fashion and dining are well developed. The atmosphere of these hotels can not only satisfy the guests staying in the hotel, but also attract tourists. "Four Seasons Hotel is the most famous landmark hotel in Toronto," Kershaw said. "The two janitors there have magical power and seem to be able to take you anywhere. The installation and furnishings are also refreshing. " Another noteworthy thing is the restaurant. The newly renovated Park Hyatt Hotel is still inexperienced, but it can be made up by the shiny design and the penthouse restaurant with panoramic view of the city. Windsor Arms Hotel is hidden in a quiet side street, and its champagne, caviar lounge, royal teahouse and walnut-decorated suites are enough to attract people.

For those who want clean and comfortable sheets and bulging wallets, there are also a large number of small hotels offering "bed and breakfast" (b&; B) The service is sufficient to meet their requirements. Kershaw likes Ribin's Nest in Rosedale-Best-a romantic country hotel, painted in lime white, with bay windows, luxury suites and a garden full of lilies. Another house that Kershaw likes is the terrace villa of kassalow Horse. Susanna Scharbono and Pierre de Sordel from Montreal brought pleasant Quebec folk customs to this European hotel. There are suites with soft colors, cats dozing on the front porch steps lined with geraniums, and original breakfast (saffron omelet, pitaya, yogurt, honey and nutmeg newly bought in China City).

Create your restaurant image

The establishment of restaurant image should be a combination of visual, auditory and olfactory images. Among them, visual images are usually the easiest to form feelings. Therefore, the beauty of restaurant image is mainly manifested in its appearance and internal environment.

The image of the restaurant is directly related to the impression of the guests on the restaurant, and also directly affects the economic and social benefits of the restaurant. The establishment of restaurant image should be a combination of visual, auditory and olfactory images. Among them, visual images are usually the easiest to form feelings. Therefore, the beauty of restaurant image is mainly manifested in its appearance and internal environment. Through local conditions or artificial decoration and other artistic means, the internal and external environment is organically unified in comfort and elegance, giving guests a beautiful feeling.

Appearance image of restaurant

The beauty of restaurant appearance includes the beauty of architectural appearance and the beauty of restaurant name.

1, the beauty of architectural appearance

The architectural appearance with beautiful shape, exquisite materials, harmonious colors and different styles can have a positive impact on the psychological activities of dining guests. It can make the guests feel beautiful, easily attract the attention of the guests, and make them have a variety of rich associations and leave a deep impression, such as the lobster on the outer wall of Hangzhou Lanbao Hotel. Therefore, the architecture of restaurants is usually the crystallization of architects' imagination. They create intuitive and meaningful artistic images for guests through the ingenious combination of architectural modeling, structure and color. The grandeur of high-rise buildings and the exquisiteness of garden pavilions all make people have various associations.

2. The beauty of restaurant names

The name of the restaurant is a sign to tell the guests about the restaurant style, service items and management characteristics. For example, "bamboo snacks" are quite elegant and quiet; "Outside the mountain" and "outside the building" give birth to elegance when you hear the name of the store, which reminds people of the poem "outside a castle peak building outside the mountain"; Shangri-la's "xianggong" is chic and elegant, which makes people think. Another example is the "imitation pavilion" that manages palace cuisine; "Qingyazhai", operating pure dishes; "Yutang Chunnuan", which deals in Cantonese cuisine, is concise, accurately captures the characteristics of restaurants and is unforgettable.

Internal environment of restaurant

Restaurant is the direct place for dining guests, and the harmonious, unified, beautiful and elegant internal environment will make hotel guests feel happy and pleasing to the eye. When arranging the restaurant environment, catering operators must consider the influence of the environment on the psychological activities and dining behavior of dining guests.

1. The dining room should be neatly and harmoniously arranged, orderly, clean and bright, with elegant patterns, novel furnishings and unique hanging.

2, restaurant layout should adhere to the combination of personality and adaptability, people.