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Jingdong book

收益管理：有效实现饭店收入的最大化

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Jingdong book

收益管理：有效实现饭店收入的最大化

Name: 收益管理：有效实现饭店收入的最大化
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SKU: 3110064241
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中国第一本系统，全面介绍收益管理理论与实践的专著。理念新颖，方法先进，通俗易懂，行之有效。

Content Description

这是中国第一本系统、全面地介绍国外先进的收益管理理论与实践的专著。全书内容翔实全面，图表案例丰富，极具实践操作性，令人耳目一新。书中阐述的在经济衰退、市场需求低迷的情况下，运用收益管理策略实现饭店收入最大化的做法，对每位饭店职业经理人都具有启发意义。而在经济繁荣、市场需求旺盛的情况下，又如何有效地运用收益管理策略做到产品、市场与销售渠道的最佳细分与组合，合理定价，获得最大的回报同样值得饭店职业经理人仔细研读。

Author Description

胡质健，美国康奈尔大学饭店管理硕士，中国中山大学经济学学士，毕业于中山大学管理学院旅游饭店管理系。先后供职于广州白天鹅宾馆、霍英东基金会，从事饭店管理、饭店规划筹建等工作。2001年赴美国康奈尔大学饭店管理学院学习，2003年于美国酒店行业工作，现任国际知名饭店集团公司收益管理总监。主要研究领域为饭店收益管理、财务管理、市场营销、饭店投资规划以及西餐与酒水管理。

Comments

“收入最大化，利润最大化”，是每个企业的经营管理者梦寐以求的目标。
这是中国第一本系统、全面地介绍国外先进的收益管理理论与实践的专著，给读者提供了实现上述目标的理论和方法。
本书内容翔实全面，图表案例丰富，极具实践操作性，令人耳目一新。书中阐述的在经济衰退、市场需求低迷的情况下，运用收益管理策略实现饭店收入最大化的做法，对每位饭店职业经理人都具有启发意义。而在经济繁荣、市场需求旺盛的情况下，又如何有效地运用收益管理策略做到产品、市场与销售渠道的最佳细分与组合，合理定价，获得最大的回报，作者所做的详细解说也同样值得饭店职业经理人仔细研读。
我国的饭店业发展经历了经济持续高速增长时期与暂时调整时期，饭店市场日趋成熟，竞争日益激烈。以港澳中心酒店实施饭店收益管理的经验以及综合分析北京饭店业近三十年来的重要数据，我们可以看出完全竞争的市场需要精细化的科学管理，需要行之有效的管理技术。而收益管理则是当今饭店业所瞩目的管理策略与工具，国内外实施收益管理的饭店都取得了显著成效。实践证明，实施收益管理并不需要大量资金投入，也不涉及组织结构的重大调整，却可将饭店的营业收入提高5％～7％，进而大幅度提高利润率。
“它山之石，可以攻玉”。相信书中介绍的理论和方法会帮助读者在每天具体的实际工作中，实实在在地提高饭店的收益。
——中国旅游饭店业协会副会长港澳中心酒店总经理徐锦祉

Catalogue

序一
序二
第一章收益管理基础知识
一、什么是收益管理
二、实施收益管理的现实意义
三、收益管理的历史、现状和未来
四、收益管理适用的行业
五、收益管理的四大要素
六、衡量收益管理绩效的方法和指标
要点回顾

第二章饭店的产品、销售渠道与价格
一、饭店产品及其组合
二、饭店的销售渠道
三、饭店的价格细分、价格种类和结构
四、饭店常用定价方法及其比较
五、以市场为中心的定价法——动态定价法
六、如何实施动态定价法
七、实施动态价格管理面临的挑战
要点回顾

第三章收益管理的市场环境分析
一、实施收益管理必须理解和掌握的市场营销的概念
三、收益管理策略和市场营销策略的实施需要生产和服务部门的支持
四、收益管理策略由长期、中期和短期等不同层次的策略构成
五、饭店年度营业收入预算的制定
六、案例分析：成功饭店营业收入预算、收益管理策略和市场营销策略的制定
要点回顾

第七章收益管理实战技巧
一、容量控制法
二、超额预订法
三、住宿天数控制法
四、房间类型差异法
五、升档销售法和降档销售法
六、触发点价格控制法
七、附加价值法
八、住宿天数折扣法
九、包价促销法
十、创利规定明细法
十一、团队市场替换分析法
要点回顾

第八章收益管理策略的实施
一、收益管理实施的全过程
二、收益管理组织机构和管理团队的建立
三、如何召开有成效的饭店收益管理会议
四、收益管理部门如何与其他部门顺畅沟通
附：收益管理自我评估关键点
要点回顾

第九章饭店全面收益管理
一、饭店的大部分营业部门都可以使用收益管理策略来提高收益
二、实施全面收益管理必须树立正确的指导思想
三、实施全面收益管理必须纠正的一些常见错误思想
四、如何利用收益管理提高餐厅的营业收入
五、如何利用收益管理提高高尔夫球会所的收益
六、如何利用收益管理提高汽车租赁业务的收益
要点回顾
后记

Book Abstract

第一章收益管理基础知识
前面提到，收益管理就是要通过对市场的分析预测，把适当的产品（Product），以适当的价格（Price），在适当的时间（Time），卖给适当的客源市场（Market）。产品、价格、时间和客源市场是收益管理的四大要素。收益管理是否有效，取决于对这四大要素的管理是否适当。下面，笔者将从收益管理的角度对这四大要素逐一详细介绍。理解这些要素的特性对理解本书后面的章节，尤其是收益管理的策略很有帮助。
（一）产品
饭店的产品总的来说是指饭店的可供出租的客房、餐饮、会议展览、康乐、商务及交通等设施及相关服务。饭店的产品通常是在某个时段提供或出租给宾客使用，宾客付钱后得到的往往是使用权而非所有权。所以，饭店产品有很强的时间性和不可储存性，少数商品除外，如礼物店卖出的货物，客人购买的食品和饮料等。
一般来说，客房收入占饭店收入的70％以上，是收入和利润的主要来源，因此客房产品是收益管理主要的研究对象。一家饭店通常有不同类型的房间，如标准房、豪华房、商务房、普通套房、豪华套房、总统套房等。在同类房间中，还有提供一张大床或两张双人床、面积大小、楼层高低和门窗朝向之分。这些差异既满足了不同消费层次、不同需求和不同喜好的市场的需要，也为饭店经营者利用房间的这些差异来拉开价格的距离，利用价格来促销和增加饭店收入提供了客观的条件。如果在饭店设计和建造时就能科学地确定房间的不同类型以及不同类型的房间在数量上的合理搭配比例，那么无疑为收益管理创造了良好的基础。
饭店客房产品与其他消费品不同，其中最主要的一个区别就是客房的销售和消费有很强的时间性和不可存储性。
众所周知，饭店的客房是按单位时间，如入住天数来收费的。住一天就收一天的租金，住半天就收半天的租金。客房能租出去，饭店才有收入。如果租不出去，客房空置，饭店就赔钱。例如，假设一家饭店仅有10间客房，客房日租价格是$100，如果当天能全部住满，饭店就获得$1000的收入。如果客房全部空置，那么这本来可获得的$1000就没有了。就这天而言，这些客房产品空置就意味着浪费或损失。原因是这天的这些房间不能存储起来，明天重新想办法租出去——因为时间不能存储，流逝就没有了，明天该饭店最多可出租的房间也只是10问，而不是20间。可见时间的不可逆转性使客房空置的损失永远没法弥补。所以饭店经营管理者要提高饭店收入，就要尽量提高客房出租率，或称客房占用率（Occupancy Rate），避免客房空置。

Introduction

白天鹅宾馆在市场大经济的起伏浪潮中不断追求卓越，以科学的管理和优质高雅的服务，赢得了良好的经济效益和社会效益。在经营管理中，白天鹅宾馆坚持把国际先进的饭店管理经验与中国国情相结合，于2002年正式启用了美国饭店收益管理系统，成为国内首批引进收益管理系统的饭店。多年的管理实践使我们体会到，实施收益管理系统，能帮助饭店准确把握市场供求关系变化的脉搏，使饭店的市场营销的目标更为具体明确，有助于制定科学合理的应对策略，提高饭店的整体收益。同时，也有助于饭店提高经营管理水平，帮助饭店走上一条与国际接轨之路，增强饭店在充满变数与无情的市场中的竞争力。
胡质健先生写作的《收益管理——有效实现饭店收入的最大化》一书，深入浅出地点明了我国饭店业经营管理方面亟待解决的关键问题，系统介绍了收益管理的理论和有关实施步骤，对提升饭店从业人员的经营管理水平起到了一定的帮助和促进作用。我愿意推荐此书给饭店同行，把收获与各位分享。同时我也对曾是白天鹅宾馆年轻的管理人员的作者胡质健先生表示感谢和敬佩，他亦是将中国酒店业的实践升华为与国外酒店现代化的理论相结合的先行者之一。希望胡质健先生今后更多地把国外饭店先进的管理经验带回祖国，加速中国饭店业的飞跃发展。

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