Manager report

Report of the General Manager of Hotel and KTV

I, **, am the General Manager of ** Grand Hotel and KTV. Under the leadership of Chairman ** and ** Headquarters, I lead the hotel, All KTV employees have completed various operation and management indicators set by the head office, and jointly improved the service quality, management level and economic benefits of hotels and KTV. , Establish the business plan, development plan and operating policy of the hotel and KTV, formulate the operation and management goals of the hotel and KTV, and direct the implementation.

Since the opening of YiXX Holiday Club, affected by various factors, the operating situation is not optimistic. The formulation of the 2010 annual development plan and operating policy is centered on improving the operating conditions. In 2004, it was basically determined that the club will Focusing on the three major business points of Chinese food, Western food, and guest rooms, supplemented by supporting facilities such as clubs and swimming pools, we will strengthen marketing, refine services, and improve products, thereby improving the overall profitability of hotels and KTVs as the basic operating policy of hotels and KTVs.

The club's original planned revenue in 2010 was 37.0904 million yuan, but the actual revenue was 23.2965 million yuan, with a completion rate of 62.81%. Excluding the impact of lunch revenue, the club’s planned revenue was 1,613.40 yuan, and the actual revenue was 1,648.69 yuan, with a completion rate of 102.19%. Among them, the planned income from western food is 4.01 million yuan, and the actual income is 4.3629 million yuan, with a completion rate of 108.8%. The planned income from guest rooms is 11.86 million yuan, and the actual income is 11.45 million yuan, with a completion rate of 96.5%.

In order to promote housing and stimulate consumption, the club mainly adopts the following measures in terms of operation to ensure continued growth:

1. Added free swimming projects for housing guests, and introduced free swimming projects for business rooms A monthly promotion of a swimming ticket is provided for every five rooms in total, in order to encourage business companies to book rooms and promote the newly opened swimming pool.

2. In view of the low pre-sales of housing in late June, free breakfast will be provided to individual travelers and business housing, and weekend prices for travel agencies will be lowered to attract guests.

3. Position the western restaurant as a mid-to-high-end western restaurant with high views in Huaqiang North, refine services and strengthen production. Seizing the opportunity of the May Day Golden Week, starting from May 1st, the prices of Western restaurants will be adjusted again, with the lunch buffet price raised to 58 yuan per person, and a new afternoon tea item will be launched.

4. The club’s operation failed to reach its target, mainly because the lunch revenue was too far away from the plan. The situation of Chinese food in the second half of the year was extremely pessimistic. Under the decision of Dasheng Co., Ltd., it announced its closure on September 11. It means that the club can get rid of the shackles of Chinese food, travel lightly, and the goal of turning around losses is just around the corner.

5. Guide the formulation and planning of Chinese and Western festival activities to achieve peak revenue generation.

2. Preside over the formulation and improvement of various rules and regulations of the hotel and KTV, establish and improve the internal organizational system, coordinate the relationship between various departments, and establish a reasonable and effective internal operating mechanism.

In order to gradually integrate the daily operations of hotels and KTVs into a management system with planned work, guidance, tracking, and summary, and effectively integrate planned work and emergency work, Establish clear work goals and require each department to establish a planned work system. Through monthly summarization and planning, all work must be planned and implemented, and implemented according to planned steps. Establish a monthly work reporting system to evaluate the heads of each department through the completion of work.

At the beginning of the establishment of hotels and KTVs, various systems were not complete and perfect. The improvement of the system and the establishment of various working procedures need to be gradually completed through long-term and extensive practice. Therefore, the establishment of the system is also a long-term and complex task. Now this part of the work has been basically completed, and the procedures and processes for various positions in the club have been formulated.

The standardization and institutionalization of hotel and KTV management are the foundation for the development of hotels and KTV. Since the beginning of 2010, the hotel and KTV management have clearly defined the overall norms and standards for hotels and KTV, and have successively Relevant procedural and standardized management documents have been issued.

In terms of target assessment, on the one hand, the assessment is carried out in accordance with the issued assessment implementation methods, and on the other hand, the previous month/quarterly work summary meeting is held every month and every quarter to summarize the actual implementation progress according to the formulated work plan. , put forward the problems that need to be solved, so that all tasks can be implemented by people, and also serve as the basis for the assessment of various departments.

3. Research and grasp market changes and developments, formulate market expansion and pricing systems, propose phased work priorities in a timely manner, and direct implementation.

The changes in the market are closely related to the development of hotels and KTVs. It is based on this that the club closely follows the pulse of the market and promptly puts forward the focus of work at each stage:

The 2004 Business Distribution Plan was formulated in January. Prices and contract versions of guest rooms, long-term private rooms, conference group rooms, and individual rooms for travel groups.

Plan Valentine's Day activities and promotions in February, strengthen financial management, formulate a warehouse management system, and implement separate management of the switchboard and service center.

In March, the preferential policies for areas A and B of Jinhaiyue Hall were adjusted according to quarterly changes, reducing gifts and improving the service functions of area C. Pay close attention to marketing work, implement hotel and KTV marketing plans, and do a good job in allocating sales tasks. Formulate the work flow and reward and punishment system of the western restaurant. Formulate XX membership card regulations.

In April, the job responsibilities of the hotel and KTV departments were revised, the working procedures of the hotel and KTV departments were drafted, preparations for the opening of the swimming pool were carried out, and the layout of the rooftop of the Western restaurant was completed. Organize marketing personnel to sell diamond cards and discount cards, and plan Mother's Day activities.

In May, new menus will be compiled, seasonal dishes will be changed, service functions in area C of Chinese food will be changed to launch executive packages, sales of swimming pools will be strengthened, water seepage repairs will be carried out in guest bathrooms, ceilings in private rooms in Western restaurants, Wallpaper mold repair, Chinese and Western kitchen floor repair, Chinese restaurant air conditioner dust screen cleaning. Completed the production of outdoor inkjet advertising on the east exterior wall of the Economic Building. Plan special promotions for Children’s Day.

In June, we reorganized the Chinese restaurant staff, rehired outstanding marketing personnel, carried out activities for Dragon Boat Festival and Children's Day, adjusted the summer products of Western restaurants, and completed the ordering and printing of hotel and KTV brochures.

In July, in order to save costs, hotels and KTVs implemented self-purchasing of some supplies, increased the promotion of new dishes in Chinese food, and launched selected afternoon tea and summer drinks in Western food. Add towels for sale in guest rooms, and color-code disposable items in guest rooms. Started repairs to water leakage in guest rooms.

In August, hotel and KTV elevator spray paintings will be replaced, central air conditioners and boilers will be treated and cleaned with water, and disposable supplies for guest rooms will be re-ordered.

In September, the Chinese food business was suspended in a timely manner based on the operating conditions of the Chinese food business, and staff layoffs, supplier material returns, and asset inventories were carried out around the suspension of Chinese food operations. At the same time, the Western Restaurant carried out Mid-Autumn Festival activities with the theme of climbing up to admire the moon, which achieved good results.

In October, we will do a good job in reception during the National Day Golden Week. At the same time, due to the holding of the Hi-Tech Fair, we will adjust the housing prices in a timely manner and increase our operating income. In order to save energy and reduce consumption, the central air-conditioning opening hours are formulated in autumn and winter.

In November, the replacement of some uniforms in the hotel and KTV was completed, and the fan coil units in the guest rooms were cleaned. At the same time, in order to improve employee accommodation, the employee dormitories were moved from Liantang to Shangbu and the employee shuttle bus was cancelled.

In December, the office was relocated. At the same time, with Christmas as the focus, the hotel and KTV were fully arranged and planned, which basically achieved the expected results.

5. Responsible for the training and employment of middle-level and above management personnel, and supervise the training work of hotels and KTVs.

Mid-level managers of hotels and KTVs are the backbone of hotels and KTVs. Cultivating outstanding talents of hotels and KTVs requires a harmonious working environment and recognition of the talents’ abilities and respect for their personality. At present, hotels and KTVs adopt the principle of employing people according to their ability, putting the wise at the top, the capable at the middle, and the wise at the side, giving full play to the subjective initiative of talents, and strengthening supervision, strengthening restraint, and strengthening management in a responsible attitude towards subordinates.

Training work is of great significance for hotels and KTVs to adapt to changes in the environment, meet the needs of market competition, meet the needs of employees' own development, and improve the benefits of hotels and KTVs. Through training, employees' skills and comprehensive qualities can be improved, thereby improving their work quality and efficiency, reducing errors, reducing costs, and improving customer satisfaction; employees can understand and master the work they do at a higher level and enhance their work confidence. To this end, the club carried out a large amount of training work in 2004, requiring all departments to formulate training plans every month. Taking the second quarter as an example, the cumulative training time was 242.5 hours, including 101.5 hours in April and 67.5 hours in May. In June it was 73.5 hours.

The department's average training courses are 6 per month, and the average monthly training class time per person is about 8 hours, which is close to the upper-middle level of the training class index of excellent enterprises.

Hotels and KTVs have initially established a unified trainer system. The Human Resources Department has strengthened the ability guidance and training for basic trainers, and organized centralized "training skills practice courses" and some basic management knowledge and expertise. knowledge courses. Increase the intensity of training and examinations and organize the preparation of ***12 test papers for various positions in Western restaurants, front offices, housekeepers, financial cashiers and other departments. This will lay the foundation for future assessments such as regularization, transfer, and promotion of each position.

6. Mobilize employees to work together and do a good job in democratic management; care about employees' lives and constantly improve employees' working and living conditions.

1. Set up a general manager’s mailbox to establish a communication channel between employees and the general manager. Since the establishment of the general manager’s mailbox, the club has received 12 *** complaints in the following areas throughout the year (see the picture below):

In response to the work uniform issues raised by employees, the club immediately requested the housekeeping department Customized summer uniforms for the engineering department.

In response to complaints and employee appeals against individual departments and employees, hotels and KTVs immediately launched investigations and promptly eliminated unqualified personnel.

In response to employees’ common complaints about poor food and inconvenient commuting, the club took the following measures:

First of all, it adjusted the staff dormitories in a timely manner and moved them half an hour’s drive away. Liantang moved to Shangbu Industrial Zone. Currently, employees only need to walk to and from work for ten minutes. They are not restricted by shuttle bus time. Employees' rest is fully guaranteed, which is fully recognized by employees.

Secondly, employee food is also a more prominent issue. Originally contracted to Zhenghefeng Restaurant, in order to maximize profits, most of the food provided to employees by the restaurant was the leftover and overstocked food in the sales area. Not only did it taste bad, but it even turned out to be spoiled. Employees generally reported that they were not full, could not eat well, and were depressed at work. It is also one of the reasons for the high employee turnover rate. In order to change this situation, the club leadership decided to open a staff meal in the office area on the 26th floor after discussion. Since the meal was opened on December 6, the food has been well received by employees because of its cleanliness and delicious taste.

Thirdly, in response to the continuous strengthening of the Shenzhen Special Economic Zone's enforcement of labor laws this year, the club has strengthened the management of employee employment procedures and labor contracts, and purchased social insurance for each employee in accordance with relevant regulations. Although this will cause a small increase in wage costs, it also plays an immeasurable role in improving employees' sense of belonging and avoiding potential legal risks.

Through the implementation of the above measures, it can be seen that the club's staff turnover rate reached its lowest in December, only 4%. And gradually established a fast and effective communication channel between employees and the general manager.

2. Carry out employee cultural activities as much as possible according to existing conditions, organize employees to visit Dameisha and Wutong Mountain in different departments, hold employee tea parties, etc., to enhance corporate cohesion. An employee birthday party is held every month to celebrate the birthday of that month's employees in the form of a big family, and to give sincere blessings to enhance employees' sense of belonging.

3. Regularly compile and publish the hotel and KTV internal magazine "XX Window", update the employee promotion window on a monthly basis, and establish a communication bridge between the hotel, KTV and employees.

Xiamen Asia XXX Hotel and KTV

On July 14, 2010, appointed by Chairman ** and the leaders of Dasheng Headquarters, I was responsible for the preparations for the construction of XXX Hotel and KTV , due to many issues left over from the early stage, all work is at a standstill. In order to get the work into progress smoothly, I mainly carry out the following aspects of work:

1. Solve the problems left over from the previous project, organize drawing review, re-determine ideas, and speed up the construction of the main project. Currently, each project is in the final stage .

Due to early personnel changes and poor communication with some partners, various entities were paralyzed, the construction site was suspended, and employees were emotionally turbulent. Under this circumstance, I realized that only by immediately solving the problems left over from the early stage and accelerating the construction of the main body can we promote the progress of the preparatory work and stabilize public sentiment. With the support of Chairman Wang Bin and the leaders of the head office, I organized personnel to conduct a joint review of the drawings, redefined the ideas, terminated the contract with the uncooperative decoration company, and attracted strong, qualified, and experienced contractors to cooperate. Now we have Complete the following main projects:

1. Weak current projects: laying of telephone lines, video lines, and network lines; electrostatic floor projects in the control room and main computer room. Wiring facilities are 90% complete.

Currently, only the satellite receiving system project is under negotiation.

2. Equipment engineering: Complete the installation of air conditioning main unit, water pump, boiler, and villa water heater. The current unfinished projects include power supply and gas equipment.

3. Decoration project: Complete the exterior wall painting of the villa and 90% of the villa decoration; 90% of the main building decoration (including water, electricity, floor, wall, and ceiling) is completed; 80% of the marble exterior walls of the hotel and KTV are completed .

4. Other projects: Complete the outer fence, art gallery in the middle of the villa, hotel, KTV square, and store sign stone. Garden projects and seaside leisure pavilions are 90% completed; hotel and KTV parking lots are 90% completed; hotel and KTV fountains are 90% completed; lawn lighting is 90% completed;

2. Disseminate information widely and carry out various bidding activities, selecting samples of various types of equipment, supplies, materials and machinery and equipment, and signing contracts

While the above-mentioned main projects are in full swing, selection of samples of various types of equipment, supplies and materials and machinery and equipment Model selection is also carried out in full swing. After communicating with Chairman Wang Bin and relevant leaders of the partners, supplemented by his own years of experience in the hotel and KTV industry, the samples were selected and finalized. In the selection of suppliers, a bidding method was adopted. During the bidding process, the principles of fairness, legality, equal competition, and good faith were strictly adhered to, and the working procedures of qualification review, on-site inspection, group review, and submission for approval were adhered to. The supplier signs the contract. At present, a series of contracts for central air conditioning, kitchen equipment, greening projects, gas projects, guest room door locks, cleaning machines, staff clothing, guest room supplies, etc. have been signed. A total of 50 contracts have been signed, with a total contract value of 18.026 million yuan. (Attached is a detailed list of signed contracts)

3. Establish staffing and structure, conduct personnel recruitment in a step-by-step and orderly manner, ensure personnel reserves, and strengthen personnel training

In August 2004, The hotel and KTV have established a total staff strength of 307 people. Establish an organizational structure based on the characteristics of hotels and KTVs, and formulate a personnel salary standard system. At present, Asia XXX Hotel and KTV have been established as an organic whole with mutual division of labor and cooperation among various departments under the leadership of the general manager. In terms of personnel recruitment, in order to ensure that all work is carried out efficiently and to save and control labor costs, XXX Hotel and KTV adopt a step-by-step and orderly method to recruit personnel. For departments with large job gaps, a variety of recruitment methods are adopted to fill them as soon as possible. In addition to recruitment in the talent market and labor market recruitment, recruitment information is also published online, and labor employment agencies are asked to help publish information and recommend personnel. Through labor We use bureau relations and colleagues to assist in finding and recommending talents needed by hotels and KTVs. Currently, there are 222 employees working in hotels and KTVs, mainly including: 7 people in the administrative office, 28 people in the finance department, and 32 people in the front office department. There are 36 people in the housekeeping department, 36 people in the catering department, 9 people in the marketing and promotion department, 5 people in the human resources department, 31 people in the kitchen, 3 people in the purchasing department, 10 people in the engineering department, and 25 people in the security department.

At present, three colleges and universities that have signed "school-enterprise cooperation agreements" with hotels and KTVs include "Tianjin Business School", "Xiamen Nanyang College" and "Strait Industry and Trade School". The internship period is from January 3, 2011 to June 30, 2011. This batch of interns have been selected by the Human Resources Department and interviewed by relevant departments. They have basically met the training requirements of hotels and KTVs. After all interns enter the store for internship, the Human Resources Department will not only make complete accommodation, allowances and work arrangements, but also sign an "internship agreement" with each intern to ensure the safety of our hotel and KTV interns. stability. Now students from Nanyang College and Straits Industry and Trade have come to our hotel and KTV to start internships. The current number of employees in the hotel and KTV has reached about 85% of the establishment (307 people), which can guarantee the number of employees for the trial operation of the hotel and KTV. In addition to the three departments of housekeeping, catering and engineering, the hotel and KTV are gradually opening. Except that all employees in other departments do not need to be in place according to the establishment, the number of employees in other departments has reached more than 96% of the total number of department personnel. Next, as the New Year is approaching, the Human Resources Department mainly informs colleagues to understand the whereabouts of some high-star hotels and KTV personnel who want to change jobs in the future, so as to prepare backup candidates for the personnel needed by our hotels and KTVs.

In order to keep up with the training of new employees during the trial operation of the hotel and KTV, XXX Hotel and KTV started to carry out two *** eight training courses to systematically conduct all employees who have entered the store. The training includes: introduction to hotel and KTV software and hardware, hotel and KTV grooming standards, importance of courtesy and etiquette, hotel and KTV English, personal qualities, professional ethics, fire safety knowledge and sales skills of all employees, etc. , not only strengthened employees' understanding of hotels and KTVs and expanded their knowledge from all aspects, but also greatly improved employees' work enthusiasm.

4. Standardize management, complete the establishment of rules and regulations, and realize office electronics

After nearly half a year of hard work, Asia XXX Hotel and KTV have developed a relatively complete management system , job responsibility system and operating procedures. Comprehensively complete standard cost menu accounting for Chinese food, Western food, and lobby bar. Conduct a comprehensive inventory of hotel and KTV assets, and establish a complete set of asset physical accounts and systems to ensure the safety of hotel and KTV assets. Complete the initialization of the financial backend computer software to ensure the stability of computer account creation.

5. Establish market positioning, strengthen marketing and promotion, conduct market research, and increase the popularity of hotels and KTVs.

With the recovery of the tourism economy, Xiamen star hotels and KTVs have gradually improved and The hotel and KTV industries in Xiamen are facing severe market competition. Based on the situation of the hotel and KTV, it is determined that the market positioning of the hotel and KTV is business tourism resort hotel and KTV, and the customer source is positioned as multinational enterprises, foreign-funded enterprises, large enterprises, dignitary guests, local companies and overseas companies with high consumption power. group. In order to achieve "Knowing the enemy and being invincible", hotels and KTV organized marketing personnel to carry out market research, door-to-door visits and negotiation communication in the surrounding areas, and negotiated cooperation with high-end office buildings around the island, various international travel agencies and online booking centers. At present, 419 units and 56 travel agencies have signed agreements.

By conducting key sales return visits to major enterprises, multinational groups, foreign-funded enterprises, and listed companies, the feedback information obtained includes: Asia XXX Hotel, KTV positioned as a five-star hotel, KTV are relatively reasonable, and the room prices are also It is acceptable. The geographical environment is unique and suitable for receiving high-end guests. Villa-type hotels and KTVs are rare in Xiamen and are more attractive. Travel agencies and online booking are also very interested in Asia XXX Hotel and KTV. Many travel agencies have visited the hotel and KTV and expressed their satisfaction. In the future, they will arrange teams from Japan, South Korea, Europe and the United States to Asia XXX Hotel and KTV. This shows that various enterprises and travel agencies have high expectations for hotels and KTVs, and the idea of ??positioning hotels and KTVs as high-end, business tourism resort hotels and KTVs integrating business and leisure is correct.

The above are the various tasks I was responsible for during my tenure as the general manager of the club, XXX Hotel and KTV this year. Due to the heavy workload and heavy workload, it is inevitable that there will be oversights and deficiencies in the work. We kindly ask the company leaders to criticize and make corrections. This is reported.

General Manager: XXX

December 26, 2010