The Hotel Management Company Functional Planning And Consulting Business Processes - For Example, To The Sichuan Conservatory Of Music Philharmonic Hotel

The growth and development of our modern hotel industry is currently hampered by a certain unprofessionalism of the management. The unavoidable outcome of this will be a further continuation of the trend to hire the services of external managing companies. Consequently, it will be extremely important to intensify research and develop a basic, theoretical model on specific procedures to be followed by the managing companies. The development of this model will radically affect both the hotel industry as such, as well as the way the managing agencies conduct their business. Of primary concern for the managing company is naturally the attainability of the proposed program for the specific hotel. In this project, we propose a set of procedures to be implemented by the managing company, which will hopefully contribute to the further improvement of the hotel industry and managing companies in China.The thesis consists of 5 chapters. In the first chapter, a general introduction is given on the current situation of the Chinese hotel industry, the hotel managing company, and functional layout. From this introduction, it is clear that a new set of procedures for functional layout consultation would be beneficial to both the Chinese hotel industry and the consulting company. Chapter two mainly describes the fundamental concepts and procedures to be followed in functional layout. Then the hotel managing company is examined more in details, like it's basically concept, methods of management and types of business, as well as the basically concept of functional layout, and point out that the consultation of hotel function layout is the first stage of consulting business of hotel managing company. The consulting can be classified into two categories: first, a general strategy is oriented, followed by a more detailed analysis of the function layout. Chapters three and four deal with the consulting procedure in more detail. Chapter three deals with the analysis and orientation of hotel strategy, and consists of two parts: 1) an analysis of the general environment, and 2) based on this analysis, a definition of the style, value for money, and culture of the hotel. As illustration, I wrote a guideline ('hotel strategic report') for a specific hotel, and used this guideline as the basis to make a model which can be used in the first step of the functional layout. Chapter four describes how these findingscan be implemented, first in a very general way, and then more specifically, for three major specific areas within the hotel (lobby, restaurant, and hotel room). Finally, in chapter five, the 'hotel design assignment of function layout' for the specific hotel is used to develop the model for the second stage of the functional layout consultation.