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SWOT analizom kao marketinškim oruđem daje se kritički pregled prednosti inedostataka te mogućnosti i ograničenja Bola kao jedinstvene turističke destinacijeUobičajeno se temelji na podacima analize stanja mišljenjima istraživača koja su stekliobilaskom terena te informacijama dobivenim na panel diskusiji sa stručnjacima iz lokalnezajednice koji su predstavljali različita područja gospodarstva a zajednički sudjeluju ustvaranju i oblikovanju turističkog razvoja destinacije BolSWOT matrica je temelj za donošenje strateških smjernica razvoja turizma Identificiranjeprednosti svakako je osnova za pozicioniranje i marketinški nastup destinacije anedostaci omogućuju definiranje projekata unapređenja turističkog proizvoda i upućujuna ona područja na kojima treba hitno djelovati a u cilju postizanja bolje tržišne pozicijePREDNOSTI NEDOSTACI1048782 Prirodna baština1048782 Plaže1048782 Čisto more1048782 Lijep krajobraz1048782 Prepoznatljivost Zlatnog rata1048782 Klimatski uvjeti1048782 Kulturna baština1048782 Kvalitetni hotelski smještaj1048782 Tradicija razvoja turizma1048782 Gostoljubivost1048782 Dostupnost - zračna luka1048782 Prepoznatljivost gospodarskihaktivnosti ndash kamenvinogradarstvo maslinarstvo
Nedostaci1048782 Neodgovarajuće upravljanje prostorom1048782 Zasićenost prostora neplanska gradnja1048782 Lokalna prometna infrastruktura1048782 Nedovoljno raznovrsna turistička ponuda1048782 neaktivni proizvod1048782 nedostatak zabavnih kulturnih itrgovačkih sadržaja1048782 neiskorišteni resursi otoka1048782 Nedovoljna suradnja javnog i privatnogsektora1048782 Izrazito kratka sezona1048782 Nedovoljna razina kvalitete privatnogsmještaja1048782 Nepostojanje destinacijskogmeMOGUĆNOSTI OGRANIČENJA
1048782 Potencijal turističkih resursa otokaBrača1048782 Produženje sezone i povećanjeprosječne potrošnje gostiju1048782 Širenje plažnog prostoradestinacije1048782 Proboj prema novim tržišnimsegmentima1048782 Razvoj kongresnog bdquowellnessldquo ieko-proizvoda1048782 Mogućnosti za kupovinu1048782 Gastronomija
Ogranicenja1048782 Neriješen status bdquoBijele kućeldquo1048782 Relativna izdvojenost ndash otočnadestinacija1048782 Ljudski faktor
1048782 Razvoj konkurencije1048782 Neiskorištennadžmenta
SWOT analiza
Prednosti Veličina hotela siroka lepeza usluga malobrojna konkurencija u regionu rast poslovnih prihoda
Slabosti Nepotpuna iskorisćenost kapaciteta nizak free float većinski vlasnik nema tradiciju bavljenja hotelijerstvom
Potencijali Organizovanje seminara povezivanje sa inostranim tur operaterima
Pretnje Smanjenje broja turista usled finansijske krize rast konkurencije
Izvor
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapacitetaNešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPAR
Najpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
Izrada biznis plana nije svojstvena samo sektoru hotelijerstva već i drugim privrednimgranama i predstavlja prvi konkretan korak ka realizaciji projekata ili pak mogući
demanti prvobitne ideje Početna tačka za izradu biznis plana može biti odabiradekvatne lokacije postojanje iste ili samo ideja o određenompozicioniranju hotela
Kroz biznis plan mogu se pružiti kompletne informacije budućem klijentu investitoru ili kreditoruposlovnoj banci o planiranom vidu obimu i rezultatima budućeg poslovanjaPreporuka je da biznis plan izradi konsultantska kuća specijalizovana za sektor hotelijerstva Izrada biznis plana podrazumeva detaljnu analizu različitih elemenata od geografskih prirodnih istorijskih socijalnih demografskih do ekonomskih turističkih i svih drugih karakteristika jednog grada područja države Biznis plan podrazumeva i analizu svih segmenata koji se odnose na turističku ponudu infrastrukturu kao i projekciju posećenosti privredni i turistički razvoj i potencijale kretanje ponude i cenu konkurencije dakle sve one informacije koje mogu direktno ili indirektno uticati na poslovanje poziciju izgradnju i funkcionisanje predmetnog hotelaUpravo zbog tih razloga svaki biznis plan ima makro i mikro analizu opšta i privredna kretanja u zemlji standard stanovništva perspektive glavne karakteristike grada ili područja (snagapotencijal) Ukratko biznis plan podrazumeva kompletnu i detaljnu analizu tržištaZa biznis plan veoma su važna dva elementa Prvi je analiza konkurencije koja se takođe sprovodi na mikro i makro nivou Tako bi na konkretnom primeru makro nivo predstavljao grad Beograd a mikro nivo Novi BeogradDrugi element je analiza potencijalne klijentele koja će biti zainteresovana za usluge budućeg hotelaJedan od važnih delova biznis plana jesu podaci o zemljištu veličina lokacija kapacitet izgradivog prostora Svi pomenuti elementi konačno određuju tip hotela koji će biti izgrađenKada smo došli do ideje koji tip hotela želimo i možemo da izgradimo počinje ključna faza u izradi biznis plana a to je finansijska analizaFinansijska analizaFinansijska analiza počinje detaljnom analizom tržišta koja bi trebalo da sadrži što više elemenata kako postojećih tako i onih za koje se očekuje da će u budućnosti doprineti poslovanju hotelaPrimera radi za jedan hotel na Novom Beogradu činjenica da će u neposrednoj blizini biti izgrađeni drugi sadržaji (sportski poslovni zabavni) i te kako ima veliki značaj i utiče na dugoročnuvalidnost biznis plana Celokupna infrastruktura povezanost sa ključnim tačkama u gradu (centar aerodrom itd) takođe ima veliki uticaj na poslovanje hotela U ovoj fazi može da bude realizovan i poseban investicioni dokument Investment memorandum koji je koncizniji od biznis planaUobičajeno je da se finansijska analiza radi na period do pet godina zbog prirode razvoja hotelskog poslovanja Iako postoje neki zahtevi da se finansijska analiza radi na period duži od petgodina konsultantske kuće to nerado čine pošto je teško predvideti sve faktore koji mogu uticati na poslovanje hotelaU finansijskoj analizi projektuje se pre svega promet pojedinačno za svaki profitni segment poslovanja hotela To znači da se pravi kalkulacija kako će poslovati
određeni hotelski resori i koliki će promet biti ostvaren u segmentu soba FampB (FoodampBeverage) wellness i spa sektoru Finansijska analiza dalje sadrži projekcije personalnih troškova projekcije energetskih robnih i opštih troškova kao i projekciju GOP-a (gross operating profit) GOP ukazuje na mogućnosti hotela za obim finansiranja što se zatim analizira u relaciji svih troškova i modusa finansiranja Optimum GOP zavisi od vrste hotela finansiranja i drugog ali u hotelskoj praksi GOP od30 i više procenata ukazuje na visoku profitabilnost hotelaBiznis plan pokazuje i moguću sumu neophodnu za izgradnju hotela pružajući odgovor na pitanje da li je odluka o izgradnji željenog tipa hotela isplativa ili su potrebne određene korekcije (promena kategorije ndash npr na economy classndash ili neke druge promene koje bi mogle da dovedu u pozitivnu relaciju investiciju i realne mogućnosti budućeg hotela Ukoliko je nemoguće pronaćiadekvatnu isplativu relaciju projekat je neodrživBankeBiznis plan je u današnje vreme postao neophodan element svake investicije pogotovo velikih poput izgradnje hotela Pored toga što definiše ideju i pruža detaljnu analizu svih relevantnihelemenata biznis plan je neophodan i da bi se pronašli investitori to jest sredstvaza njegovu realizaciju Internacionalne banke kao glavni izvori sredstava zahtevaju detaljan stručan i argumentovanbiznis plan To je jedan od glavnih dokumenata na osnovu kojih se izlazi pred investitora Pri tom se traži jasna projekcija i finansijska konstrukcija i to na mesečnom nivou Biznis plan daje ključ i odgovor na pitanje da li se studija za izgradnju hotela poklapa sa realizacijom poslovanjaAgencije i konsultantske kućeSvaki posao treba prepustiti profesionalcima a kada je biznis plan u pitanju izradu treba prepustiti konsultantskim kućama specijalizovanim za hotele ili drugim domaćim i inostranim konsultantskimkućama U slučaju izrade validnog biznis plana njihova pomoć je neophodna i višestruko isplativaOno po čemu se konsultantske kuće razlikuju jeste sam način rada i podrške koju pružaju svojim klijentima Nije dovoljno izraditi biznis plan bez dalje podrške prilikom pregovora sa bankama gde su od ključne važnosti stručna objašnjenja i odgovori na mnogobrojna pitanjaDalji elementi izvršene finansijske analize su idejna rešenja (nakon toga sledi projekat) sa lokacijom spoljnim izgledom osnovnim faktima (lična karta hotela)Bitan element biznis plana jeste SWOT analiza (prednosti i mane projekta StrengthsWeaknesses Opportunities Threats)Nadamo se da smo uspeli da vam približimo važnost izrade kvalitetnog biznis plana Biznis plan potvrđuje ili demantuje vašu početnu ideju o izgradnji određenog tipa hotela Dobar biznis plan prvi je temelj vaše buduće investicije Ukoliko imate stručan biznis plan sve naredne faze ndash idejni projekti banke pregovori sa brendovima ndash imaju veće šanse za uspehBiznis plan čine sve informacije koje mogu direktno ili indirektno uticati naposlovanje poziciju izgradnju i funkcionisanje hotelaMany hotels are working on their marketing budgets right now I have received multiple requests for advice on budgeting this week and wanted to put together this
practical straightforward guide We will examine the biggest factors to consider when planning your Internet marketing budget 11 major categories hotels should budget for and finally 3 basic hotel budgeting approaches
This advice comes from my own real-world experience as the marketing manager or consultant for dozens of leading organizations around the world mdash and also as the owner of three companies When your own companyrsquos money is on the line you tend to take a very pragmatic approach to marketing and thatrsquos what I intend to do in this article
Factors to consider while planning your hotel marketing budgetMany industry professionals recommend you start with the industry average marketing budget I disagree Every business success Irsquove been involved with has been contrarian If you spend your resources like everyone else yoursquoll get average results Breakthrough campaigns often require unusual approaches You decide what works for you
Be aware of industry standards but donrsquot feel bound by them It can be helpful to know the average prices hotels are paying for individual marketing tactics mdash if only for a point of reference
Start with an internet marketing plan for the year Sounds simple but true If you donrsquot know how you want to spend your money calculating the amount will be extremely difficult Some tactics to include are explained below
A good budget will take into mind past results your company experienced mdash but will also realize that things change What worked five years ago may not work over the next five years
Remember your primary business objective Do you want more overall sales to build your brand or consolidate your profits Each requires a different approach which wersquoll cover later
Know your marketing priorities Separate the ldquomustsrdquo from the ldquowantsrdquo So many things can happen along the way that cause you to deviate from a plan made months ago Having priorities ensures the essential gets done
Identify which marketing strategies you donrsquot need to implement There are a seemingly unlimited number of marketing tactics you could try so identifying the non-essential helps you focus and cut costs Every hotel doesnrsquot need to do every tactic out there
Be aware of trends and budget appropriately Some organizations on annual budget cycles approve money for trends way too late mdash and missed the boat Make sure the resources that yoursquore dedicating to a tactic or strategy will be valid 1 2 5 years from now You donrsquot want to outdate yourself
I personally recommend most hotels abandon all traditional marketing and advertising in favor of any Internet focused strategy 75 of budget for web-based communications 25 for PR You can discount this advice as someone who has
worked in web marketing his entire career but the numbers donrsquot lie In the campaigns that Irsquove been involved in we have achieved phenomenal return on investmenthellip and received media coverage an organization our size shouldnrsquot normally be entitled to
Separate your marketing costs into two categories Initial development costs include research and strategy development website design content creation marketing systems set up Ongoing expenses and maintenance include e-mail marketing pay per click advertising search visibility improvement website maintenance and development consulting fees and analytics and tracking analysis
Ensure that you are sufficiently capitalized Many marketing tactics will take several months to show results and often the best results are obtained by sticking with your marketing plan month after month mdash for the next 12 months You may have to adjust your marketing plan to enable this but make sure your budget is sufficient to accommodate consistent execution
Be aware that your most important marketing investments may not even be under the traditional lsquomarketingrsquo budget category For example introducing a fabulous collection of guest amenities can cause your guests to promote your hotel for you At the end of the day your guest experience is the marketing Money you spend to create an amazing guest experience at your hotel has some of best ROI
Finally think of your marketing program as an investment If you are promoting properly every dollar that you spend on marketing will come back to you many times over Good hotel marketing budgets are never an expense and itrsquos important we remember this
11 most important hotel marketing budget categories
Staffing expenses Whether itrsquos a content writer or social media marketing assistant a major shift in marketing strategy usually requires a shift in HR priorities These salaries can be a big expense But itrsquos important to remember that good employees are always free they earn your company more money than you pay them in salary
Training fees I personally spend a large portion of my money to train and educate my employees This includes everything from paying them read articles and important books to registration fees for workshops and seminars Your people are one of your most important resources and an investment into making them more effective marketing professionals will always pay off
Consulting fees There will always be times when you cannot do everything in-house If you have a short-term assignment it can make sense to bring in outside expertise to help Look at your Internet marketing plan and budget for this type of help appropriately
Website optimization The vast majority of hotels have at least a halfway decent website up The big challenge is making sure it runs well turning browsers into
bookings This is website optimization making sure your website sells well and is easy to find in search engines Itrsquos an ongoing process but your biggest investment will be at the start mdash having a professional analyze and make the changes
Search visibility improvement Earning top rankings in search engine results is important for bringing new visitors to your website It needs to be an ongoing part of your Internet marketing campaign both to improve position and to keep up with competitors that are doing the same thing Top budgeting priorities for hotels include adjusting the website for important keywords and building links through various tactics
Pay-per-click advertising This is one of the only advertising methods I recommend most hotels budget for The flexibility and return on investment can be impressive Yoursquoll need to budget for campaign management and the actual clicks that you purchase from search engines This can cost several thousand each month but the return on investment is typically much better than other advertising options
Online reputation management I tend to talk a lot about this on this blog and you are probably aware this falls into two major categories monitoring your Web presence and proactively encouraging positive content Monitoring expenses include software and0r someone to scour the web for data Reputation building requires the development of a savvy outreach program
E-mail communications E-mail software is usually a relatively small expense so your investment in e-mail marketing will be in people Specifically two types of people the content writers and the marketing specialists E-mail is a writing-intensive medium so you need to allow someone to spend the time to develop this content The marketing expertise is important to make sure your communications are effective mdash reaching the right people and generating the right response
Content development This includes all of the information you publish on and off the web It includes blogs websites articles and more Many hospitality companies hire outside freelance journalists to help them with this The good news is that much of it can be re-purposed for other formats
Media production Producing high-quality photos and videos of your hotel is more or less a one-time expense but very important for future marketing efforts You can reuse great photography and videos in many ways online and off
Press relations amp media outreach This category includes outbound communications such as press releases and media kits the development of content that interests the media and relationship building with journalists and media outlets Even for mid-sized properties this can be a full-time job mdash but the return can be excellent When your hotel gets positive coverage in the media you get credibility and increased awareness that you cannot buy This is the reason I spend a full 25 of my marketing budgets on media relations This figure is typically higher if you are a new business
3 marketing budgeting approaches Irsquove observedThe lsquoincrease overall salesrsquo hotel budget This strategy is often used by companies
that are brand-new and want to get the word out In this case the budgeting focus is on tactics that bring in immediate new sales now As long as the campaign is profitable there is less focus on low cost marketing and more priority on high volume Advertising and media relations take priority over content-based tactics
The lsquobuild our brandrsquo hotel budget This strategy is used for hotels that want to establish a great reputation and word-of-mouth The budget will reflects this with low cost but labor-intensive content marketing tactics You either need to have a great team of people in house or hire an outside agency to develop this The great thing Once the campaign is developed your ongoing cost is usually quite low
The rsquosave our profitsrsquo hotel budget Several older established hotels Irsquove worked with seem to be on marketing cruise control They already have an outstanding reputation among their target audience and theyrsquore not in a big hurry to try new things This can be one of the cheapest strategies but also the least likely to increase salesThe big challenge here is to make sure their online presence matches their great off-line presence Hotels using this strategy may invest in guest relationship management tactics such as e-mail The spending priority is more on people that can manage this and less on new technology
The hotel marketing budget approach I recommendAs mentioned earlier companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system
But every hotel and organization is different You need to take into consideration factors I described earlier along with your hotelrsquos unique priorities and put together a budget to meets your needs
I am writing down these ldquotop 10rdquo mistakes in a hope that this list might help some developers and ownersAs we are hotel consultants we sincerely believe that a consultant must be the most honest transparent straight-forward and therefore most trustworthy person close to the owners and investorsA consultantrsquos intention should NEVER be to keep hotel owners and investors lsquoin the darkrsquo A true consultant must educate advice and provide samples of good and bad practices A hotel consultant must also be a good teacher ndash not a lecturer We must guide and use all channels of communication to pass on knowledge to others We choose to write articles in a hope that it helps and inspires othersMistake No 1 - Vision and MissionHonestly it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement OR the vision and mission is most of the times not clear at all or only clear in the mind of the owners On top of that nobody communicates the vision and mission to managers and employees How the employees will know what is expected and understand the lsquobig picturersquo As mentioned in one of our earlier articles this silly mistake ensures that the business
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
1048782 Razvoj konkurencije1048782 Neiskorištennadžmenta
SWOT analiza
Prednosti Veličina hotela siroka lepeza usluga malobrojna konkurencija u regionu rast poslovnih prihoda
Slabosti Nepotpuna iskorisćenost kapaciteta nizak free float većinski vlasnik nema tradiciju bavljenja hotelijerstvom
Potencijali Organizovanje seminara povezivanje sa inostranim tur operaterima
Pretnje Smanjenje broja turista usled finansijske krize rast konkurencije
Izvor
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapacitetaNešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPAR
Najpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
Izrada biznis plana nije svojstvena samo sektoru hotelijerstva već i drugim privrednimgranama i predstavlja prvi konkretan korak ka realizaciji projekata ili pak mogući
demanti prvobitne ideje Početna tačka za izradu biznis plana može biti odabiradekvatne lokacije postojanje iste ili samo ideja o određenompozicioniranju hotela
Kroz biznis plan mogu se pružiti kompletne informacije budućem klijentu investitoru ili kreditoruposlovnoj banci o planiranom vidu obimu i rezultatima budućeg poslovanjaPreporuka je da biznis plan izradi konsultantska kuća specijalizovana za sektor hotelijerstva Izrada biznis plana podrazumeva detaljnu analizu različitih elemenata od geografskih prirodnih istorijskih socijalnih demografskih do ekonomskih turističkih i svih drugih karakteristika jednog grada područja države Biznis plan podrazumeva i analizu svih segmenata koji se odnose na turističku ponudu infrastrukturu kao i projekciju posećenosti privredni i turistički razvoj i potencijale kretanje ponude i cenu konkurencije dakle sve one informacije koje mogu direktno ili indirektno uticati na poslovanje poziciju izgradnju i funkcionisanje predmetnog hotelaUpravo zbog tih razloga svaki biznis plan ima makro i mikro analizu opšta i privredna kretanja u zemlji standard stanovništva perspektive glavne karakteristike grada ili područja (snagapotencijal) Ukratko biznis plan podrazumeva kompletnu i detaljnu analizu tržištaZa biznis plan veoma su važna dva elementa Prvi je analiza konkurencije koja se takođe sprovodi na mikro i makro nivou Tako bi na konkretnom primeru makro nivo predstavljao grad Beograd a mikro nivo Novi BeogradDrugi element je analiza potencijalne klijentele koja će biti zainteresovana za usluge budućeg hotelaJedan od važnih delova biznis plana jesu podaci o zemljištu veličina lokacija kapacitet izgradivog prostora Svi pomenuti elementi konačno određuju tip hotela koji će biti izgrađenKada smo došli do ideje koji tip hotela želimo i možemo da izgradimo počinje ključna faza u izradi biznis plana a to je finansijska analizaFinansijska analizaFinansijska analiza počinje detaljnom analizom tržišta koja bi trebalo da sadrži što više elemenata kako postojećih tako i onih za koje se očekuje da će u budućnosti doprineti poslovanju hotelaPrimera radi za jedan hotel na Novom Beogradu činjenica da će u neposrednoj blizini biti izgrađeni drugi sadržaji (sportski poslovni zabavni) i te kako ima veliki značaj i utiče na dugoročnuvalidnost biznis plana Celokupna infrastruktura povezanost sa ključnim tačkama u gradu (centar aerodrom itd) takođe ima veliki uticaj na poslovanje hotela U ovoj fazi može da bude realizovan i poseban investicioni dokument Investment memorandum koji je koncizniji od biznis planaUobičajeno je da se finansijska analiza radi na period do pet godina zbog prirode razvoja hotelskog poslovanja Iako postoje neki zahtevi da se finansijska analiza radi na period duži od petgodina konsultantske kuće to nerado čine pošto je teško predvideti sve faktore koji mogu uticati na poslovanje hotelaU finansijskoj analizi projektuje se pre svega promet pojedinačno za svaki profitni segment poslovanja hotela To znači da se pravi kalkulacija kako će poslovati
određeni hotelski resori i koliki će promet biti ostvaren u segmentu soba FampB (FoodampBeverage) wellness i spa sektoru Finansijska analiza dalje sadrži projekcije personalnih troškova projekcije energetskih robnih i opštih troškova kao i projekciju GOP-a (gross operating profit) GOP ukazuje na mogućnosti hotela za obim finansiranja što se zatim analizira u relaciji svih troškova i modusa finansiranja Optimum GOP zavisi od vrste hotela finansiranja i drugog ali u hotelskoj praksi GOP od30 i više procenata ukazuje na visoku profitabilnost hotelaBiznis plan pokazuje i moguću sumu neophodnu za izgradnju hotela pružajući odgovor na pitanje da li je odluka o izgradnji željenog tipa hotela isplativa ili su potrebne određene korekcije (promena kategorije ndash npr na economy classndash ili neke druge promene koje bi mogle da dovedu u pozitivnu relaciju investiciju i realne mogućnosti budućeg hotela Ukoliko je nemoguće pronaćiadekvatnu isplativu relaciju projekat je neodrživBankeBiznis plan je u današnje vreme postao neophodan element svake investicije pogotovo velikih poput izgradnje hotela Pored toga što definiše ideju i pruža detaljnu analizu svih relevantnihelemenata biznis plan je neophodan i da bi se pronašli investitori to jest sredstvaza njegovu realizaciju Internacionalne banke kao glavni izvori sredstava zahtevaju detaljan stručan i argumentovanbiznis plan To je jedan od glavnih dokumenata na osnovu kojih se izlazi pred investitora Pri tom se traži jasna projekcija i finansijska konstrukcija i to na mesečnom nivou Biznis plan daje ključ i odgovor na pitanje da li se studija za izgradnju hotela poklapa sa realizacijom poslovanjaAgencije i konsultantske kućeSvaki posao treba prepustiti profesionalcima a kada je biznis plan u pitanju izradu treba prepustiti konsultantskim kućama specijalizovanim za hotele ili drugim domaćim i inostranim konsultantskimkućama U slučaju izrade validnog biznis plana njihova pomoć je neophodna i višestruko isplativaOno po čemu se konsultantske kuće razlikuju jeste sam način rada i podrške koju pružaju svojim klijentima Nije dovoljno izraditi biznis plan bez dalje podrške prilikom pregovora sa bankama gde su od ključne važnosti stručna objašnjenja i odgovori na mnogobrojna pitanjaDalji elementi izvršene finansijske analize su idejna rešenja (nakon toga sledi projekat) sa lokacijom spoljnim izgledom osnovnim faktima (lična karta hotela)Bitan element biznis plana jeste SWOT analiza (prednosti i mane projekta StrengthsWeaknesses Opportunities Threats)Nadamo se da smo uspeli da vam približimo važnost izrade kvalitetnog biznis plana Biznis plan potvrđuje ili demantuje vašu početnu ideju o izgradnji određenog tipa hotela Dobar biznis plan prvi je temelj vaše buduće investicije Ukoliko imate stručan biznis plan sve naredne faze ndash idejni projekti banke pregovori sa brendovima ndash imaju veće šanse za uspehBiznis plan čine sve informacije koje mogu direktno ili indirektno uticati naposlovanje poziciju izgradnju i funkcionisanje hotelaMany hotels are working on their marketing budgets right now I have received multiple requests for advice on budgeting this week and wanted to put together this
practical straightforward guide We will examine the biggest factors to consider when planning your Internet marketing budget 11 major categories hotels should budget for and finally 3 basic hotel budgeting approaches
This advice comes from my own real-world experience as the marketing manager or consultant for dozens of leading organizations around the world mdash and also as the owner of three companies When your own companyrsquos money is on the line you tend to take a very pragmatic approach to marketing and thatrsquos what I intend to do in this article
Factors to consider while planning your hotel marketing budgetMany industry professionals recommend you start with the industry average marketing budget I disagree Every business success Irsquove been involved with has been contrarian If you spend your resources like everyone else yoursquoll get average results Breakthrough campaigns often require unusual approaches You decide what works for you
Be aware of industry standards but donrsquot feel bound by them It can be helpful to know the average prices hotels are paying for individual marketing tactics mdash if only for a point of reference
Start with an internet marketing plan for the year Sounds simple but true If you donrsquot know how you want to spend your money calculating the amount will be extremely difficult Some tactics to include are explained below
A good budget will take into mind past results your company experienced mdash but will also realize that things change What worked five years ago may not work over the next five years
Remember your primary business objective Do you want more overall sales to build your brand or consolidate your profits Each requires a different approach which wersquoll cover later
Know your marketing priorities Separate the ldquomustsrdquo from the ldquowantsrdquo So many things can happen along the way that cause you to deviate from a plan made months ago Having priorities ensures the essential gets done
Identify which marketing strategies you donrsquot need to implement There are a seemingly unlimited number of marketing tactics you could try so identifying the non-essential helps you focus and cut costs Every hotel doesnrsquot need to do every tactic out there
Be aware of trends and budget appropriately Some organizations on annual budget cycles approve money for trends way too late mdash and missed the boat Make sure the resources that yoursquore dedicating to a tactic or strategy will be valid 1 2 5 years from now You donrsquot want to outdate yourself
I personally recommend most hotels abandon all traditional marketing and advertising in favor of any Internet focused strategy 75 of budget for web-based communications 25 for PR You can discount this advice as someone who has
worked in web marketing his entire career but the numbers donrsquot lie In the campaigns that Irsquove been involved in we have achieved phenomenal return on investmenthellip and received media coverage an organization our size shouldnrsquot normally be entitled to
Separate your marketing costs into two categories Initial development costs include research and strategy development website design content creation marketing systems set up Ongoing expenses and maintenance include e-mail marketing pay per click advertising search visibility improvement website maintenance and development consulting fees and analytics and tracking analysis
Ensure that you are sufficiently capitalized Many marketing tactics will take several months to show results and often the best results are obtained by sticking with your marketing plan month after month mdash for the next 12 months You may have to adjust your marketing plan to enable this but make sure your budget is sufficient to accommodate consistent execution
Be aware that your most important marketing investments may not even be under the traditional lsquomarketingrsquo budget category For example introducing a fabulous collection of guest amenities can cause your guests to promote your hotel for you At the end of the day your guest experience is the marketing Money you spend to create an amazing guest experience at your hotel has some of best ROI
Finally think of your marketing program as an investment If you are promoting properly every dollar that you spend on marketing will come back to you many times over Good hotel marketing budgets are never an expense and itrsquos important we remember this
11 most important hotel marketing budget categories
Staffing expenses Whether itrsquos a content writer or social media marketing assistant a major shift in marketing strategy usually requires a shift in HR priorities These salaries can be a big expense But itrsquos important to remember that good employees are always free they earn your company more money than you pay them in salary
Training fees I personally spend a large portion of my money to train and educate my employees This includes everything from paying them read articles and important books to registration fees for workshops and seminars Your people are one of your most important resources and an investment into making them more effective marketing professionals will always pay off
Consulting fees There will always be times when you cannot do everything in-house If you have a short-term assignment it can make sense to bring in outside expertise to help Look at your Internet marketing plan and budget for this type of help appropriately
Website optimization The vast majority of hotels have at least a halfway decent website up The big challenge is making sure it runs well turning browsers into
bookings This is website optimization making sure your website sells well and is easy to find in search engines Itrsquos an ongoing process but your biggest investment will be at the start mdash having a professional analyze and make the changes
Search visibility improvement Earning top rankings in search engine results is important for bringing new visitors to your website It needs to be an ongoing part of your Internet marketing campaign both to improve position and to keep up with competitors that are doing the same thing Top budgeting priorities for hotels include adjusting the website for important keywords and building links through various tactics
Pay-per-click advertising This is one of the only advertising methods I recommend most hotels budget for The flexibility and return on investment can be impressive Yoursquoll need to budget for campaign management and the actual clicks that you purchase from search engines This can cost several thousand each month but the return on investment is typically much better than other advertising options
Online reputation management I tend to talk a lot about this on this blog and you are probably aware this falls into two major categories monitoring your Web presence and proactively encouraging positive content Monitoring expenses include software and0r someone to scour the web for data Reputation building requires the development of a savvy outreach program
E-mail communications E-mail software is usually a relatively small expense so your investment in e-mail marketing will be in people Specifically two types of people the content writers and the marketing specialists E-mail is a writing-intensive medium so you need to allow someone to spend the time to develop this content The marketing expertise is important to make sure your communications are effective mdash reaching the right people and generating the right response
Content development This includes all of the information you publish on and off the web It includes blogs websites articles and more Many hospitality companies hire outside freelance journalists to help them with this The good news is that much of it can be re-purposed for other formats
Media production Producing high-quality photos and videos of your hotel is more or less a one-time expense but very important for future marketing efforts You can reuse great photography and videos in many ways online and off
Press relations amp media outreach This category includes outbound communications such as press releases and media kits the development of content that interests the media and relationship building with journalists and media outlets Even for mid-sized properties this can be a full-time job mdash but the return can be excellent When your hotel gets positive coverage in the media you get credibility and increased awareness that you cannot buy This is the reason I spend a full 25 of my marketing budgets on media relations This figure is typically higher if you are a new business
3 marketing budgeting approaches Irsquove observedThe lsquoincrease overall salesrsquo hotel budget This strategy is often used by companies
that are brand-new and want to get the word out In this case the budgeting focus is on tactics that bring in immediate new sales now As long as the campaign is profitable there is less focus on low cost marketing and more priority on high volume Advertising and media relations take priority over content-based tactics
The lsquobuild our brandrsquo hotel budget This strategy is used for hotels that want to establish a great reputation and word-of-mouth The budget will reflects this with low cost but labor-intensive content marketing tactics You either need to have a great team of people in house or hire an outside agency to develop this The great thing Once the campaign is developed your ongoing cost is usually quite low
The rsquosave our profitsrsquo hotel budget Several older established hotels Irsquove worked with seem to be on marketing cruise control They already have an outstanding reputation among their target audience and theyrsquore not in a big hurry to try new things This can be one of the cheapest strategies but also the least likely to increase salesThe big challenge here is to make sure their online presence matches their great off-line presence Hotels using this strategy may invest in guest relationship management tactics such as e-mail The spending priority is more on people that can manage this and less on new technology
The hotel marketing budget approach I recommendAs mentioned earlier companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system
But every hotel and organization is different You need to take into consideration factors I described earlier along with your hotelrsquos unique priorities and put together a budget to meets your needs
I am writing down these ldquotop 10rdquo mistakes in a hope that this list might help some developers and ownersAs we are hotel consultants we sincerely believe that a consultant must be the most honest transparent straight-forward and therefore most trustworthy person close to the owners and investorsA consultantrsquos intention should NEVER be to keep hotel owners and investors lsquoin the darkrsquo A true consultant must educate advice and provide samples of good and bad practices A hotel consultant must also be a good teacher ndash not a lecturer We must guide and use all channels of communication to pass on knowledge to others We choose to write articles in a hope that it helps and inspires othersMistake No 1 - Vision and MissionHonestly it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement OR the vision and mission is most of the times not clear at all or only clear in the mind of the owners On top of that nobody communicates the vision and mission to managers and employees How the employees will know what is expected and understand the lsquobig picturersquo As mentioned in one of our earlier articles this silly mistake ensures that the business
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
Najpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
Izrada biznis plana nije svojstvena samo sektoru hotelijerstva već i drugim privrednimgranama i predstavlja prvi konkretan korak ka realizaciji projekata ili pak mogući
demanti prvobitne ideje Početna tačka za izradu biznis plana može biti odabiradekvatne lokacije postojanje iste ili samo ideja o određenompozicioniranju hotela
Kroz biznis plan mogu se pružiti kompletne informacije budućem klijentu investitoru ili kreditoruposlovnoj banci o planiranom vidu obimu i rezultatima budućeg poslovanjaPreporuka je da biznis plan izradi konsultantska kuća specijalizovana za sektor hotelijerstva Izrada biznis plana podrazumeva detaljnu analizu različitih elemenata od geografskih prirodnih istorijskih socijalnih demografskih do ekonomskih turističkih i svih drugih karakteristika jednog grada područja države Biznis plan podrazumeva i analizu svih segmenata koji se odnose na turističku ponudu infrastrukturu kao i projekciju posećenosti privredni i turistički razvoj i potencijale kretanje ponude i cenu konkurencije dakle sve one informacije koje mogu direktno ili indirektno uticati na poslovanje poziciju izgradnju i funkcionisanje predmetnog hotelaUpravo zbog tih razloga svaki biznis plan ima makro i mikro analizu opšta i privredna kretanja u zemlji standard stanovništva perspektive glavne karakteristike grada ili područja (snagapotencijal) Ukratko biznis plan podrazumeva kompletnu i detaljnu analizu tržištaZa biznis plan veoma su važna dva elementa Prvi je analiza konkurencije koja se takođe sprovodi na mikro i makro nivou Tako bi na konkretnom primeru makro nivo predstavljao grad Beograd a mikro nivo Novi BeogradDrugi element je analiza potencijalne klijentele koja će biti zainteresovana za usluge budućeg hotelaJedan od važnih delova biznis plana jesu podaci o zemljištu veličina lokacija kapacitet izgradivog prostora Svi pomenuti elementi konačno određuju tip hotela koji će biti izgrađenKada smo došli do ideje koji tip hotela želimo i možemo da izgradimo počinje ključna faza u izradi biznis plana a to je finansijska analizaFinansijska analizaFinansijska analiza počinje detaljnom analizom tržišta koja bi trebalo da sadrži što više elemenata kako postojećih tako i onih za koje se očekuje da će u budućnosti doprineti poslovanju hotelaPrimera radi za jedan hotel na Novom Beogradu činjenica da će u neposrednoj blizini biti izgrađeni drugi sadržaji (sportski poslovni zabavni) i te kako ima veliki značaj i utiče na dugoročnuvalidnost biznis plana Celokupna infrastruktura povezanost sa ključnim tačkama u gradu (centar aerodrom itd) takođe ima veliki uticaj na poslovanje hotela U ovoj fazi može da bude realizovan i poseban investicioni dokument Investment memorandum koji je koncizniji od biznis planaUobičajeno je da se finansijska analiza radi na period do pet godina zbog prirode razvoja hotelskog poslovanja Iako postoje neki zahtevi da se finansijska analiza radi na period duži od petgodina konsultantske kuće to nerado čine pošto je teško predvideti sve faktore koji mogu uticati na poslovanje hotelaU finansijskoj analizi projektuje se pre svega promet pojedinačno za svaki profitni segment poslovanja hotela To znači da se pravi kalkulacija kako će poslovati
određeni hotelski resori i koliki će promet biti ostvaren u segmentu soba FampB (FoodampBeverage) wellness i spa sektoru Finansijska analiza dalje sadrži projekcije personalnih troškova projekcije energetskih robnih i opštih troškova kao i projekciju GOP-a (gross operating profit) GOP ukazuje na mogućnosti hotela za obim finansiranja što se zatim analizira u relaciji svih troškova i modusa finansiranja Optimum GOP zavisi od vrste hotela finansiranja i drugog ali u hotelskoj praksi GOP od30 i više procenata ukazuje na visoku profitabilnost hotelaBiznis plan pokazuje i moguću sumu neophodnu za izgradnju hotela pružajući odgovor na pitanje da li je odluka o izgradnji željenog tipa hotela isplativa ili su potrebne određene korekcije (promena kategorije ndash npr na economy classndash ili neke druge promene koje bi mogle da dovedu u pozitivnu relaciju investiciju i realne mogućnosti budućeg hotela Ukoliko je nemoguće pronaćiadekvatnu isplativu relaciju projekat je neodrživBankeBiznis plan je u današnje vreme postao neophodan element svake investicije pogotovo velikih poput izgradnje hotela Pored toga što definiše ideju i pruža detaljnu analizu svih relevantnihelemenata biznis plan je neophodan i da bi se pronašli investitori to jest sredstvaza njegovu realizaciju Internacionalne banke kao glavni izvori sredstava zahtevaju detaljan stručan i argumentovanbiznis plan To je jedan od glavnih dokumenata na osnovu kojih se izlazi pred investitora Pri tom se traži jasna projekcija i finansijska konstrukcija i to na mesečnom nivou Biznis plan daje ključ i odgovor na pitanje da li se studija za izgradnju hotela poklapa sa realizacijom poslovanjaAgencije i konsultantske kućeSvaki posao treba prepustiti profesionalcima a kada je biznis plan u pitanju izradu treba prepustiti konsultantskim kućama specijalizovanim za hotele ili drugim domaćim i inostranim konsultantskimkućama U slučaju izrade validnog biznis plana njihova pomoć je neophodna i višestruko isplativaOno po čemu se konsultantske kuće razlikuju jeste sam način rada i podrške koju pružaju svojim klijentima Nije dovoljno izraditi biznis plan bez dalje podrške prilikom pregovora sa bankama gde su od ključne važnosti stručna objašnjenja i odgovori na mnogobrojna pitanjaDalji elementi izvršene finansijske analize su idejna rešenja (nakon toga sledi projekat) sa lokacijom spoljnim izgledom osnovnim faktima (lična karta hotela)Bitan element biznis plana jeste SWOT analiza (prednosti i mane projekta StrengthsWeaknesses Opportunities Threats)Nadamo se da smo uspeli da vam približimo važnost izrade kvalitetnog biznis plana Biznis plan potvrđuje ili demantuje vašu početnu ideju o izgradnji određenog tipa hotela Dobar biznis plan prvi je temelj vaše buduće investicije Ukoliko imate stručan biznis plan sve naredne faze ndash idejni projekti banke pregovori sa brendovima ndash imaju veće šanse za uspehBiznis plan čine sve informacije koje mogu direktno ili indirektno uticati naposlovanje poziciju izgradnju i funkcionisanje hotelaMany hotels are working on their marketing budgets right now I have received multiple requests for advice on budgeting this week and wanted to put together this
practical straightforward guide We will examine the biggest factors to consider when planning your Internet marketing budget 11 major categories hotels should budget for and finally 3 basic hotel budgeting approaches
This advice comes from my own real-world experience as the marketing manager or consultant for dozens of leading organizations around the world mdash and also as the owner of three companies When your own companyrsquos money is on the line you tend to take a very pragmatic approach to marketing and thatrsquos what I intend to do in this article
Factors to consider while planning your hotel marketing budgetMany industry professionals recommend you start with the industry average marketing budget I disagree Every business success Irsquove been involved with has been contrarian If you spend your resources like everyone else yoursquoll get average results Breakthrough campaigns often require unusual approaches You decide what works for you
Be aware of industry standards but donrsquot feel bound by them It can be helpful to know the average prices hotels are paying for individual marketing tactics mdash if only for a point of reference
Start with an internet marketing plan for the year Sounds simple but true If you donrsquot know how you want to spend your money calculating the amount will be extremely difficult Some tactics to include are explained below
A good budget will take into mind past results your company experienced mdash but will also realize that things change What worked five years ago may not work over the next five years
Remember your primary business objective Do you want more overall sales to build your brand or consolidate your profits Each requires a different approach which wersquoll cover later
Know your marketing priorities Separate the ldquomustsrdquo from the ldquowantsrdquo So many things can happen along the way that cause you to deviate from a plan made months ago Having priorities ensures the essential gets done
Identify which marketing strategies you donrsquot need to implement There are a seemingly unlimited number of marketing tactics you could try so identifying the non-essential helps you focus and cut costs Every hotel doesnrsquot need to do every tactic out there
Be aware of trends and budget appropriately Some organizations on annual budget cycles approve money for trends way too late mdash and missed the boat Make sure the resources that yoursquore dedicating to a tactic or strategy will be valid 1 2 5 years from now You donrsquot want to outdate yourself
I personally recommend most hotels abandon all traditional marketing and advertising in favor of any Internet focused strategy 75 of budget for web-based communications 25 for PR You can discount this advice as someone who has
worked in web marketing his entire career but the numbers donrsquot lie In the campaigns that Irsquove been involved in we have achieved phenomenal return on investmenthellip and received media coverage an organization our size shouldnrsquot normally be entitled to
Separate your marketing costs into two categories Initial development costs include research and strategy development website design content creation marketing systems set up Ongoing expenses and maintenance include e-mail marketing pay per click advertising search visibility improvement website maintenance and development consulting fees and analytics and tracking analysis
Ensure that you are sufficiently capitalized Many marketing tactics will take several months to show results and often the best results are obtained by sticking with your marketing plan month after month mdash for the next 12 months You may have to adjust your marketing plan to enable this but make sure your budget is sufficient to accommodate consistent execution
Be aware that your most important marketing investments may not even be under the traditional lsquomarketingrsquo budget category For example introducing a fabulous collection of guest amenities can cause your guests to promote your hotel for you At the end of the day your guest experience is the marketing Money you spend to create an amazing guest experience at your hotel has some of best ROI
Finally think of your marketing program as an investment If you are promoting properly every dollar that you spend on marketing will come back to you many times over Good hotel marketing budgets are never an expense and itrsquos important we remember this
11 most important hotel marketing budget categories
Staffing expenses Whether itrsquos a content writer or social media marketing assistant a major shift in marketing strategy usually requires a shift in HR priorities These salaries can be a big expense But itrsquos important to remember that good employees are always free they earn your company more money than you pay them in salary
Training fees I personally spend a large portion of my money to train and educate my employees This includes everything from paying them read articles and important books to registration fees for workshops and seminars Your people are one of your most important resources and an investment into making them more effective marketing professionals will always pay off
Consulting fees There will always be times when you cannot do everything in-house If you have a short-term assignment it can make sense to bring in outside expertise to help Look at your Internet marketing plan and budget for this type of help appropriately
Website optimization The vast majority of hotels have at least a halfway decent website up The big challenge is making sure it runs well turning browsers into
bookings This is website optimization making sure your website sells well and is easy to find in search engines Itrsquos an ongoing process but your biggest investment will be at the start mdash having a professional analyze and make the changes
Search visibility improvement Earning top rankings in search engine results is important for bringing new visitors to your website It needs to be an ongoing part of your Internet marketing campaign both to improve position and to keep up with competitors that are doing the same thing Top budgeting priorities for hotels include adjusting the website for important keywords and building links through various tactics
Pay-per-click advertising This is one of the only advertising methods I recommend most hotels budget for The flexibility and return on investment can be impressive Yoursquoll need to budget for campaign management and the actual clicks that you purchase from search engines This can cost several thousand each month but the return on investment is typically much better than other advertising options
Online reputation management I tend to talk a lot about this on this blog and you are probably aware this falls into two major categories monitoring your Web presence and proactively encouraging positive content Monitoring expenses include software and0r someone to scour the web for data Reputation building requires the development of a savvy outreach program
E-mail communications E-mail software is usually a relatively small expense so your investment in e-mail marketing will be in people Specifically two types of people the content writers and the marketing specialists E-mail is a writing-intensive medium so you need to allow someone to spend the time to develop this content The marketing expertise is important to make sure your communications are effective mdash reaching the right people and generating the right response
Content development This includes all of the information you publish on and off the web It includes blogs websites articles and more Many hospitality companies hire outside freelance journalists to help them with this The good news is that much of it can be re-purposed for other formats
Media production Producing high-quality photos and videos of your hotel is more or less a one-time expense but very important for future marketing efforts You can reuse great photography and videos in many ways online and off
Press relations amp media outreach This category includes outbound communications such as press releases and media kits the development of content that interests the media and relationship building with journalists and media outlets Even for mid-sized properties this can be a full-time job mdash but the return can be excellent When your hotel gets positive coverage in the media you get credibility and increased awareness that you cannot buy This is the reason I spend a full 25 of my marketing budgets on media relations This figure is typically higher if you are a new business
3 marketing budgeting approaches Irsquove observedThe lsquoincrease overall salesrsquo hotel budget This strategy is often used by companies
that are brand-new and want to get the word out In this case the budgeting focus is on tactics that bring in immediate new sales now As long as the campaign is profitable there is less focus on low cost marketing and more priority on high volume Advertising and media relations take priority over content-based tactics
The lsquobuild our brandrsquo hotel budget This strategy is used for hotels that want to establish a great reputation and word-of-mouth The budget will reflects this with low cost but labor-intensive content marketing tactics You either need to have a great team of people in house or hire an outside agency to develop this The great thing Once the campaign is developed your ongoing cost is usually quite low
The rsquosave our profitsrsquo hotel budget Several older established hotels Irsquove worked with seem to be on marketing cruise control They already have an outstanding reputation among their target audience and theyrsquore not in a big hurry to try new things This can be one of the cheapest strategies but also the least likely to increase salesThe big challenge here is to make sure their online presence matches their great off-line presence Hotels using this strategy may invest in guest relationship management tactics such as e-mail The spending priority is more on people that can manage this and less on new technology
The hotel marketing budget approach I recommendAs mentioned earlier companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system
But every hotel and organization is different You need to take into consideration factors I described earlier along with your hotelrsquos unique priorities and put together a budget to meets your needs
I am writing down these ldquotop 10rdquo mistakes in a hope that this list might help some developers and ownersAs we are hotel consultants we sincerely believe that a consultant must be the most honest transparent straight-forward and therefore most trustworthy person close to the owners and investorsA consultantrsquos intention should NEVER be to keep hotel owners and investors lsquoin the darkrsquo A true consultant must educate advice and provide samples of good and bad practices A hotel consultant must also be a good teacher ndash not a lecturer We must guide and use all channels of communication to pass on knowledge to others We choose to write articles in a hope that it helps and inspires othersMistake No 1 - Vision and MissionHonestly it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement OR the vision and mission is most of the times not clear at all or only clear in the mind of the owners On top of that nobody communicates the vision and mission to managers and employees How the employees will know what is expected and understand the lsquobig picturersquo As mentioned in one of our earlier articles this silly mistake ensures that the business
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
demanti prvobitne ideje Početna tačka za izradu biznis plana može biti odabiradekvatne lokacije postojanje iste ili samo ideja o određenompozicioniranju hotela
Kroz biznis plan mogu se pružiti kompletne informacije budućem klijentu investitoru ili kreditoruposlovnoj banci o planiranom vidu obimu i rezultatima budućeg poslovanjaPreporuka je da biznis plan izradi konsultantska kuća specijalizovana za sektor hotelijerstva Izrada biznis plana podrazumeva detaljnu analizu različitih elemenata od geografskih prirodnih istorijskih socijalnih demografskih do ekonomskih turističkih i svih drugih karakteristika jednog grada područja države Biznis plan podrazumeva i analizu svih segmenata koji se odnose na turističku ponudu infrastrukturu kao i projekciju posećenosti privredni i turistički razvoj i potencijale kretanje ponude i cenu konkurencije dakle sve one informacije koje mogu direktno ili indirektno uticati na poslovanje poziciju izgradnju i funkcionisanje predmetnog hotelaUpravo zbog tih razloga svaki biznis plan ima makro i mikro analizu opšta i privredna kretanja u zemlji standard stanovništva perspektive glavne karakteristike grada ili područja (snagapotencijal) Ukratko biznis plan podrazumeva kompletnu i detaljnu analizu tržištaZa biznis plan veoma su važna dva elementa Prvi je analiza konkurencije koja se takođe sprovodi na mikro i makro nivou Tako bi na konkretnom primeru makro nivo predstavljao grad Beograd a mikro nivo Novi BeogradDrugi element je analiza potencijalne klijentele koja će biti zainteresovana za usluge budućeg hotelaJedan od važnih delova biznis plana jesu podaci o zemljištu veličina lokacija kapacitet izgradivog prostora Svi pomenuti elementi konačno određuju tip hotela koji će biti izgrađenKada smo došli do ideje koji tip hotela želimo i možemo da izgradimo počinje ključna faza u izradi biznis plana a to je finansijska analizaFinansijska analizaFinansijska analiza počinje detaljnom analizom tržišta koja bi trebalo da sadrži što više elemenata kako postojećih tako i onih za koje se očekuje da će u budućnosti doprineti poslovanju hotelaPrimera radi za jedan hotel na Novom Beogradu činjenica da će u neposrednoj blizini biti izgrađeni drugi sadržaji (sportski poslovni zabavni) i te kako ima veliki značaj i utiče na dugoročnuvalidnost biznis plana Celokupna infrastruktura povezanost sa ključnim tačkama u gradu (centar aerodrom itd) takođe ima veliki uticaj na poslovanje hotela U ovoj fazi može da bude realizovan i poseban investicioni dokument Investment memorandum koji je koncizniji od biznis planaUobičajeno je da se finansijska analiza radi na period do pet godina zbog prirode razvoja hotelskog poslovanja Iako postoje neki zahtevi da se finansijska analiza radi na period duži od petgodina konsultantske kuće to nerado čine pošto je teško predvideti sve faktore koji mogu uticati na poslovanje hotelaU finansijskoj analizi projektuje se pre svega promet pojedinačno za svaki profitni segment poslovanja hotela To znači da se pravi kalkulacija kako će poslovati
određeni hotelski resori i koliki će promet biti ostvaren u segmentu soba FampB (FoodampBeverage) wellness i spa sektoru Finansijska analiza dalje sadrži projekcije personalnih troškova projekcije energetskih robnih i opštih troškova kao i projekciju GOP-a (gross operating profit) GOP ukazuje na mogućnosti hotela za obim finansiranja što se zatim analizira u relaciji svih troškova i modusa finansiranja Optimum GOP zavisi od vrste hotela finansiranja i drugog ali u hotelskoj praksi GOP od30 i više procenata ukazuje na visoku profitabilnost hotelaBiznis plan pokazuje i moguću sumu neophodnu za izgradnju hotela pružajući odgovor na pitanje da li je odluka o izgradnji željenog tipa hotela isplativa ili su potrebne određene korekcije (promena kategorije ndash npr na economy classndash ili neke druge promene koje bi mogle da dovedu u pozitivnu relaciju investiciju i realne mogućnosti budućeg hotela Ukoliko je nemoguće pronaćiadekvatnu isplativu relaciju projekat je neodrživBankeBiznis plan je u današnje vreme postao neophodan element svake investicije pogotovo velikih poput izgradnje hotela Pored toga što definiše ideju i pruža detaljnu analizu svih relevantnihelemenata biznis plan je neophodan i da bi se pronašli investitori to jest sredstvaza njegovu realizaciju Internacionalne banke kao glavni izvori sredstava zahtevaju detaljan stručan i argumentovanbiznis plan To je jedan od glavnih dokumenata na osnovu kojih se izlazi pred investitora Pri tom se traži jasna projekcija i finansijska konstrukcija i to na mesečnom nivou Biznis plan daje ključ i odgovor na pitanje da li se studija za izgradnju hotela poklapa sa realizacijom poslovanjaAgencije i konsultantske kućeSvaki posao treba prepustiti profesionalcima a kada je biznis plan u pitanju izradu treba prepustiti konsultantskim kućama specijalizovanim za hotele ili drugim domaćim i inostranim konsultantskimkućama U slučaju izrade validnog biznis plana njihova pomoć je neophodna i višestruko isplativaOno po čemu se konsultantske kuće razlikuju jeste sam način rada i podrške koju pružaju svojim klijentima Nije dovoljno izraditi biznis plan bez dalje podrške prilikom pregovora sa bankama gde su od ključne važnosti stručna objašnjenja i odgovori na mnogobrojna pitanjaDalji elementi izvršene finansijske analize su idejna rešenja (nakon toga sledi projekat) sa lokacijom spoljnim izgledom osnovnim faktima (lična karta hotela)Bitan element biznis plana jeste SWOT analiza (prednosti i mane projekta StrengthsWeaknesses Opportunities Threats)Nadamo se da smo uspeli da vam približimo važnost izrade kvalitetnog biznis plana Biznis plan potvrđuje ili demantuje vašu početnu ideju o izgradnji određenog tipa hotela Dobar biznis plan prvi je temelj vaše buduće investicije Ukoliko imate stručan biznis plan sve naredne faze ndash idejni projekti banke pregovori sa brendovima ndash imaju veće šanse za uspehBiznis plan čine sve informacije koje mogu direktno ili indirektno uticati naposlovanje poziciju izgradnju i funkcionisanje hotelaMany hotels are working on their marketing budgets right now I have received multiple requests for advice on budgeting this week and wanted to put together this
practical straightforward guide We will examine the biggest factors to consider when planning your Internet marketing budget 11 major categories hotels should budget for and finally 3 basic hotel budgeting approaches
This advice comes from my own real-world experience as the marketing manager or consultant for dozens of leading organizations around the world mdash and also as the owner of three companies When your own companyrsquos money is on the line you tend to take a very pragmatic approach to marketing and thatrsquos what I intend to do in this article
Factors to consider while planning your hotel marketing budgetMany industry professionals recommend you start with the industry average marketing budget I disagree Every business success Irsquove been involved with has been contrarian If you spend your resources like everyone else yoursquoll get average results Breakthrough campaigns often require unusual approaches You decide what works for you
Be aware of industry standards but donrsquot feel bound by them It can be helpful to know the average prices hotels are paying for individual marketing tactics mdash if only for a point of reference
Start with an internet marketing plan for the year Sounds simple but true If you donrsquot know how you want to spend your money calculating the amount will be extremely difficult Some tactics to include are explained below
A good budget will take into mind past results your company experienced mdash but will also realize that things change What worked five years ago may not work over the next five years
Remember your primary business objective Do you want more overall sales to build your brand or consolidate your profits Each requires a different approach which wersquoll cover later
Know your marketing priorities Separate the ldquomustsrdquo from the ldquowantsrdquo So many things can happen along the way that cause you to deviate from a plan made months ago Having priorities ensures the essential gets done
Identify which marketing strategies you donrsquot need to implement There are a seemingly unlimited number of marketing tactics you could try so identifying the non-essential helps you focus and cut costs Every hotel doesnrsquot need to do every tactic out there
Be aware of trends and budget appropriately Some organizations on annual budget cycles approve money for trends way too late mdash and missed the boat Make sure the resources that yoursquore dedicating to a tactic or strategy will be valid 1 2 5 years from now You donrsquot want to outdate yourself
I personally recommend most hotels abandon all traditional marketing and advertising in favor of any Internet focused strategy 75 of budget for web-based communications 25 for PR You can discount this advice as someone who has
worked in web marketing his entire career but the numbers donrsquot lie In the campaigns that Irsquove been involved in we have achieved phenomenal return on investmenthellip and received media coverage an organization our size shouldnrsquot normally be entitled to
Separate your marketing costs into two categories Initial development costs include research and strategy development website design content creation marketing systems set up Ongoing expenses and maintenance include e-mail marketing pay per click advertising search visibility improvement website maintenance and development consulting fees and analytics and tracking analysis
Ensure that you are sufficiently capitalized Many marketing tactics will take several months to show results and often the best results are obtained by sticking with your marketing plan month after month mdash for the next 12 months You may have to adjust your marketing plan to enable this but make sure your budget is sufficient to accommodate consistent execution
Be aware that your most important marketing investments may not even be under the traditional lsquomarketingrsquo budget category For example introducing a fabulous collection of guest amenities can cause your guests to promote your hotel for you At the end of the day your guest experience is the marketing Money you spend to create an amazing guest experience at your hotel has some of best ROI
Finally think of your marketing program as an investment If you are promoting properly every dollar that you spend on marketing will come back to you many times over Good hotel marketing budgets are never an expense and itrsquos important we remember this
11 most important hotel marketing budget categories
Staffing expenses Whether itrsquos a content writer or social media marketing assistant a major shift in marketing strategy usually requires a shift in HR priorities These salaries can be a big expense But itrsquos important to remember that good employees are always free they earn your company more money than you pay them in salary
Training fees I personally spend a large portion of my money to train and educate my employees This includes everything from paying them read articles and important books to registration fees for workshops and seminars Your people are one of your most important resources and an investment into making them more effective marketing professionals will always pay off
Consulting fees There will always be times when you cannot do everything in-house If you have a short-term assignment it can make sense to bring in outside expertise to help Look at your Internet marketing plan and budget for this type of help appropriately
Website optimization The vast majority of hotels have at least a halfway decent website up The big challenge is making sure it runs well turning browsers into
bookings This is website optimization making sure your website sells well and is easy to find in search engines Itrsquos an ongoing process but your biggest investment will be at the start mdash having a professional analyze and make the changes
Search visibility improvement Earning top rankings in search engine results is important for bringing new visitors to your website It needs to be an ongoing part of your Internet marketing campaign both to improve position and to keep up with competitors that are doing the same thing Top budgeting priorities for hotels include adjusting the website for important keywords and building links through various tactics
Pay-per-click advertising This is one of the only advertising methods I recommend most hotels budget for The flexibility and return on investment can be impressive Yoursquoll need to budget for campaign management and the actual clicks that you purchase from search engines This can cost several thousand each month but the return on investment is typically much better than other advertising options
Online reputation management I tend to talk a lot about this on this blog and you are probably aware this falls into two major categories monitoring your Web presence and proactively encouraging positive content Monitoring expenses include software and0r someone to scour the web for data Reputation building requires the development of a savvy outreach program
E-mail communications E-mail software is usually a relatively small expense so your investment in e-mail marketing will be in people Specifically two types of people the content writers and the marketing specialists E-mail is a writing-intensive medium so you need to allow someone to spend the time to develop this content The marketing expertise is important to make sure your communications are effective mdash reaching the right people and generating the right response
Content development This includes all of the information you publish on and off the web It includes blogs websites articles and more Many hospitality companies hire outside freelance journalists to help them with this The good news is that much of it can be re-purposed for other formats
Media production Producing high-quality photos and videos of your hotel is more or less a one-time expense but very important for future marketing efforts You can reuse great photography and videos in many ways online and off
Press relations amp media outreach This category includes outbound communications such as press releases and media kits the development of content that interests the media and relationship building with journalists and media outlets Even for mid-sized properties this can be a full-time job mdash but the return can be excellent When your hotel gets positive coverage in the media you get credibility and increased awareness that you cannot buy This is the reason I spend a full 25 of my marketing budgets on media relations This figure is typically higher if you are a new business
3 marketing budgeting approaches Irsquove observedThe lsquoincrease overall salesrsquo hotel budget This strategy is often used by companies
that are brand-new and want to get the word out In this case the budgeting focus is on tactics that bring in immediate new sales now As long as the campaign is profitable there is less focus on low cost marketing and more priority on high volume Advertising and media relations take priority over content-based tactics
The lsquobuild our brandrsquo hotel budget This strategy is used for hotels that want to establish a great reputation and word-of-mouth The budget will reflects this with low cost but labor-intensive content marketing tactics You either need to have a great team of people in house or hire an outside agency to develop this The great thing Once the campaign is developed your ongoing cost is usually quite low
The rsquosave our profitsrsquo hotel budget Several older established hotels Irsquove worked with seem to be on marketing cruise control They already have an outstanding reputation among their target audience and theyrsquore not in a big hurry to try new things This can be one of the cheapest strategies but also the least likely to increase salesThe big challenge here is to make sure their online presence matches their great off-line presence Hotels using this strategy may invest in guest relationship management tactics such as e-mail The spending priority is more on people that can manage this and less on new technology
The hotel marketing budget approach I recommendAs mentioned earlier companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system
But every hotel and organization is different You need to take into consideration factors I described earlier along with your hotelrsquos unique priorities and put together a budget to meets your needs
I am writing down these ldquotop 10rdquo mistakes in a hope that this list might help some developers and ownersAs we are hotel consultants we sincerely believe that a consultant must be the most honest transparent straight-forward and therefore most trustworthy person close to the owners and investorsA consultantrsquos intention should NEVER be to keep hotel owners and investors lsquoin the darkrsquo A true consultant must educate advice and provide samples of good and bad practices A hotel consultant must also be a good teacher ndash not a lecturer We must guide and use all channels of communication to pass on knowledge to others We choose to write articles in a hope that it helps and inspires othersMistake No 1 - Vision and MissionHonestly it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement OR the vision and mission is most of the times not clear at all or only clear in the mind of the owners On top of that nobody communicates the vision and mission to managers and employees How the employees will know what is expected and understand the lsquobig picturersquo As mentioned in one of our earlier articles this silly mistake ensures that the business
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
određeni hotelski resori i koliki će promet biti ostvaren u segmentu soba FampB (FoodampBeverage) wellness i spa sektoru Finansijska analiza dalje sadrži projekcije personalnih troškova projekcije energetskih robnih i opštih troškova kao i projekciju GOP-a (gross operating profit) GOP ukazuje na mogućnosti hotela za obim finansiranja što se zatim analizira u relaciji svih troškova i modusa finansiranja Optimum GOP zavisi od vrste hotela finansiranja i drugog ali u hotelskoj praksi GOP od30 i više procenata ukazuje na visoku profitabilnost hotelaBiznis plan pokazuje i moguću sumu neophodnu za izgradnju hotela pružajući odgovor na pitanje da li je odluka o izgradnji željenog tipa hotela isplativa ili su potrebne određene korekcije (promena kategorije ndash npr na economy classndash ili neke druge promene koje bi mogle da dovedu u pozitivnu relaciju investiciju i realne mogućnosti budućeg hotela Ukoliko je nemoguće pronaćiadekvatnu isplativu relaciju projekat je neodrživBankeBiznis plan je u današnje vreme postao neophodan element svake investicije pogotovo velikih poput izgradnje hotela Pored toga što definiše ideju i pruža detaljnu analizu svih relevantnihelemenata biznis plan je neophodan i da bi se pronašli investitori to jest sredstvaza njegovu realizaciju Internacionalne banke kao glavni izvori sredstava zahtevaju detaljan stručan i argumentovanbiznis plan To je jedan od glavnih dokumenata na osnovu kojih se izlazi pred investitora Pri tom se traži jasna projekcija i finansijska konstrukcija i to na mesečnom nivou Biznis plan daje ključ i odgovor na pitanje da li se studija za izgradnju hotela poklapa sa realizacijom poslovanjaAgencije i konsultantske kućeSvaki posao treba prepustiti profesionalcima a kada je biznis plan u pitanju izradu treba prepustiti konsultantskim kućama specijalizovanim za hotele ili drugim domaćim i inostranim konsultantskimkućama U slučaju izrade validnog biznis plana njihova pomoć je neophodna i višestruko isplativaOno po čemu se konsultantske kuće razlikuju jeste sam način rada i podrške koju pružaju svojim klijentima Nije dovoljno izraditi biznis plan bez dalje podrške prilikom pregovora sa bankama gde su od ključne važnosti stručna objašnjenja i odgovori na mnogobrojna pitanjaDalji elementi izvršene finansijske analize su idejna rešenja (nakon toga sledi projekat) sa lokacijom spoljnim izgledom osnovnim faktima (lična karta hotela)Bitan element biznis plana jeste SWOT analiza (prednosti i mane projekta StrengthsWeaknesses Opportunities Threats)Nadamo se da smo uspeli da vam približimo važnost izrade kvalitetnog biznis plana Biznis plan potvrđuje ili demantuje vašu početnu ideju o izgradnji određenog tipa hotela Dobar biznis plan prvi je temelj vaše buduće investicije Ukoliko imate stručan biznis plan sve naredne faze ndash idejni projekti banke pregovori sa brendovima ndash imaju veće šanse za uspehBiznis plan čine sve informacije koje mogu direktno ili indirektno uticati naposlovanje poziciju izgradnju i funkcionisanje hotelaMany hotels are working on their marketing budgets right now I have received multiple requests for advice on budgeting this week and wanted to put together this
practical straightforward guide We will examine the biggest factors to consider when planning your Internet marketing budget 11 major categories hotels should budget for and finally 3 basic hotel budgeting approaches
This advice comes from my own real-world experience as the marketing manager or consultant for dozens of leading organizations around the world mdash and also as the owner of three companies When your own companyrsquos money is on the line you tend to take a very pragmatic approach to marketing and thatrsquos what I intend to do in this article
Factors to consider while planning your hotel marketing budgetMany industry professionals recommend you start with the industry average marketing budget I disagree Every business success Irsquove been involved with has been contrarian If you spend your resources like everyone else yoursquoll get average results Breakthrough campaigns often require unusual approaches You decide what works for you
Be aware of industry standards but donrsquot feel bound by them It can be helpful to know the average prices hotels are paying for individual marketing tactics mdash if only for a point of reference
Start with an internet marketing plan for the year Sounds simple but true If you donrsquot know how you want to spend your money calculating the amount will be extremely difficult Some tactics to include are explained below
A good budget will take into mind past results your company experienced mdash but will also realize that things change What worked five years ago may not work over the next five years
Remember your primary business objective Do you want more overall sales to build your brand or consolidate your profits Each requires a different approach which wersquoll cover later
Know your marketing priorities Separate the ldquomustsrdquo from the ldquowantsrdquo So many things can happen along the way that cause you to deviate from a plan made months ago Having priorities ensures the essential gets done
Identify which marketing strategies you donrsquot need to implement There are a seemingly unlimited number of marketing tactics you could try so identifying the non-essential helps you focus and cut costs Every hotel doesnrsquot need to do every tactic out there
Be aware of trends and budget appropriately Some organizations on annual budget cycles approve money for trends way too late mdash and missed the boat Make sure the resources that yoursquore dedicating to a tactic or strategy will be valid 1 2 5 years from now You donrsquot want to outdate yourself
I personally recommend most hotels abandon all traditional marketing and advertising in favor of any Internet focused strategy 75 of budget for web-based communications 25 for PR You can discount this advice as someone who has
worked in web marketing his entire career but the numbers donrsquot lie In the campaigns that Irsquove been involved in we have achieved phenomenal return on investmenthellip and received media coverage an organization our size shouldnrsquot normally be entitled to
Separate your marketing costs into two categories Initial development costs include research and strategy development website design content creation marketing systems set up Ongoing expenses and maintenance include e-mail marketing pay per click advertising search visibility improvement website maintenance and development consulting fees and analytics and tracking analysis
Ensure that you are sufficiently capitalized Many marketing tactics will take several months to show results and often the best results are obtained by sticking with your marketing plan month after month mdash for the next 12 months You may have to adjust your marketing plan to enable this but make sure your budget is sufficient to accommodate consistent execution
Be aware that your most important marketing investments may not even be under the traditional lsquomarketingrsquo budget category For example introducing a fabulous collection of guest amenities can cause your guests to promote your hotel for you At the end of the day your guest experience is the marketing Money you spend to create an amazing guest experience at your hotel has some of best ROI
Finally think of your marketing program as an investment If you are promoting properly every dollar that you spend on marketing will come back to you many times over Good hotel marketing budgets are never an expense and itrsquos important we remember this
11 most important hotel marketing budget categories
Staffing expenses Whether itrsquos a content writer or social media marketing assistant a major shift in marketing strategy usually requires a shift in HR priorities These salaries can be a big expense But itrsquos important to remember that good employees are always free they earn your company more money than you pay them in salary
Training fees I personally spend a large portion of my money to train and educate my employees This includes everything from paying them read articles and important books to registration fees for workshops and seminars Your people are one of your most important resources and an investment into making them more effective marketing professionals will always pay off
Consulting fees There will always be times when you cannot do everything in-house If you have a short-term assignment it can make sense to bring in outside expertise to help Look at your Internet marketing plan and budget for this type of help appropriately
Website optimization The vast majority of hotels have at least a halfway decent website up The big challenge is making sure it runs well turning browsers into
bookings This is website optimization making sure your website sells well and is easy to find in search engines Itrsquos an ongoing process but your biggest investment will be at the start mdash having a professional analyze and make the changes
Search visibility improvement Earning top rankings in search engine results is important for bringing new visitors to your website It needs to be an ongoing part of your Internet marketing campaign both to improve position and to keep up with competitors that are doing the same thing Top budgeting priorities for hotels include adjusting the website for important keywords and building links through various tactics
Pay-per-click advertising This is one of the only advertising methods I recommend most hotels budget for The flexibility and return on investment can be impressive Yoursquoll need to budget for campaign management and the actual clicks that you purchase from search engines This can cost several thousand each month but the return on investment is typically much better than other advertising options
Online reputation management I tend to talk a lot about this on this blog and you are probably aware this falls into two major categories monitoring your Web presence and proactively encouraging positive content Monitoring expenses include software and0r someone to scour the web for data Reputation building requires the development of a savvy outreach program
E-mail communications E-mail software is usually a relatively small expense so your investment in e-mail marketing will be in people Specifically two types of people the content writers and the marketing specialists E-mail is a writing-intensive medium so you need to allow someone to spend the time to develop this content The marketing expertise is important to make sure your communications are effective mdash reaching the right people and generating the right response
Content development This includes all of the information you publish on and off the web It includes blogs websites articles and more Many hospitality companies hire outside freelance journalists to help them with this The good news is that much of it can be re-purposed for other formats
Media production Producing high-quality photos and videos of your hotel is more or less a one-time expense but very important for future marketing efforts You can reuse great photography and videos in many ways online and off
Press relations amp media outreach This category includes outbound communications such as press releases and media kits the development of content that interests the media and relationship building with journalists and media outlets Even for mid-sized properties this can be a full-time job mdash but the return can be excellent When your hotel gets positive coverage in the media you get credibility and increased awareness that you cannot buy This is the reason I spend a full 25 of my marketing budgets on media relations This figure is typically higher if you are a new business
3 marketing budgeting approaches Irsquove observedThe lsquoincrease overall salesrsquo hotel budget This strategy is often used by companies
that are brand-new and want to get the word out In this case the budgeting focus is on tactics that bring in immediate new sales now As long as the campaign is profitable there is less focus on low cost marketing and more priority on high volume Advertising and media relations take priority over content-based tactics
The lsquobuild our brandrsquo hotel budget This strategy is used for hotels that want to establish a great reputation and word-of-mouth The budget will reflects this with low cost but labor-intensive content marketing tactics You either need to have a great team of people in house or hire an outside agency to develop this The great thing Once the campaign is developed your ongoing cost is usually quite low
The rsquosave our profitsrsquo hotel budget Several older established hotels Irsquove worked with seem to be on marketing cruise control They already have an outstanding reputation among their target audience and theyrsquore not in a big hurry to try new things This can be one of the cheapest strategies but also the least likely to increase salesThe big challenge here is to make sure their online presence matches their great off-line presence Hotels using this strategy may invest in guest relationship management tactics such as e-mail The spending priority is more on people that can manage this and less on new technology
The hotel marketing budget approach I recommendAs mentioned earlier companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system
But every hotel and organization is different You need to take into consideration factors I described earlier along with your hotelrsquos unique priorities and put together a budget to meets your needs
I am writing down these ldquotop 10rdquo mistakes in a hope that this list might help some developers and ownersAs we are hotel consultants we sincerely believe that a consultant must be the most honest transparent straight-forward and therefore most trustworthy person close to the owners and investorsA consultantrsquos intention should NEVER be to keep hotel owners and investors lsquoin the darkrsquo A true consultant must educate advice and provide samples of good and bad practices A hotel consultant must also be a good teacher ndash not a lecturer We must guide and use all channels of communication to pass on knowledge to others We choose to write articles in a hope that it helps and inspires othersMistake No 1 - Vision and MissionHonestly it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement OR the vision and mission is most of the times not clear at all or only clear in the mind of the owners On top of that nobody communicates the vision and mission to managers and employees How the employees will know what is expected and understand the lsquobig picturersquo As mentioned in one of our earlier articles this silly mistake ensures that the business
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
practical straightforward guide We will examine the biggest factors to consider when planning your Internet marketing budget 11 major categories hotels should budget for and finally 3 basic hotel budgeting approaches
This advice comes from my own real-world experience as the marketing manager or consultant for dozens of leading organizations around the world mdash and also as the owner of three companies When your own companyrsquos money is on the line you tend to take a very pragmatic approach to marketing and thatrsquos what I intend to do in this article
Factors to consider while planning your hotel marketing budgetMany industry professionals recommend you start with the industry average marketing budget I disagree Every business success Irsquove been involved with has been contrarian If you spend your resources like everyone else yoursquoll get average results Breakthrough campaigns often require unusual approaches You decide what works for you
Be aware of industry standards but donrsquot feel bound by them It can be helpful to know the average prices hotels are paying for individual marketing tactics mdash if only for a point of reference
Start with an internet marketing plan for the year Sounds simple but true If you donrsquot know how you want to spend your money calculating the amount will be extremely difficult Some tactics to include are explained below
A good budget will take into mind past results your company experienced mdash but will also realize that things change What worked five years ago may not work over the next five years
Remember your primary business objective Do you want more overall sales to build your brand or consolidate your profits Each requires a different approach which wersquoll cover later
Know your marketing priorities Separate the ldquomustsrdquo from the ldquowantsrdquo So many things can happen along the way that cause you to deviate from a plan made months ago Having priorities ensures the essential gets done
Identify which marketing strategies you donrsquot need to implement There are a seemingly unlimited number of marketing tactics you could try so identifying the non-essential helps you focus and cut costs Every hotel doesnrsquot need to do every tactic out there
Be aware of trends and budget appropriately Some organizations on annual budget cycles approve money for trends way too late mdash and missed the boat Make sure the resources that yoursquore dedicating to a tactic or strategy will be valid 1 2 5 years from now You donrsquot want to outdate yourself
I personally recommend most hotels abandon all traditional marketing and advertising in favor of any Internet focused strategy 75 of budget for web-based communications 25 for PR You can discount this advice as someone who has
worked in web marketing his entire career but the numbers donrsquot lie In the campaigns that Irsquove been involved in we have achieved phenomenal return on investmenthellip and received media coverage an organization our size shouldnrsquot normally be entitled to
Separate your marketing costs into two categories Initial development costs include research and strategy development website design content creation marketing systems set up Ongoing expenses and maintenance include e-mail marketing pay per click advertising search visibility improvement website maintenance and development consulting fees and analytics and tracking analysis
Ensure that you are sufficiently capitalized Many marketing tactics will take several months to show results and often the best results are obtained by sticking with your marketing plan month after month mdash for the next 12 months You may have to adjust your marketing plan to enable this but make sure your budget is sufficient to accommodate consistent execution
Be aware that your most important marketing investments may not even be under the traditional lsquomarketingrsquo budget category For example introducing a fabulous collection of guest amenities can cause your guests to promote your hotel for you At the end of the day your guest experience is the marketing Money you spend to create an amazing guest experience at your hotel has some of best ROI
Finally think of your marketing program as an investment If you are promoting properly every dollar that you spend on marketing will come back to you many times over Good hotel marketing budgets are never an expense and itrsquos important we remember this
11 most important hotel marketing budget categories
Staffing expenses Whether itrsquos a content writer or social media marketing assistant a major shift in marketing strategy usually requires a shift in HR priorities These salaries can be a big expense But itrsquos important to remember that good employees are always free they earn your company more money than you pay them in salary
Training fees I personally spend a large portion of my money to train and educate my employees This includes everything from paying them read articles and important books to registration fees for workshops and seminars Your people are one of your most important resources and an investment into making them more effective marketing professionals will always pay off
Consulting fees There will always be times when you cannot do everything in-house If you have a short-term assignment it can make sense to bring in outside expertise to help Look at your Internet marketing plan and budget for this type of help appropriately
Website optimization The vast majority of hotels have at least a halfway decent website up The big challenge is making sure it runs well turning browsers into
bookings This is website optimization making sure your website sells well and is easy to find in search engines Itrsquos an ongoing process but your biggest investment will be at the start mdash having a professional analyze and make the changes
Search visibility improvement Earning top rankings in search engine results is important for bringing new visitors to your website It needs to be an ongoing part of your Internet marketing campaign both to improve position and to keep up with competitors that are doing the same thing Top budgeting priorities for hotels include adjusting the website for important keywords and building links through various tactics
Pay-per-click advertising This is one of the only advertising methods I recommend most hotels budget for The flexibility and return on investment can be impressive Yoursquoll need to budget for campaign management and the actual clicks that you purchase from search engines This can cost several thousand each month but the return on investment is typically much better than other advertising options
Online reputation management I tend to talk a lot about this on this blog and you are probably aware this falls into two major categories monitoring your Web presence and proactively encouraging positive content Monitoring expenses include software and0r someone to scour the web for data Reputation building requires the development of a savvy outreach program
E-mail communications E-mail software is usually a relatively small expense so your investment in e-mail marketing will be in people Specifically two types of people the content writers and the marketing specialists E-mail is a writing-intensive medium so you need to allow someone to spend the time to develop this content The marketing expertise is important to make sure your communications are effective mdash reaching the right people and generating the right response
Content development This includes all of the information you publish on and off the web It includes blogs websites articles and more Many hospitality companies hire outside freelance journalists to help them with this The good news is that much of it can be re-purposed for other formats
Media production Producing high-quality photos and videos of your hotel is more or less a one-time expense but very important for future marketing efforts You can reuse great photography and videos in many ways online and off
Press relations amp media outreach This category includes outbound communications such as press releases and media kits the development of content that interests the media and relationship building with journalists and media outlets Even for mid-sized properties this can be a full-time job mdash but the return can be excellent When your hotel gets positive coverage in the media you get credibility and increased awareness that you cannot buy This is the reason I spend a full 25 of my marketing budgets on media relations This figure is typically higher if you are a new business
3 marketing budgeting approaches Irsquove observedThe lsquoincrease overall salesrsquo hotel budget This strategy is often used by companies
that are brand-new and want to get the word out In this case the budgeting focus is on tactics that bring in immediate new sales now As long as the campaign is profitable there is less focus on low cost marketing and more priority on high volume Advertising and media relations take priority over content-based tactics
The lsquobuild our brandrsquo hotel budget This strategy is used for hotels that want to establish a great reputation and word-of-mouth The budget will reflects this with low cost but labor-intensive content marketing tactics You either need to have a great team of people in house or hire an outside agency to develop this The great thing Once the campaign is developed your ongoing cost is usually quite low
The rsquosave our profitsrsquo hotel budget Several older established hotels Irsquove worked with seem to be on marketing cruise control They already have an outstanding reputation among their target audience and theyrsquore not in a big hurry to try new things This can be one of the cheapest strategies but also the least likely to increase salesThe big challenge here is to make sure their online presence matches their great off-line presence Hotels using this strategy may invest in guest relationship management tactics such as e-mail The spending priority is more on people that can manage this and less on new technology
The hotel marketing budget approach I recommendAs mentioned earlier companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system
But every hotel and organization is different You need to take into consideration factors I described earlier along with your hotelrsquos unique priorities and put together a budget to meets your needs
I am writing down these ldquotop 10rdquo mistakes in a hope that this list might help some developers and ownersAs we are hotel consultants we sincerely believe that a consultant must be the most honest transparent straight-forward and therefore most trustworthy person close to the owners and investorsA consultantrsquos intention should NEVER be to keep hotel owners and investors lsquoin the darkrsquo A true consultant must educate advice and provide samples of good and bad practices A hotel consultant must also be a good teacher ndash not a lecturer We must guide and use all channels of communication to pass on knowledge to others We choose to write articles in a hope that it helps and inspires othersMistake No 1 - Vision and MissionHonestly it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement OR the vision and mission is most of the times not clear at all or only clear in the mind of the owners On top of that nobody communicates the vision and mission to managers and employees How the employees will know what is expected and understand the lsquobig picturersquo As mentioned in one of our earlier articles this silly mistake ensures that the business
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
worked in web marketing his entire career but the numbers donrsquot lie In the campaigns that Irsquove been involved in we have achieved phenomenal return on investmenthellip and received media coverage an organization our size shouldnrsquot normally be entitled to
Separate your marketing costs into two categories Initial development costs include research and strategy development website design content creation marketing systems set up Ongoing expenses and maintenance include e-mail marketing pay per click advertising search visibility improvement website maintenance and development consulting fees and analytics and tracking analysis
Ensure that you are sufficiently capitalized Many marketing tactics will take several months to show results and often the best results are obtained by sticking with your marketing plan month after month mdash for the next 12 months You may have to adjust your marketing plan to enable this but make sure your budget is sufficient to accommodate consistent execution
Be aware that your most important marketing investments may not even be under the traditional lsquomarketingrsquo budget category For example introducing a fabulous collection of guest amenities can cause your guests to promote your hotel for you At the end of the day your guest experience is the marketing Money you spend to create an amazing guest experience at your hotel has some of best ROI
Finally think of your marketing program as an investment If you are promoting properly every dollar that you spend on marketing will come back to you many times over Good hotel marketing budgets are never an expense and itrsquos important we remember this
11 most important hotel marketing budget categories
Staffing expenses Whether itrsquos a content writer or social media marketing assistant a major shift in marketing strategy usually requires a shift in HR priorities These salaries can be a big expense But itrsquos important to remember that good employees are always free they earn your company more money than you pay them in salary
Training fees I personally spend a large portion of my money to train and educate my employees This includes everything from paying them read articles and important books to registration fees for workshops and seminars Your people are one of your most important resources and an investment into making them more effective marketing professionals will always pay off
Consulting fees There will always be times when you cannot do everything in-house If you have a short-term assignment it can make sense to bring in outside expertise to help Look at your Internet marketing plan and budget for this type of help appropriately
Website optimization The vast majority of hotels have at least a halfway decent website up The big challenge is making sure it runs well turning browsers into
bookings This is website optimization making sure your website sells well and is easy to find in search engines Itrsquos an ongoing process but your biggest investment will be at the start mdash having a professional analyze and make the changes
Search visibility improvement Earning top rankings in search engine results is important for bringing new visitors to your website It needs to be an ongoing part of your Internet marketing campaign both to improve position and to keep up with competitors that are doing the same thing Top budgeting priorities for hotels include adjusting the website for important keywords and building links through various tactics
Pay-per-click advertising This is one of the only advertising methods I recommend most hotels budget for The flexibility and return on investment can be impressive Yoursquoll need to budget for campaign management and the actual clicks that you purchase from search engines This can cost several thousand each month but the return on investment is typically much better than other advertising options
Online reputation management I tend to talk a lot about this on this blog and you are probably aware this falls into two major categories monitoring your Web presence and proactively encouraging positive content Monitoring expenses include software and0r someone to scour the web for data Reputation building requires the development of a savvy outreach program
E-mail communications E-mail software is usually a relatively small expense so your investment in e-mail marketing will be in people Specifically two types of people the content writers and the marketing specialists E-mail is a writing-intensive medium so you need to allow someone to spend the time to develop this content The marketing expertise is important to make sure your communications are effective mdash reaching the right people and generating the right response
Content development This includes all of the information you publish on and off the web It includes blogs websites articles and more Many hospitality companies hire outside freelance journalists to help them with this The good news is that much of it can be re-purposed for other formats
Media production Producing high-quality photos and videos of your hotel is more or less a one-time expense but very important for future marketing efforts You can reuse great photography and videos in many ways online and off
Press relations amp media outreach This category includes outbound communications such as press releases and media kits the development of content that interests the media and relationship building with journalists and media outlets Even for mid-sized properties this can be a full-time job mdash but the return can be excellent When your hotel gets positive coverage in the media you get credibility and increased awareness that you cannot buy This is the reason I spend a full 25 of my marketing budgets on media relations This figure is typically higher if you are a new business
3 marketing budgeting approaches Irsquove observedThe lsquoincrease overall salesrsquo hotel budget This strategy is often used by companies
that are brand-new and want to get the word out In this case the budgeting focus is on tactics that bring in immediate new sales now As long as the campaign is profitable there is less focus on low cost marketing and more priority on high volume Advertising and media relations take priority over content-based tactics
The lsquobuild our brandrsquo hotel budget This strategy is used for hotels that want to establish a great reputation and word-of-mouth The budget will reflects this with low cost but labor-intensive content marketing tactics You either need to have a great team of people in house or hire an outside agency to develop this The great thing Once the campaign is developed your ongoing cost is usually quite low
The rsquosave our profitsrsquo hotel budget Several older established hotels Irsquove worked with seem to be on marketing cruise control They already have an outstanding reputation among their target audience and theyrsquore not in a big hurry to try new things This can be one of the cheapest strategies but also the least likely to increase salesThe big challenge here is to make sure their online presence matches their great off-line presence Hotels using this strategy may invest in guest relationship management tactics such as e-mail The spending priority is more on people that can manage this and less on new technology
The hotel marketing budget approach I recommendAs mentioned earlier companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system
But every hotel and organization is different You need to take into consideration factors I described earlier along with your hotelrsquos unique priorities and put together a budget to meets your needs
I am writing down these ldquotop 10rdquo mistakes in a hope that this list might help some developers and ownersAs we are hotel consultants we sincerely believe that a consultant must be the most honest transparent straight-forward and therefore most trustworthy person close to the owners and investorsA consultantrsquos intention should NEVER be to keep hotel owners and investors lsquoin the darkrsquo A true consultant must educate advice and provide samples of good and bad practices A hotel consultant must also be a good teacher ndash not a lecturer We must guide and use all channels of communication to pass on knowledge to others We choose to write articles in a hope that it helps and inspires othersMistake No 1 - Vision and MissionHonestly it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement OR the vision and mission is most of the times not clear at all or only clear in the mind of the owners On top of that nobody communicates the vision and mission to managers and employees How the employees will know what is expected and understand the lsquobig picturersquo As mentioned in one of our earlier articles this silly mistake ensures that the business
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
bookings This is website optimization making sure your website sells well and is easy to find in search engines Itrsquos an ongoing process but your biggest investment will be at the start mdash having a professional analyze and make the changes
Search visibility improvement Earning top rankings in search engine results is important for bringing new visitors to your website It needs to be an ongoing part of your Internet marketing campaign both to improve position and to keep up with competitors that are doing the same thing Top budgeting priorities for hotels include adjusting the website for important keywords and building links through various tactics
Pay-per-click advertising This is one of the only advertising methods I recommend most hotels budget for The flexibility and return on investment can be impressive Yoursquoll need to budget for campaign management and the actual clicks that you purchase from search engines This can cost several thousand each month but the return on investment is typically much better than other advertising options
Online reputation management I tend to talk a lot about this on this blog and you are probably aware this falls into two major categories monitoring your Web presence and proactively encouraging positive content Monitoring expenses include software and0r someone to scour the web for data Reputation building requires the development of a savvy outreach program
E-mail communications E-mail software is usually a relatively small expense so your investment in e-mail marketing will be in people Specifically two types of people the content writers and the marketing specialists E-mail is a writing-intensive medium so you need to allow someone to spend the time to develop this content The marketing expertise is important to make sure your communications are effective mdash reaching the right people and generating the right response
Content development This includes all of the information you publish on and off the web It includes blogs websites articles and more Many hospitality companies hire outside freelance journalists to help them with this The good news is that much of it can be re-purposed for other formats
Media production Producing high-quality photos and videos of your hotel is more or less a one-time expense but very important for future marketing efforts You can reuse great photography and videos in many ways online and off
Press relations amp media outreach This category includes outbound communications such as press releases and media kits the development of content that interests the media and relationship building with journalists and media outlets Even for mid-sized properties this can be a full-time job mdash but the return can be excellent When your hotel gets positive coverage in the media you get credibility and increased awareness that you cannot buy This is the reason I spend a full 25 of my marketing budgets on media relations This figure is typically higher if you are a new business
3 marketing budgeting approaches Irsquove observedThe lsquoincrease overall salesrsquo hotel budget This strategy is often used by companies
that are brand-new and want to get the word out In this case the budgeting focus is on tactics that bring in immediate new sales now As long as the campaign is profitable there is less focus on low cost marketing and more priority on high volume Advertising and media relations take priority over content-based tactics
The lsquobuild our brandrsquo hotel budget This strategy is used for hotels that want to establish a great reputation and word-of-mouth The budget will reflects this with low cost but labor-intensive content marketing tactics You either need to have a great team of people in house or hire an outside agency to develop this The great thing Once the campaign is developed your ongoing cost is usually quite low
The rsquosave our profitsrsquo hotel budget Several older established hotels Irsquove worked with seem to be on marketing cruise control They already have an outstanding reputation among their target audience and theyrsquore not in a big hurry to try new things This can be one of the cheapest strategies but also the least likely to increase salesThe big challenge here is to make sure their online presence matches their great off-line presence Hotels using this strategy may invest in guest relationship management tactics such as e-mail The spending priority is more on people that can manage this and less on new technology
The hotel marketing budget approach I recommendAs mentioned earlier companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system
But every hotel and organization is different You need to take into consideration factors I described earlier along with your hotelrsquos unique priorities and put together a budget to meets your needs
I am writing down these ldquotop 10rdquo mistakes in a hope that this list might help some developers and ownersAs we are hotel consultants we sincerely believe that a consultant must be the most honest transparent straight-forward and therefore most trustworthy person close to the owners and investorsA consultantrsquos intention should NEVER be to keep hotel owners and investors lsquoin the darkrsquo A true consultant must educate advice and provide samples of good and bad practices A hotel consultant must also be a good teacher ndash not a lecturer We must guide and use all channels of communication to pass on knowledge to others We choose to write articles in a hope that it helps and inspires othersMistake No 1 - Vision and MissionHonestly it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement OR the vision and mission is most of the times not clear at all or only clear in the mind of the owners On top of that nobody communicates the vision and mission to managers and employees How the employees will know what is expected and understand the lsquobig picturersquo As mentioned in one of our earlier articles this silly mistake ensures that the business
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
that are brand-new and want to get the word out In this case the budgeting focus is on tactics that bring in immediate new sales now As long as the campaign is profitable there is less focus on low cost marketing and more priority on high volume Advertising and media relations take priority over content-based tactics
The lsquobuild our brandrsquo hotel budget This strategy is used for hotels that want to establish a great reputation and word-of-mouth The budget will reflects this with low cost but labor-intensive content marketing tactics You either need to have a great team of people in house or hire an outside agency to develop this The great thing Once the campaign is developed your ongoing cost is usually quite low
The rsquosave our profitsrsquo hotel budget Several older established hotels Irsquove worked with seem to be on marketing cruise control They already have an outstanding reputation among their target audience and theyrsquore not in a big hurry to try new things This can be one of the cheapest strategies but also the least likely to increase salesThe big challenge here is to make sure their online presence matches their great off-line presence Hotels using this strategy may invest in guest relationship management tactics such as e-mail The spending priority is more on people that can manage this and less on new technology
The hotel marketing budget approach I recommendAs mentioned earlier companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system
But every hotel and organization is different You need to take into consideration factors I described earlier along with your hotelrsquos unique priorities and put together a budget to meets your needs
I am writing down these ldquotop 10rdquo mistakes in a hope that this list might help some developers and ownersAs we are hotel consultants we sincerely believe that a consultant must be the most honest transparent straight-forward and therefore most trustworthy person close to the owners and investorsA consultantrsquos intention should NEVER be to keep hotel owners and investors lsquoin the darkrsquo A true consultant must educate advice and provide samples of good and bad practices A hotel consultant must also be a good teacher ndash not a lecturer We must guide and use all channels of communication to pass on knowledge to others We choose to write articles in a hope that it helps and inspires othersMistake No 1 - Vision and MissionHonestly it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement OR the vision and mission is most of the times not clear at all or only clear in the mind of the owners On top of that nobody communicates the vision and mission to managers and employees How the employees will know what is expected and understand the lsquobig picturersquo As mentioned in one of our earlier articles this silly mistake ensures that the business
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
ends up following the habits of senior managers and owners and not the organizational vision and missionMistake No 2 - Sales and Marketing ndash No need nowldquoI have many friends and they are well connected I and my relatives are well known people who are VIP We will all ensure that we will have many guests using the hotel and our facilitiesrdquoYes donrsquot be shocked - The above sayings are what I did hear from several hotel owners Those VIP hotel guests did come yes but they never paid their bills as they almost always expected to be invited since they are good friend of the owners The result of non-existing Sales and Marketing is very costlyMistake No 3 - Hiring of Departmental ManagersSurprisingly some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine After all they are manager expensive and should be able to get it right in a few dayshelliphellip some owners thinkTo my knowledge and from my experience this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the buildingAt one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening The owner kindly fired the team after 2 months as in his opinion the team was not able to implement proper systems and service standards fast enough Some of the best employees did resign as well as the pressure working without a proper pre-opening was too much I say it again if you donrsquot work professionally your most capable employees will leave you firstMistake No 4 - PurchasingThe purchasing process for equipment utensils and amenities is all done by the owner without any hotel manager and departmental manager comments input and specifications Once the manager and departmental leaders joined the hotel for the opening there was no budget left for any additional purchases as most of what owners choose are to serve their own preference and style but not functional or practical to the workers and guest use So the hotel or resort did end up with equipment and utensils which are not always usable have wrong specifications over-specs or under-specsAgain the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standardMistake No 5 - Employee Restaurant and FacilitiesStrangely employees employee facilities and welfare seem to be the least and least important thing on owners and developers minds I know one hotel where the owner had even meetings with the employees right after the opening lecturing them how good the hotel will be explaining how professional and generous the owners are as they did buy only the best qualities and products for the guestsHe said he is not stingy and use only the best and most comfortable furniture amenities cars etc The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room eating from a Styrofoam food box with plastic cutlery and
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
without any proper uniforms and only one rest-room for 100 employees I am sure I donrsquot have to write down here what those employees did think and even say to each other about this owner after the meeting was overMistake No 6 - TrainingSo far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the businessAlthough EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel the fact is that only the true professional owners did what they sayMost of the time employees did not go through any orientation program or basic training And then on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel that they donrsquot follow hotel systems that they donrsquot provide good service etcMistake No 7 - Human ResourceIn my humble opinion any hotel that opening running their property without a proper HR person HR manual and HR systems are operationally committing suicideI have seen businesses where the majority of staff has been hired without having a written employee benefit list written rules and regulations written basic systems etc Employees have been verbally promised different benefits by different managers etc The result was simply a disasterAnd then once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers Not everyone promised the samehellipMistake No 8 - Back of the House DesignSeldom is this area given good attention In most cases back-of ndashhouse areas have been assigned based on vacant areas I wonder so much why proper storage proper offices with strategic locations proper restrooms proper walkways etc are almost never important to developers and owners It is hard and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this within a rough back-of-house workflow It is not only the waiter and the front office staff who provide a service EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connectedMistake No 9 - Back of the House areasWhy some people believe that that staff dormitories not need proper restrooms showers and a common roomWhy some people believe that employees donrsquot need proper food and variety of foodWhy some people believe that employees will not have cars and bikes which need to be parked somewhereWhy some people believe that a proper Training Room is a waste of spaceWhy some people believe that employees donrsquot need comfortMistake No 10 - Good managers and staff are easy to findThose are some nice actual sentences from owners and developers to think aboutSpa Therapist not need training just hire some sexy girls and let them massage the guests
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
My gardener at my home can make up Bedrsquos please consider him as Housekeeping ManagerDonrsquot worry about Accouting and Purchasing I have someone who works for me since 10 years and he is very good with figures Right now he controls all my drivers in the transportation companyI found a good Human Resource Manager for our 5-star hotel She is the wife of the local police Chief Nobody will dare to complainMy Son will be the General Manager he just graduated and is very knowledgeableJust go to the local market there are 100 of local people who would be happy to work at our hotel even below minimum wageMistake No 11 - Hotel Opening Support from owners or developers other companiesYes many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel So they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry to come and help to do the following- Sales and Marketing- Purchasing- Finance Department- Human ResourcesldquoI my family and staff from the factory only like to help You should not complaint be happy about itrdquoI am sure you noticed that I did end up with a ldquoTOP 11rdquo and not ldquoTOP 10rdquo list Who cares JAs a matter of fact it should be a ldquoTOP 100rdquo list as there are so many areas and subjects to discuss aboutОбјавио Hotel Menadžment у 1127 0 коментара Ознаке Hotel plan izgradnja hotela menadžment hotela pre-opening trening osoblja
Hotelska organizacija pre svega zavisi od veličine objektai njegovih karakteristika Podsetićemo se da hotele delimo
na male srednje i velike u skladu sa brojem raspoloživih
soba Mali hoteli imaju od osam do deset soba srednji do 200 a
veliki hoteli više od 200 soba Danas postoje i hoteli sa više od
1000 soba takoreći giganti ali i oni se tretiraju kao veliki U skladu
s tim organizaciona šema određenog hotela zavisiće prvenstveno
od njegove veličine a zatim i od prodajnih mesta odnosno outleta
na osnovu kojih hotel posluje broja restorana barova veličine konferencijskog
prostora specifičnosti dodatnog prostora poput sajamskih
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
hala kongresnih dvorana itd To su elementi koji uslovljavaju
internu organizaciju hotela pri čemu se oni u zavisnosti od veličine
odnosno usluga mogu razlikovati jedni od drugih Međutim u svakom
hotelu postoje univerzalni organizacioni segmenti To su odeljen ja poput
Room Division Administration amp Generally i
RepairampMaintenance Ta odeljenja možemo videti u svakom hotelu
bio on mali srednji ili veliki Sobe su osnovni proizvod hotela odeljenje
administracije bavi se finansijama knjigovodstvom nabavkom
itd a tehnička služba sitnim popravkama održavanjem tehničkih
sistema i uopšte celog hotela To su odeljenja koja ćete uvek i svuda
sresti jer bez njih hotel ne može da funkcioniše Ona su organizovana
u skladu sa veličinom hotela a broj zaposlenih prilagođen je obimu
posla U zavisnosti od veličine hotela pomenuta odeljenja granaju
se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene
organizacije
Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih
segmenata ili sektora koji se kasnije granaju u svoje podsektore To
su Rooms Division FoodampBeverage AdministrationampGeneral
RepairampMaintenance i SalesampMarketing Iz tih sektora kasnije se
grana cela paleta odeljenja To znači da u jednom velikom hotelu
imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore
i veći broj šefova odeljenja (Heads of Department) koji rukovode
pojedinačnim poslovima
Organizaciona šema kao i podela dužnosti po odeljenjima i sektorima
uređuje se nekim uvreženim pravilima koja su se iskristalisala
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
u praksi i definisana su prirodom samog posla Međutim koliko
god odeljenja i ljudi koji u njima rade bili specijalizovani odeljenja i
sektori u velikoj meri zavise jedni od drugih i saradnja među njima
mora biti konstantna Raspodela posla utvrđena je prirodom samog
poslovanja a određene procedure i pojedinačne obaveze mogu se
definisati i internim aktom takozvanim opisom posla (job description)
počevši od direktora sektora pa do stjuarda
Za svakodnevno besprekorno funkcionisanje velikog hotelskog
sistema neophodna je dobro razrađena interna komunikacija koja
se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno)
Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning
briefing) koji se održava svakog jutra posle takozvanog jutarnjeg
naleta tj doručka i odjave gostiju koji napuštaju hotel Takav jutarnji
sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati
proteklog dana i daje pregled zbivanja za taj dan Postoji i
nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta
i obuhvata konkretne teme pogotovo onda kad se razmatraju
pitanja koja se tiču nekoliko odeljenja zajedničkih odgovornosti
velikih manifestacija itd Na nedeljnom nivou održavaju se i sastanci
sektora i odeljenja na kojima se organizuje njihov interni rad Ti
sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu
onoga što predstoji Postoje i veliki sastanci koji se održavaju
jednom ili dva puta godišnje (general staff meeting) i na kojima se
okuplja kompletan personal Koncepcija tih sastanaka direktno zavisi
od budžeta koji je predviđen za njihovu realizaciju ali su uglavnom
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
usmereni na rekapitulaciju rezultata predstavljanje novih planova
pripremu reorganizacije ili novih etapa u poslovanju Ti
sastanci mogu biti veoma raznoliki u zavisnosti od samih
kompanija
S obzirom na složenu organizaciju jednog velikog hotela broj
zaposlenih predstavlja strateško pitanje S vremenom su uspostavljeni
relativno čvrsti standardi pa se broj zaposlenih bazira na već utvrđenim
koeficijentima To znači da postoje neki svetski parametri koji
se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica
koji hotel ima) Garni hoteli (hoteli koji nude samo prenoćište
bez doručka) imaju koeficijent 025 poslovni hoteli (tri ili četiri zvezdice)
od 06 do 075 a hoteli sa pet zvezdica od 075 do 12 što
opet zavisi od veličine hotela usluga koje nudi itd
Koeficijenti predstavljaju broj zaposlenih po sobi Treba imati na
umu da je tu reč o ljudima stalno zaposlenim u hotelu ali da svaki
hotel neke usluge iznajmljuje (outsourcing) tj angažuje ljude sa strane
koji nisu na njegovom platnom spisku Danas se outsourcing primenjuje
mnogo više nego ranije Ta praksa uvedena je pre dve
decenije sa outsourcingom sobarica usluga pranja i peglanja obezbeđenja
wellnessampspa poslastičarnice i pekare Pre dve decenije
jedan hotel imao je sve to u sopstvenoj režiji Danas se ti elementi
retko sreću u hotelskom direktnom poslovanju a angažuju se spolja
što je uticalo na koeficijent Logično je da je u prošlosti koeficijent
bio znatno veći
Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
i gde vrebaju zamke u post opening fazi rada hotela Treba reći da
je u radu hotela nepravda da Rooms Division zapošljava manje radnika
a pravi daleko veću profitabilnost ima vrlo jednostavan spektar
robe odnosno proizvoda koje troši u svom radu (sapuni šamponi
papir) S druge strane imamo izuzetno personalno zahtevan
sektor FoodampBeverage za čije je funkcionisanje potrebna vrlo ozbiljna
kalkulacija robe koja je izuzetno šarolika (a la carte različiti banketi
dekoracije) Zato je oduvek u FampB-u postojao veći izazov i bilo
je teže praviti profit nego u Rooms Divisionu Pri tom ne smemo da
zaboravimo da se zasebno vodi profitabilnost svakog sektora
Međutim neretko je potrebna njihova tesna međusobna saradnja
jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi
onda se podrazumeva da su u organizaciju uključeni i FampB i sobe
Tada nudite veliki paket pa jedan sektor ne može da bude profitabilan
bez onog drugog
U ovom broju predstavili smo grubi pregled organizacione postavke
hotela a u sledećim ćemo objasniti funkcionisanje i organizaciju
pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan
rad jednog hotela i koliko su specifične obaveze pojedinih
odeljenja koja su u svom radu suštinski isprepletana i vrlo zavisna
jedna od drugih
U prošlosti se najčešće rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
Nešto kasnije u obzir se uzimao i indikator ADR (Average Daily Rate) ndash prosečno ostvarena dnevna cena sobe Nakon toga sa pojavom Revenue Management pristupa kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) ndash prihod po raspoloživoj sobiU današnje vreme ključna reč je GOPPAR U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPARNajpre razjasnimo definicije oba navedena indikatoraREVPAR = (Rooms) Revenue (per) Available Rooms iliREVPAR = ADR (average daily rate) x Occupancy iGOPPAR = GOP (gross operating profit) (per) Available Rooms Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja Konkretno REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba pa se prilikom upoređivanja poslovanja više hotela vrlo lako može steći pogrešan zaključakPrimerPred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36500Hotel A ima godišnju popunjenost od 65 (23725 prodatih soba) a Hotel B popunjenost od 50 (18250 prodatih soba)ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EURUkupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2372500 EUR a u Hotelu B - 2281250 EURIzračunajmo sada REVPAR za oba hotelaREVPAR Hotel A = 2372500 EUR 36500 = 65 EURREVPAR Hotel B = 2281250 EUR 36500 = 625 EURPosmatrano na osnovu REVPAR indikatora Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 25 EUR u odnosu na Hotel BMeđutim pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800000 EUR Takođe neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobiUkupni varijabilni troškovi za navedene hotele iznoseHotel A ndash 23725 (prodatih soba) x 30 EUR = 711750 EURHotel B ndash 18250 (prodatih soba) x 30 EUR = 547500 EUR
U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosiGOP (Hotel A) = 2372500 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 711750 EUR (varijabilni troškovi) = 860750 EURGOP (Hotel B) = 2281250 EUR (Ukupni prihodi) - 800000 EUR (fiksni troškovi) - 547500 EUR (varijabilni troškovi) = 933750 EUR
Konačno možemo izračunati GOPPAR za oba hotelaGOPPAR (Hotel A) = 860750 EUR (GOP) 36500 = 236 EURGOPPAR (Hotel B) = 933750 EUR (GOP) 36500 = 256 EURIz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel AAko se osvrnemo na početak teksta jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja Isto tako zaključujemo da je prosto posmatranje
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
popunjenosti i ukupnog prihoda nedovoljno za realnu ocenu rezultata poslovanja hotela
