本文内容为凯悦酒店集团柏悦酒店餐饮部门达到收益目标的优先策略
Key Prioritiesto Achieve Goals
盖洛普调查的目标分数4.54分
Gallup Survey Result of 4.54 mean.
给餐厅经理制定SMART目标
Create SMART goals for outlet managers.
确保每个星期都能强调并关注员工满意度调查中涉及到的问题
Ensure a detailed weekly focus on Gallup questions.
每个部门，每个星期更新员工满意度的行动方案及后续情况
Conduct a weekly Gallup update for each area.
保证在每天的各部门例会上，关注员工满意度调查
Gallup Ambassador to ensure Gallup focus in outletbriefings.
各部门在获取利润的推动下，最大限度的增加提高收益的机会
Divisions maximize revenue opportunitiesand are profit driven in all areas.
进一步实行餐饮部的奖励机制，争取更大的收益
Develop further our F&B IncentiveProgramme concentrating on incremental revenue.
包房的使用率提高20%（YTD)
Settarget of 20% increased occupancy on YTD for Private Rooms.
每两个星期召开餐饮部收益会议
ImplementF&B Revenue meeting on a bi-weekly basis.
更好的利用订餐系统，进行包房及餐桌的预定，采取有效的收益管理
Betterutilize TMS to ensure a yield management approach to table and private roomreservations strategies.
联合进行电话推广销售及营销部门的相关宴请活动
Partakein joint sales calls, ENT with S&M.
分清竞争对手中的常客/高消费群体
dentifyand target competitors’ regular / high spending guests.
进一步推广促销机制
Furtherdevelop our upselling programme.
与餐厅经理就每月的餐厅目标达成一致，并进行后续跟进
Agreeon monthly outlet objectives with outlet managers and follow up.
最大限度的增加酒水供应商的赞助活动，以提高消费人次
Maximise beverage supplier promotionsponsorships for cover generation.
与中国东部的凯悦酒店联手，采取联合采购计划
Liaisewith the East China Hyatt’s joint purchasing action plan.
人力资源/人员流失
Humanresources/Staff Retention.
充分利用款客学院,通过工作手册，部门培训及积极的团队合作来充分掌握了解“款客服务”
Fullyutilize the “School ofHospitality” via completeoperational manuals, energetic departmental trainers and an active team.
以“从基础做起”的工作方针及有效的任务管理，保证每个员工都能完全胜任他们的工作
Workwith a “Back toBasics” approach andtask management to ensure employees are competent in all tasks expected ofthem.
根据对员工敬业度调查结果的分析来了解员工的工作状态和想法，对此作出相应及合适的行动方案
Analyse the “EES survey” to understand the general feeling of our team and implement relevantand reasonable actions.
确保人员配备充足，每个员工都被安排在最适合自己的岗位上工作
Ensuresufficient manning is in place with the most appropriate characters andexperience in each area.
