酒店市場營銷管理階段和組合策略！
    南寧明園新都酒店1996年開業(yè)以來，經(jīng)歷過港式管理、美式管理、本土化管理三個(gè)階段。酒店高層認(rèn)為，本土化管理下的飯店運(yùn)營，最適合當(dāng)前市場。盡管從市場角度來看，酒店管理者對明園新都在南寧市場的表現(xiàn)并不滿意，但是在今年的市場實(shí)踐中，明園新都很有自己的一套。
    2006年，南寧市酒店無一例外地存在削價(jià)競爭的情況，高星級酒店在這樣的市場環(huán)境中尷尬地生存著。是否降價(jià)迎合市場，明園新都的做法很肯定：不降價(jià)。酒店管理者認(rèn)為，如果市場上唯一一家五星級酒店都降價(jià)，那么真的意味著這個(gè)市場徹底垮了。事實(shí)上，一個(gè)很現(xiàn)實(shí)的問題擺在很多這類城市高星級酒店的面前；運(yùn)營成本筆記高，降價(jià)后根本連保本經(jīng)營都做不到了。然而，市場就是這樣，你不相應(yīng)地調(diào)低價(jià)格，也難得有客源市場。這樣，這類城市酒店真有點(diǎn)高處不勝寒的境況了。
    如何擺脫這種尷尬，恐怕是每位酒店老總需要思考并著手解決的問題。酒店高層為新都構(gòu)思的方略是，在“軟件”上下功夫。所謂的“軟件”，指的是服務(wù)含金量。比如，當(dāng)時(shí)在南寧的96家星級酒店鍾，明園新都是唯一能夠使用外語服務(wù)的酒店。又比如，金鑰匙的廣西首席就在明園新都，等等。酒店管理者說，“金鑰匙”也是由明園新都率先在廣西推廣的，個(gè)性化服務(wù)也是明園新都強(qiáng)調(diào)的理念。
    管理者認(rèn)為，銷售是酒店市場營銷的龍頭部門。要分別組織、協(xié)調(diào)外部銷售和內(nèi)部銷售，即把酒店的有形與無形產(chǎn)品推銷給客人，同時(shí)也推銷給內(nèi)部各部門。銷售是一個(gè)團(tuán)隊(duì)，分工不宜太細(xì)，否則不利于內(nèi)部合作。銷售應(yīng)該是個(gè)很緊密的團(tuán)隊(duì)，從分工上來看分成旅行社銷售、政府客戶銷售、公司銷售，但是從一開始酒店就鼓勵他們作為一個(gè)團(tuán)隊(duì)出現(xiàn)，不管是哪一方面的銷售，都要協(xié)調(diào)運(yùn)作。對明園新都來說，者中做法還是比較成功的。
    在明園新都，對“外部銷售”的理解很具體，就是要把明園新都的優(yōu)勢劣勢、長處短處同時(shí)向客人推銷，讓客人作一個(gè)選擇。例如，在2006年，南寧市總共有56家廠家單位在經(jīng)營月餅生產(chǎn)銷售，而明園新都金麒麟月餅的銷售額從起步的300萬元到2005年的2000萬元，占據(jù)了市場的1/5，就很能說明這個(gè)問題。把自己的長處和短處同時(shí)推銷給客人，此舉的目的是讓客人明白酒店的誠意，同時(shí)也讓顧客知道酒店的長處大于短處，這樣就容易為客人接受了。
    在銷售中，明園新都也一直倡導(dǎo)“引導(dǎo)客人消費(fèi)”的理念。這也是“外部銷售”的第二重意思。在南寧市這個(gè)范圍，或者大到廣西這個(gè)范圍，中秋月餅、年貨以及圣誕節(jié)銷售等等，都是明園新都把市場帶出來的。因此每年中秋、年貨甚至圣誕市場都非常熱鬧。這就是明園新都推崇的一種理念——引導(dǎo)消費(fèi)。
    管理者定義的第三重“外部消費(fèi)”是，要求銷售人員著眼于未來，鞏固有客戶，不要急于求成，還要考慮到潛在客戶，如果是潛在客戶就要加強(qiáng)跟進(jìn)工作。要讓客人感覺到酒店的誠意和可信賴程度，這樣才會被客人選擇。經(jīng)過這幾年的努力，明園新都的戰(zhàn)略成果很明顯。

Hotel marketing stage and portfolio strategy.
    Nanning Mingyuan Century Plaza Hotel since its opening in 1996, experienced Hong Kong-style management, American management, localization management in three stages. Hotel executives believe that the localization under the management of hotel operations, the most suitable for the current market. Although the corner from the market

Of view, the hotel manager is not satisfied with the performance Mingyuan Xindu in the Nanning market, but in this year's market practice, Mingyuan to Xindu very own set.
    In 2006, Nanning Hotel, without exception, there are price competition, high-star hotel embarrassed to survive in this market environment. Whether the price cuts to meet the market, the new capital of Ming Yuen practice is certain: do not cut prices. Hotel Management

Management believes that if the market is only a five-star hotel prices, then really means that the market completely collapsed. In fact, a very practical question is placed in front of many of these cities-star hotel; operating costs note

The high price cuts do not even have insurance businesses can not do. However, the market is, you do not lower prices, a rare source markets. In this way, the kind of city hotel was really a bit lonely at the top of the situation.
    How to get rid of this embarrassment, I am afraid that every hotel manager needs to think, and to address the problem. The upper floors idea for the new capital strategy is to work hard on the "software". The so-called "software", refers to the service gold.

For example, at the Chung-Ming Yuen, 96-star hotel in Nanning, the new are only able to use the foreign language service hotel. For example, Golden Key, chief of the Guangxi next Xindu, and so on. The hotel manager said, "Golden Key" by Ming

The Xindu first promotion in Guangxi, the concept of personalized service is Xindu stressed.
    The managers believe that sales is the leading departments of the hotel. To organize, coordinate external sales and internal sales, tangible and intangible products of the hotel that sell to the guests, but also to sell to the various departments within the Sales is a team

Division of labor should not be too thin, or not conducive to the internal co-operation. Sales should be a very close team, divided into travel agency sales from the division of labor, government customers, sales, corporate sales, but from the beginning the hotel, to encourage them as a

The team appears, no matter which side of the sales must be coordinated operation. Right Mingyuan Xindu for, who in practice is quite successful.
    Mingyuan Xindu "outside sales" to understand very specific, is to bring out Xindu advantages and disadvantages, strengths and weaknesses at the same time sell to the guests, and guests to make a choice. For example, in 2006, Nanning City, a total of 56 plants

Units in the business moon cake production and sales of the Mingyuan the Xindu gold unicorn moon cake sales from the start to $ 300 million to 20 million yuan in 2005, accounting for 1/5 of the market, is illustrative of this problem. At the same time to their own strengths and weaknesses

Sell ​​to the guests, The aim is to make guests aware of the sincerity of the hotel, also let the customer know the strengths of the hotel than weaknesses, so it is easy for guests to accept.
    In sales, the new capital of Ming Yuen has been advocating the "guiding guests consumption" concept. This is also the second tier of "outside sales" mean. Guangxi Nanning this range, or as large as this range, the Mid-Autumn Festival moon cake, New Year and St.

Christmas Day sales, etc., are the Mingyuan regarded market to bring out. The annual Mid-Autumn Festival, New Year and even Christmas markets are very lively. This is the next Xindu respected an idea - to guide consumption.
    The third tier managers define "external consumption", requires that the sales staff to focus on the future, to consolidate a customer, not anxious, but also taking into account the potential customers, potential customers should strengthen follow-up work. To let the guests

Feel the sincerity and trustworthiness of the hotel, this will be the guests to choose from. Obviously, after years of hard work, Mingyuan Xindu strategic results.