The changing global economic dynamics have had an impact not only on the financial side of business administration but also the intense impact on business leaders – personally managing. While this effect turns into physical and emotional pressure on the manager, it can also be a key factor in identifying dead wood within any management team that gives the opportunity to ownership or entrepreneurship to restructure their organization.
The hotel industry, or for that matter, the entire service industry, I think, is hardest hit. why? Simply because the product it carries has no shelf life, it dies up over time in the middle of the night. Check out anything that you can't sell until 2359 hours. Vacant rooms, unused restaurant covers, empty banquets and banquet halls, unused massage beds … all lost throughout the day, have been crossed out completely.
Even in the natural economic scenario, the nature of the product would have remained the same, but then the market was normal as well. Do not shrink as is the case today with a very low surplus available income with the user segment. What this means for requests arising out of those who manage industry outlets, be it a hotel, restaurant, travel agency or airline. This means that the manager must be able to withstand the storm and ensure the survival of his company, his team and himself.
Of course, this is a difficult invitation, but this is management, to be able to manage the situation rather than deal with the situation. All of this leads us to focus on one seemingly simple aspect. Who should head our hotel? What traits and qualities does he or she have and what skill sets does he have? When looking at the magnitude of the task, the most appropriate solution to the question is to choose a person with multi-dimensional skills, but not only superficial, deep and comprehensive.
Personally, I feel that the current scenario requires that the general manager of a hotel that focuses on results, focuses on profit, focuses on the challenge, is familiar with hotel operations, in addition to that it should be very strong in the areas of finance and hotel marketing. He will need all of these attributes to combat competition, capture a fair market share and establish the property as a required brand in the city or location.
Let's try to analyze the basis for this conclusion.
It is recognized that the successful general manager of the hotel will be an expert in sound hotel operating techniques and skills. It will be very accurate in operating systems of major income generating areas such as accommodations, food, beverages, entertainment and services. I hate to contact departments like the business center, washing, telephones and other similar revenue areas like “simple operating departments”. The reason is that the moment you call the moderator, the executive interest in this important revenue area is diluted. They pay little attention to a simple revenue stream It is the fact that although revenues from entertainment and service areas may be lower than those other regions, do not forget that these revenues have the potential to contribute more than 60% as an administrative contribution.
The next main skill and need for knowledge of a good hotel manager is marketing. The general manager should be an expert marketer more than anything else. He must have a strong grip on market dynamics in his city and location, and he must know his competition for his advice. Unless he has this knowledge it would be pointless to expect the desired results. Although he will have a qualified and experienced sales and marketing career head under his leadership, his ability to advise and advise him should undoubtedly be. I have come across a number of independent hotels where the General Manager is responsible for this important function. I feel that in such hotels it is better to leave the results to anyone. The audio marketing skills of the hotel general manager will be reflected in the authenticity of the hotel's marketing plan. The most important management tool that determines "how" to achieve goals.
After we talk about operations and marketing, let's turn our attention to another important set of skills required from a results-oriented hotel manager. He must have a good knowledge of financial jobs and hotel accounting. He must appreciate that this knowledge will become his biggest secret weapon for effective, efficient and profitable operations. Personally, I think the numbers tell the story. They do not need any details. Those who tend to distort the story told by the numbers live in delusions and make them indispensable. His appreciation for the numbers will be reflected in his mastery of crafting a realistic but challenging business plan for the hotel. His ability to analyze and interpret results and above all to take immediate steps to ensure that operations and marketing initiate actions that will make them stay on the right path will demonstrate the depth of his knowledge.
There was a time when we saw the hotel manager walk around and talk with guests and workers and give instructions to job heads etc. hardly at any time to focus on his primary job. Today things have changed dramatically. You feel the presence of the general manager through a property that is maintained and maintained in an incorrect way, profitable, effective and clear because the general manager has mastered the art of delegation. He authorizes his team to make decisions in the field of employment and hold them accountable for that. The result: a highly motivated and motivated team that understands what is expected of them. This leaves the general manager with enough time to sit at his office and plan his operations and the strategies and procedures that determine his ownership as a market leader in terms of product quality, service provision, revenue for each available room, occupancy, and so on.
The task of any manager, especially the hotel manager, cannot be carried out in timeframe 9 to 5. It continues beyond all time constraints until goals are achieved again and again.