The main problem in the receptionist department is that the functions of the department are not clear, which lead to the low efficiency in the department. So, we should clarify the exact functions and responsibilities of the department, train the receptionists, and establish the corresponding incentive system. Of course, it is of the first priority to center on the customers and satisfy them.
The paper also gives some suggestions to the recreation department. (1) To adapt the hotel to the diversification of the consumption, we should provide the personalized services. (2) The clerks of the department should combined together to provide the satisfying services for the customers. (3) The department should work with the employees of other departments, accomplish the task assigned by the hotel, and promote the revenues and profits of the hotel.
Key Words: Hotel Management; Marketing and Sales; Reform; Organizational Structure; Operating Process.
酒店的市场销售部改革：海大酒店案例
目录
摘 要2
Abstract5
第一章 引论8
1.1 研究动机和目的8
1.2 研究背景8
1.3 研究范围10
1.4 研究方法11
第二章 加入WTO：酒店业面临新环境13
2.1 我国酒店业市场开放的现状及开放的承诺13
2.2 “入世”对我国酒店业的影响15
2.3 “入世”后我国酒店业的应对措施17
2.4 海大酒店：民族酒店业的缩影19
第三章 销售部的改革方案21
3.1 销售部现存的五大问题21
3.2 五大问题的解决方案24
3.3 培训销售人员方案27
3.4 市场营业部业务流程31
3.5 销售部组织机构流程32
第四章 总台的改革方案33
4.1 明确总台各部职能和工作内容33
4.2 加大对总台的培训力度和建立奖罚制度35
4.3 增强员工的归宿感和凝聚力。35
4.4 为顾客提供个性化服务，为客人做到三心两意36
第五章 康乐部门的改革方案39
5.1 康乐部门的理解和改革方案39
5.2 康乐部门的组织机构设计40
第六章 小结41
6.1 思路回顾41
6.2 主要结论42
参考文献45
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