1.???? Business Strategy Development
Stays current with industry trends and monitors strengths and weakness of competition; explores new business opportunities; develops business plans designed to maximize property customer satisfaction, profitability, and market share; ensures property business plans are aligned with the hotel’s business strategies; translates Marriott global strategic plan into one that can be executed on property.
業(yè)務(wù)策略發(fā)展
緊跟行業(yè)趨勢(shì)，監(jiān)控競(jìng)爭(zhēng)的優(yōu)勢(shì)和劣勢(shì);探索新的商業(yè)機(jī)會(huì);制定商業(yè)計(jì)劃，以提高物業(yè)客戶滿意度、盈利能力和市場(chǎng)份額;確保酒店的商業(yè)計(jì)劃與酒店的商業(yè)戰(zhàn)略相一致;將萬豪的全球戰(zhàn)略計(jì)劃轉(zhuǎn)化為可以在房地產(chǎn)上執(zhí)行的戰(zhàn)略計(jì)劃。
2.???? ?Business Strategy Execution
Executes business plans designed to maximize property customer satisfaction, profitability, and market share; ensures that property business plans and employees are aligned with business strategies; holds property leadership team accountable for successful delivery of business plans; experiments with new ideas and takes calculated risks to improve guest satisfaction and profitability; evaluates the success of property business strategies to inform future business plan enhancements; continually ensures business plans and actions have a positive impact on property performance.
業(yè)務(wù)策略執(zhí)行
執(zhí)行商業(yè)計(jì)劃，以地提高物業(yè)客戶滿意度、盈利能力和市場(chǎng)份額;確保物業(yè)業(yè)務(wù)計(jì)劃和員工與業(yè)務(wù)策略一致;管理物業(yè)領(lǐng)導(dǎo)團(tuán)隊(duì)，確保業(yè)務(wù)計(jì)劃的成功交付;嘗試新想法并承擔(dān)可計(jì)算的風(fēng)險(xiǎn)以提高客人滿意度和盈利能力;評(píng)估物業(yè)業(yè)務(wù)策略的成效，為日后改善業(yè)務(wù)計(jì)劃提供資訊;持續(xù)確保業(yè)務(wù)計(jì)劃和行動(dòng)對(duì)酒店業(yè)績(jī)產(chǎn)生積極影響。
3.???? Sales and Marketing
Works closely with Sales andMarketing team to develop revenue generating strategies for property;identifies new business leads, develops tailored sales approach, and activelypursues leads with Sales and Marketing team; validates that sales and marketingstrategy is aligned with brand strategy and is effectively executed against establishedgoals; verifies that property leaders understand and leverage Marriott demandengines to full potential; augments guest preference for property throughbooking ease and quality interactions with sales force.
銷售及市場(chǎng)推廣
與銷售和市場(chǎng)團(tuán)隊(duì)緊密合作，制定物業(yè)創(chuàng)收策略;識(shí)別新的業(yè)務(wù)線索，開發(fā)量身定制的銷售方法，并積極與銷售和市場(chǎng)團(tuán)隊(duì)一起尋找潛在客戶;確認(rèn)銷售和市場(chǎng)策略與品牌策略一致，并有效執(zhí)行既定目標(biāo);核實(shí)物業(yè)領(lǐng)導(dǎo)是否了解并充分利用萬豪的需求引擎;通過與銷售人員的輕松預(yù)訂和高質(zhì)量的互動(dòng)，增強(qiáng)客人對(duì)酒店的偏好。
?4.???Talent Management and Organizational Capability
Creates a cohesive andhigh-performance Executive Committee that continuously strives for positiveresults and improvement; coaches Executive Committee by providing specificfeedback and holds them accountable for performance; creates learning anddevelopment opportunities for employees; creates and effectively executesdevelopment plans for both direct reports based on their individual strengths,development needs, and career aspirations; ensures all managers are doing thesame for their direct reports; identifies resource needs to strengthen propertyteam; creates succession plans for future job openings; actively supports thestaffing process; ensures effective work processes, systems and teamwork are inplace to maximize individual and overall property performance.
人才管理與組織能力
建立一個(gè)有凝聚力和高績(jī)效的執(zhí)行委員會(huì)，不斷努力取得積極成果和改進(jìn);通過提供具體的反饋來指導(dǎo)執(zhí)行委員會(huì)，并對(duì)他們的表現(xiàn)負(fù)責(zé);為員工創(chuàng)造學(xué)習(xí)和發(fā)展的機(jī)會(huì);根據(jù)兩名直接下屬的個(gè)人優(yōu)勢(shì)、發(fā)展需求和職業(yè)抱負(fù)，制定并有效執(zhí)行發(fā)展計(jì)劃;確保所有經(jīng)理對(duì)他們的直接下屬都做同樣的事情;確定資源需求，以加強(qiáng)物業(yè)團(tuán)隊(duì);為未來的職位空缺制定繼任計(jì)劃;積極支持人員配置流程;確保有效的工作流程，系統(tǒng)和團(tuán)隊(duì)合作到位，以提高個(gè)人和整體業(yè)績(jī)。
4.???? Business Information Analysis
Reviews business related data such as market share, financial performance, inventory, employee engagement, and customer satisfaction; analyzes business information to proactively address changing market conditions, ensure property operates within budgetary guidelines, and achieves profit margin goals; uses business information to identify indicators of product and service successes and opportunities for improvement; integrates business information into business plans.
商業(yè)信息分析
審核業(yè)務(wù)相關(guān)數(shù)據(jù)，如市場(chǎng)份額、財(cái)務(wù)業(yè)績(jī)、庫存、員工敬業(yè)度和客戶滿意度;分析商業(yè)信息，積極應(yīng)對(duì)不斷變化的市場(chǎng)狀況，確保酒店在預(yù)算指導(dǎo)下運(yùn)營，實(shí)現(xiàn)利潤率目標(biāo);使用商業(yè)信息識(shí)別產(chǎn)品和服務(wù)成功的指標(biāo)以及改進(jìn)的機(jī)會(huì);將商業(yè)信息整合到商業(yè)計(jì)劃中。
?6. ???Employee and Labor Relations
Verifies that all employees aretreated fairly, and with respect; builds rapport with employees by fostering anenvironment of open communication and spending time with employees on thefrontlines; makes self-available to employees (“open door policy”); verifiesthat pay and benefits are appropriate for labor market; celebrates the successof employees in a public way; works with Human Resources to maximize employeeengagement and monitor local labor environment to address issues as needed.
雇員及勞資關(guān)系
確保所有員工都受到公平和尊重的對(duì)待;與員工建立融洽的關(guān)系，營造開放的溝通環(huán)境，花時(shí)間與前線員工溝通;使員工可以自行使用(“門戶開放政策”);核實(shí)工資和福利是否適合勞動(dòng)力市場(chǎng);公開慶祝員工的成功;與人力資源部合作，提高員工的敬業(yè)度，監(jiān)控當(dāng)?shù)氐膭趧?dòng)環(huán)境，根據(jù)需要解決問題。
7.?? Revenue Management
Works with Revenue Management team to develop effective pricing strategies, balancing seasonality, economy, customer segments, property objectives and customer satisfaction;?established revenue strategy that supports the hotel’s positioning in local market;? ensures demand forecasting and sound revenue practices are in place to maximize yield;? identifies ways to grow occupancy, Rev PAR, and market share by researching and staying aware of competitor strategies;? controls labor and capital expenses.?
收益管理
與收益管理團(tuán)隊(duì)合作制定有效的定價(jià)策略，平衡季節(jié)性、經(jīng)濟(jì)性、客戶細(xì)分、酒店目標(biāo)和客戶滿意度;建立收益策略，支持酒店在當(dāng)?shù)厥袌?chǎng)的定位;確保需求預(yù)測(cè)和合理的收入實(shí)踐到位，以提高收益;通過研究和了解競(jìng)爭(zhēng)對(duì)手的策略，確定提高入住率、每間客房平均收益和市場(chǎng)份額的方法;控制勞動(dòng)力和資本支出。
8.?? Owner Relations
Builds strong rapport with property owners through proactive and on-going communication; ??keeps owner informed of brand initiatives and guest experiences; provides owners within-depth analysis of property performance, incorporating guest, financial and employee business data; manages an effective balance between owner interests and Marriott brand interests and develops solutions that create value for both; develops and effectively promotes ideas for improving property service and profitability to ownership.
老板的關(guān)系
透過積極和持續(xù)的溝通，與業(yè)主建立良好的關(guān)系;向業(yè)主通報(bào)品牌活動(dòng)和客人體驗(yàn);為業(yè)主提供深入的物業(yè)業(yè)績(jī)分析，包括客人、財(cái)務(wù)和員工業(yè)務(wù)數(shù)據(jù);在業(yè)主利益和萬豪品牌利益之間進(jìn)行有效平衡，并制定為雙方創(chuàng)造價(jià)值的解決方案;開發(fā)并有效地推廣改善物業(yè)服務(wù)和盈利能力的理念。
9.? ?Customerand Public Relations Management
Interacts with guests and othercustomers on a frequent basis to obtain feedback about their experiences onproperty; utilizes guest/customer feedback to recognize outstanding employeeservice performance and improve service delivery; emphasizes and holdsleadership team accountable for addressing service failures or potential servicefailures, and for developing innovative ways to exceed guest expectations;establishes presence in the market by actively promoting an exemplaryproperty/brand image, involving oneself in the local community, and bydeveloping strategic alliances with local officials, businesses, and customers;anticipates needs of large groups or high profile guests in order to deliverflawless service; verifies that products, services, and events attain theappropriate publicity (“PR buzz”).
客戶及公共關(guān)系管理
經(jīng)常與客人和其他顧客互動(dòng)，以獲得他們對(duì)酒店體驗(yàn)的反饋;利用客人/顧客的反饋來認(rèn)可優(yōu)秀的員工服務(wù)表現(xiàn)并改進(jìn)服務(wù)交付;強(qiáng)調(diào)領(lǐng)導(dǎo)團(tuán)隊(duì)對(duì)解決服務(wù)失敗或潛在的服務(wù)失敗負(fù)責(zé)，并開發(fā)創(chuàng)新的方法來超越客人的期望;通過積極推廣模范物業(yè)/品牌形象，參與當(dāng)?shù)厣鐓^(qū)，并與當(dāng)?shù)毓賳T，企業(yè)和客戶建立戰(zhàn)略聯(lián)盟，在市場(chǎng)上建立影響力;預(yù)見大型團(tuán)體或高級(jí)客人的需求，以提供完美的服務(wù);驗(yàn)證產(chǎn)品、服務(wù)和事件是否獲得了適當(dāng)?shù)男麄?“PR buzz”)。
10. ??Company/Brand Policy, Procedures, and StandardsCompliance
Verifies property compliancewith legal, safety, operations, labor, and Marriott brand product and servicestandards; conducts both routine and short-notice quality assurance audits withspecific departments; holds employees accountable for performing audits on aregular basis; conducts detailed walk-throughs to ensure building, publicareas, kitchen, and grounds are well-maintained, safe, and meet or exceed guestexpectations; validates that employees are appropriately trained and performingto standard.
遵守公司/品牌政策、程序和標(biāo)準(zhǔn)
核實(shí)酒店是否符合法律、安全、運(yùn)營、勞工以及萬豪品牌產(chǎn)品和服務(wù)標(biāo)準(zhǔn);與特定部門進(jìn)行例行和短期的質(zhì)量保證審核;督促員工定期執(zhí)行審計(jì)工作;進(jìn)行詳細(xì)的檢查，以確保建筑，公共區(qū)域，廚房和地面維護(hù)良好，安全，并滿足或超過客人的期望;確認(rèn)員工接受了適當(dāng)?shù)呐嘤?xùn)并按標(biāo)準(zhǔn)執(zhí)行。
