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转载Merlin 丨杭州洲际酒店·致胜指数再亮2盏绿灯

楼主:杭州洲际培训 时间:2019-11-29 07:23:27

InterContinental Hangzhou adds two green lights to the scoreboard

杭州洲际酒店·致胜指数再亮2盏绿灯



Winning story from InterContinental Hangzhou

杭州洲际酒店的致胜故事


Within four months, the team at InterContinental Hangzhou successfully turned their Winning Metrics from 6/9 to 8/9 with sheer determination. Today, Frankson Lee, General Manager,InterContinental Hangzhou shares their winning formula to constantly pump up their people and deliver winning results.

4个月的时间,杭州洲际酒店的团队以他们坚定的信心成功地将9盏致胜指数中的6盏绿灯亮至8盏绿灯。今天,杭州洲际酒店的总经理李国雄先生分享了不断地鼓励员工以及传递致胜成果的致胜法则。

It was an increase from 6/9 to 8/9 on Winning Metrics for InterContinental Hangzhou last year. What actions did you take to improve those specific metrics?

去年杭州洲际酒店的致胜指数从9盏灯中的6盏绿灯亮至8盏绿灯。为了提高那2个指数,你做了什么?

At our monthly Winning Metrics meeting, we discuss not only the hotel Winning Metrics, but also each functional metric and its co-relation to the overall performance. We believe that everybody has a role to play to drive the score. The team was inspired never to give up on any red lights and concentrate on the fundamentals,especially on picking the low-hanging fruits first. We've developed our formula for each Winning Metrics:

在我们月度的致胜指数会议上,我们不仅讨论酒店的致胜指数,还讨论每个指数与整体表现的关系。我们相信每个人都在推动分数上发挥着作用。团队一直被鼓舞着从不放弃任何红灯并关注基本面,特别是那些最容易实现的目标。对每个致胜指数我们践行着这样一套法则:

· Everybody sells

全员销售

We put in place an incentive programme for all colleagues to introduce bulk business to the hotel.

对所有同事实施销售提成奖励方案来引进大生意。


· Everybody saves

全员节流

To maintain TGOP, each department head is given the revenue forecast of the following month to work backwards on their expense. With a clear target and careful planning, we've managed to control our expenses even during the month when revenue falls short of budget.

为保持TGOP,各部门负责人都会收到下个月的收入预测来回顾开支。通过清晰的目标和细心的计划,我们努力控制开支,甚至是在收入稍低于预算的月份。


· Everybody recovers

全员补救

All hotel employees were authorized to recover and help solve guest problems. We have also introduced a "Service Recovery Form" to take records of the cases. This will help avoid misuse of the mechanism and facilitate experience-sharing among colleagues.

酒店所有员工都被授权来补救和帮助解决宾客问题。我们使用“服务补救表”来记录案例。这有助于避免滥用机制并促进大家分享经验。


· Everybody cares

全员关爱

We are committed to improving working environment for our colleagues. We've upgraded the dormitory security system and hosted Food Festival each month which has been well received by the employees and created a stir within the market.

我们致力于为同事改善工作环境。我们升级了宿舍安保系统。同时,每个月举办美食主题日——这得到了员工很好的认可并在同行业中引起了小小的轰动。


· Everybody fights

全员“战斗”

The entire team is hyped out to be #1. The Revenue, S&M and F&B team are constantly studying the competitor movement and adjust our strategy accordingly to beat the competition.

整个团队争做第一。收益团队、市场销售团队、餐饮团队不断地研究竞争对手的一举一动并调整战略来战胜竞争对手。


· Everybody celebrates

全员庆祝

For each breakthrough, no matter how minor it might be, we willtake time to celebrate, in many different ways. It could be recognition in the morning briefing, a WeChat podcast, a thank you card from the GM or a monthly HeartBeat Ambassador Award. This turns out to be a very effective way to drivethe team into winning habits and eventually, winning became an addiction which the team kept craving for more.

对于每一个突破,不管多小,我们都会用不同的方式去庆祝。早会上管理层的认可、微信广播、来自总经理的感谢卡或者月度心语大使颁奖。这些在推动团队拥有致胜习惯上是非常有效的方法。最终胜利成为一种嗜好,让团队的成员渴望更多胜利。


How did you motivate your team to work together towards the targets?

你是如何鼓励团队协同合作来达到目标?

Each time when there is a new Winning Story published on Merlin,we share it with the team and together we learn from the best practices from our sister hotels.

I always encourage our people to do better so our hotel will bethe next to be featured in the Winning Stories Series. Now, I am happy to say to my team here: "YOU DID IT!"

每次在Merlin上新的致胜故事发布的时候,我们和团队分享并从姐妹酒店学习最佳范例。我总是鼓励员工做得更好,这样我们酒店会在下一次的致胜故事系列中脱颖而出。现在,我非常开心的对我的团队说:“你们做到了!”

What did you do to help your team understand Winning Culture and bring it to life?

为了帮助你的团队理解致胜文化并赋予它生命,你做了什么?

Instill a sense of hunger in the team by constantly reminding them of our Winning Metrics result.

Let the team understand that we not only need to turn those redlights into green, but it is also critical to maintain those Metrics that arealready achieved.

Create alignment between hotel metrics and functional metrics andensure that no one is left behind. I am proud that all division heads completed at least 7 out of 10 in their own functional metrics.We do not want towin as individuals; we want to win as a TEAM.

通过不断地提醒大家我们的致胜指数成果来向团队成员灌输“饥饿感”。让他们知道我们需要将红灯转变成绿灯,同时,保持住我们已经达成的指数一样关键。

我们将酒店的指数和致胜指数比对来确保没有任何一个指标落后。我很骄傲的是所有部门负责人至少完成了他们10项指数中的7项。我们不想以个人去胜利,而是想以一个团队去胜利。

In your view, how can we better collaborate (both among hotels and between hotels& support centre) to achieve winning performance in Greater China?

在你看来,在大中华区我们(各酒店之间以及酒店和支持中心之间)如何更好地合作来致胜?

I think Winning Stories Series is a very direct communication tool that not only helps hotels learn from each other but also recognises hotels that have made it. I believe we could do more to incentivise hotels to make an effort to improve their score. For example, the November/December RGI and RevPAR challenge is a great idea to drive hotel teams to do even more.

我认为致胜故事系列是非常直接的交流工具。它不仅帮助酒店互相学习,还对成功的酒店进行认可。我相信我们可以做的更多来激励酒店努力提高他们的分数。比如,11/12月的RGIRevPAR挑战是推动酒店团队工作的很好的想法。




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