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)務策略發(fā)展
緊跟行業(yè)趨勢，監(jiān)控競爭的優(yōu)勢和劣勢;探索新的商業(yè)機會;制定商業(yè)計劃，以提高物業(yè)客戶滿意度、盈利能力和市場份額;確保酒店的商業(yè)計劃與酒店的商業(yè)戰(zhàn)略相一致;將萬豪的全球戰(zhàn)略計劃轉化為可以在房地產(chǎn)上執(zhí)行的戰(zhàn)略計劃。
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)務策略執(zhí)行
執(zhí)行商業(yè)計劃，以地提高物業(yè)客戶滿意度、盈利能力和市場份額;確保物業(yè)業(yè)務計劃和員工與業(yè)務策略一致;管理物業(yè)領導團隊，確保業(yè)務計劃的成功交付;嘗試新想法并承擔可計算的風險以提高客人滿意度和盈利能力;評估物業(yè)業(yè)務策略的成效，為日后改善業(yè)務計劃提供資訊;持續(xù)確保業(yè)務計劃和行動對酒店業(yè)績產(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.
銷售及市場推廣
與銷售和市場團隊緊密合作，制定物業(yè)創(chuàng)收策略;識別新的業(yè)務線索，開發(fā)量身定制的銷售方法，并積極與銷售和市場團隊一起尋找潛在客戶;確認銷售和市場策略與品牌策略一致，并有效執(zhí)行既定目標;核實物業(yè)領導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訂和高質(zhì)量的互動，增強客人對酒店的偏好。
?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
建立一個有凝聚力和高績效的執(zhí)行委員會，不斷努力取得積極成果和改進;通過提供具體的反饋來指導執(zhí)行委員會，并對他們的表現(xiàn)負責;為員工創(chuàng)造學習和發(fā)展的機會;根據(jù)兩名直接下屬的個人優(yōu)勢、發(fā)展需求和職業(yè)抱負，制定并有效執(zhí)行發(fā)展計劃;確保所有經(jīng)理對他們的直接下屬都做同樣的事情;確定資源需求，以加強物業(yè)團隊;為未來的職位空缺制定繼任計劃;積極支持人員配置流程;確保有效的工作流程，系統(tǒng)和團隊合作到位，以提高個人和整體業(yè)績。
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)務相關數(shù)據(jù)，如市場份額、財務業(yè)績、庫存、員工敬業(yè)度和客戶滿意度;分析商業(yè)信息，積極應對不斷變化的市場狀況，確保酒店在預算指導下運營，實現(xiàn)利潤率目標;使用商業(yè)信息識別產(chǎn)品和服務成功的指標以及改進的機會;將商業(yè)信息整合到商業(yè)計劃中。
?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.
雇員及勞資關系
確保所有員工都受到公平和尊重的對待;與員工建立融洽的關系，營造開放的溝通環(huán)境，花時間與前線員工溝通;使員工可以自行使用(“門戶開放政策”);核實工資和福利是否適合勞動力市場;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?shù)氐膭趧迎h(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
與收益管理團隊合作制定有效的定價策略，平衡季節(jié)性、經(jīng)濟性、客戶細分、酒店目標和客戶滿意度;建立收益策略，支持酒店在當?shù)厥袌龅亩ㄎ?確保需求預測和合理的收入實踐到位，以提高收益;通過研究和了解競爭對手的策略，確定提高入住率、每間客房平均收益和市場份額的方法;控制勞動力和資本支出。
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.
老板的關系
透過積極和持續(xù)的溝通，與業(yè)主建立良好的關系;向業(yè)主通報品牌活動和客人體驗;為業(yè)主提供深入的物業(yè)業(yè)績分析，包括客人、財務和員工業(yè)務數(shù)據(jù);在業(yè)主利益和萬豪品牌利益之間進行有效平衡，并制定為雙方創(chuàng)造價值的解決方案;開發(fā)并有效地推廣改善物業(yè)服務和盈利能力的理念。
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”).
客戶及公共關系管理
經(jīng)常與客人和其他顧客互動，以獲得他們對酒店體驗的反饋;利用客人/顧客的反饋來認可優(yōu)秀的員工服務表現(xiàn)并改進服務交付;強調(diào)領導團隊對解決服務失敗或潛在的服務失敗負責，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?shù)厣鐓^(qū)，并與當?shù)毓賳T，企業(yè)和客戶建立戰(zhàn)略聯(lián)盟，在市場上建立影響力;預見大型團體或高級客人的需求，以提供完美的服務;驗證產(chǎn)品、服務和事件是否獲得了適當?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、程序和標準
核實酒店是否符合法律、安全、運營、勞工以及萬豪品牌產(chǎn)品和服務標準;與特定部門進行例行和短期的質(zhì)量保證審核;督促員工定期執(zhí)行審計工作;進行詳細的檢查，以確保建筑，公共區(qū)域，廚房和地面維護良好，安全，并滿足或超過客人的期望;確認員工接受了適當?shù)呐嘤柌礃藴蕡?zhí)行。
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