酒店管理外文期刊

酒店管理类书籍酒店管理是一门复杂而又精细的工作，酒店经营者需要具备广泛的知识和技能来成功经营一个酒店。

而对于那些希望从事酒店管理行业的人来说，了解专业知识和实践经验至关重要。

为此，许多酒店管理类书籍涌现出来，它们提供了有关酒店管理的各个方面的详细信息和实用建议。

本文将针对酒店管理类书籍进行探讨，希望对读者有所帮助。

首先，介绍一些经典的酒店管理类书籍。

《酒店管理学》是酒店管理领域的经典著作之一，该书由凯恩• 西格尔（Cayuga-Sustainable）协会主席编著，详细介绍了酒店管理的基本原理和实践技巧。

这本书将读者引入酒店行业的核心概念和实践，涵盖了从房务、接待、市场营销到财务管理等各个方面的内容。

另一本备受赞誉的酒店管理书籍是《酒店运营管理》。

这本书由迈克尔•贝特（Michael J. Boella）和奇思汀•长（Jane Goss-Turner）合著，概述了酒店管理中的关键问题，如房务管理、餐饮业务和人力资源管理等。

这些书籍都提供了酒店管理行业所需的知识和经验，是从事酒店管理工作的实用指南。

除了经典著作外，还有一些新近的酒店管理类书籍值得关注。

《酒店行业实用操作指南》是由黎波（Gary K. Vallen）编写的一本实用指南，揭示了酒店行业的内部运作机制。

这本书提供了针对从业人员的实用建议和技巧，从市场营销、服务质量到员工培训等方面的内容，帮助酒店经营者提高运营效率并满足客户需求。

另一本重要的新书是《酒店可持续性管理》。

这本书由奥斯卡•里珊• 巴许（Oscar R.Sanchez-Sibony）等人合著，探讨了酒店经营中的可持续性问题。

它涵盖了可持续性的定义、原理以及酒店可持续性管理的实际方法。

这本书十分重要，因为在当今社会，酒店业正面临越来越多的可持续性挑战，如能源消耗和环境保护等。

除了这些书籍，还有一些酒店管理类书籍适合特定领域或感兴趣的读者。

比如，《酒店前厅部管理》适用于酒店前台工作人员和酒店管理学生，它详细介绍了前厅部工作的各个方面，提供了实用的建议和经验分享。

酒店服务质量管理外文文献翻译This article examines the issue of service quality management in the hotel industry。

The importance of providing high-quality service to customers is emphasized。

as it is a key factor in customer XXX can use to improve their service quality。

such as employee training。

customer feedback。

and service recovery。

nally。

the article highlights the role of technology in service quality management and the XXX.In the hotel industry。

providing high-XXX service during their stay。

and any ings in service quality can lead to negative reviews and a loss of business。

Therefore。

XXX service quality management in order to XXX.XXX employees。

hotels XXX。

problem-solving。

XXX。

hotels XXX.XXX of service quality management is service recovery。

Even with the best ns and efforts。

mistakes and service failuresXXX must have a plan in place for addressing these XXX refunds。

《全球酒店》简介《全球酒店》全力打造以全球化酒店为视野，引领业内潮流的行业领袖期刊。

介绍全球酒店业的发展趋势和重大事件，宣传知名酒店及酒店管理集团的成功商业模式，塑造卓越的民族酒店品牌，展示高星级酒店的企业领袖风采及时尚、华贵的酒店生活并及时报道与酒店产业相关联的投资开发、教育研究及企业界动态等。

全方位向高级酒店经理人传送权威、立体的行业动态及经营管理方式，同时向高端消费群体诠释现代酒店的时尚消费理念。

得到国内外政府相关部门、业内权威机构、行业协会、大型企业集团的支持及各大使馆、旅游局和航空公司的推介。

《全球酒店》发行的读者群为:享受品位生活，关注酒店业的成功人士，覆盖高星级酒店的董事长、总裁、高级酒店经理人及入住高星级酒店的客人、企业界精英等。

《全球酒店》内容由十几个不同特点的栏目构成，其中“全球酒店篇”、“全球酒店·国际篇、人物篇、观察篇、时尚篇、企业篇”等品牌栏目贯穿始终。

《全球酒店》为中英文双语、全彩铜版纸制作的豪华月刊。

《中外酒店》《中外酒店》由直通VIP联合商会、亚太国际资讯（集团）主办并出版的亚太国际系列品牌期刊之一。

酒店经理人读物。

《中外酒店》是一本服务于酒店资源管理暨酒店技术设备供应商的专业媒体；自1998年9月创刊以来，始终坚持“国际视野、中国意识”的办刊方针，以其高雅的格调品位、独特的版式风格、深度的专业报道，引导着业界的潮流而成为酒店经理人必读的专业杂志。

每期以九大版块来贯穿杂志，全方位向酒店经理人传递最新行业动态信息，诠释现代酒店经营管理理念。

《中外酒店》的发行遍布中国（含港澳台）及东南亚的星级酒店、酒店技术设备供应商、社团组织、旅游局、大专院校、图书馆、展览中心等。

《中外酒店》为大度16开，中英文，全彩色铜版纸制作，过光胶，每期不含封112页，每月15日出版。

国际发行，国际刊号 ISSN 1562-5591，批文/刊号NR 39-588-98/F3434，中国国际图书贸易公司书刊编号 G858Y201。

国外现代酒店管理书籍以下是一些关于国外现代酒店管理的书籍推荐：1. "Hotel Management and Operations" by Michael J. O'Fallon and Denney G. Rutherford - 这本书详细介绍了酒店管理的各个方面，包括人力资源、房间预订、餐饮服务、市场营销等。

2. "Hospitality Strategic Management: Concepts and Cases" by Cathy A. Enz - 这本书涵盖了酒店管理的战略层面，包括酒店市场定位、竞争分析、财务管理等。

3. "The Cornell School of Hotel Administration on Hospitality: Cutting Edge Thinking and Practice" edited by Michael C. Sturman, Jack B. Corgel, and Rohit Verma - 这本书是由康奈尔酒店管理学院的教授们撰写的，详细探讨了酒店管理领域的最新理论和实践。

4. "Hotel Front Office Management" by James A. Bardi - 这本书专注于酒店前台管理，涵盖了前台操作、客户服务、预订管理等方面的内容。

5. "Revenue Management for the Hospitality Industry" by David K. Hayes and Allisha Miller - 这本书介绍了酒店收益管理的概念和技术，包括定价策略、房价管理、销售渠道等。

6. "Hospitality Management Accounting" by Martin G. Jagels - 这本书详细介绍了酒店管理会计的概念和应用，包括成本控制、预算管理、财务报表分析等。

酒店管理饭店经营管理发展国内外研究综述（中英文实用版）In recent years, the hotel management and restaurant industry has been experiencing rapid development both domestically and internationally.The increasing demand for hospitality services has led to a growing body of research focusing on various aspects of hotel and restaurant management.This paper aims to provide a comprehensive review of the recent studies on hotel and restaurant management, highlighting the key findings and contributions of each research area.近年来，酒店管理和餐饮业经历了快速发展，无论是国内还是国际。

日益增长的对酒店服务的需求导致了越来越多关注酒店和餐饮管理各个方面的研究。

本文旨在提供对酒店和餐饮管理最近研究的全面回顾，强调每个研究领域的主要发现和贡献。

The domestic hotel market has received considerable attention from researchers.A study by Li et al.(2020) examined the impact of hotel branding on customer loyalty in the Chinese market.The results showed that hotel branding had a significant positive effect on customer loyalty, while service quality and price were also important factors influencing customer loyalty.另一项研究由李等人（2020年）进行，研究了中国市场上酒店品牌对客户忠诚度的影响。

酒店管理外文期刊：HOSPITALITY RESOURCES （酒店业刊物）Anatolia: an international journal of tourism and hospitality research 安纳托利亚：国际旅游和酒店业研究杂志( 土耳其)ASEAN Journal on Hospitality & Tourism东盟酒店和旅游杂志( 澳大利亚与印度尼西亚合办刊物)FIU Hospitality Review佛罗里达国际大学酒店业评论( 美国)Hospitality Design: HD酒店业设计( 美国)Hotelier旅馆经营者杂志( 澳大利亚)International Journal of Contemporary Hospitality management当代酒店业管理国际杂志( 英国)International Journal of Hospitality Management国际酒店业管理杂志( 英国)Journal of Convention & Exhibition Management会议与展览管理杂志( 美国)Journal of Foodservice Business Research餐饮服务业研究杂志( 美国)Journal of Foodservice Research International餐饮服务研究国际杂志( 美国)Journal of Hospitality & Leisure for the Elderly 老年人旅游与休闲杂志( 美国)Journal of Hospitality & Leisure Marketing酒店与休闲业营销杂志( 美国)。

酒店市场调查的文献以下是关于酒店市场调查的一些常见文献：1. Ramanathan, U., Subramanian, N., & Parrott, G. (2012). Hotel revenue management: From theory to practice. Journal of Travel research, 51(2), 164-179.- 这篇文章综述了酒店收益管理的理论和实践，包括市场调查和分析的方法。

2. Sigala, M. (2004). Consumer behaviour in travel and tourism: 20 years on and 10 years after the Internet—The state of etourism research. Tourism management, 25(6), 611-624.- 这篇文章回顾了过去20年来旅游行业消费者行为的发展，特别关注了互联网对行业的影响，并提供了市场调查的一些建议。

3. Shoemaker, S., & Lewis, R. C. (1999). Customer loyalty: the future of hospitality marketing. International Journal of Hospitality Management, 18(4), 345-370.- 这篇文章讨论了建立客户忠诚度的重要性，以及如何通过市场调查和营销策略提高客户忠诚度。

4. Wang, D., Park, S., & Fesenmaier, D. R. (2012). The role of smartphones in mediating the tourist experience. Journal of Travel Research, 51(4), 371-387.- 这篇文章探讨了智能手机在旅游行业中的作用，特别关注了通过手机进行市场调查和提供个性化服务的机会。

中国酒店主办单位：金陵旅馆管理干部学院出版周期：双月刊出刊日期：每月月底邮发代号：非邮发编辑出版：中国酒店杂志社单价：42.00元国内统一刊号：1刊物类别：杂志中国酒店杂志推荐信息杂志为精装国际标准16开双月刊，国内外发行，在酒店业享有良好的盛誉，是全国酒店同仁沟通思想、交流经验的平台，也是展示酒店文明建设的重要窗口。

请支持《中国酒店》杂志，愿2015中国酒店更精彩！中国酒店杂志简介《中国酒店》杂志主要服务于酒店业主、酒店投资者、职业经理人及饭店设备技术配套商等，发行渠道主要为全国星级饭店、国际著名饭店集团、饭店设备技术配套商、社团组织、各地旅游局及饭店协会、旅游研究机构、旅游大专院校、机场VIP贵宾室、豪华游轮、图书馆、展览中心等，月发行近2万册。

自创刊以来，杂志受到业界的广泛好评，依托学院已培训的近4万余名学员,订阅量迅速增加。

2005年同运行十年的《大酒店》杂志合刊；2006年即被国家权威部门评为中国最具影响力的酒店刊物；2008年社负责人被全国工商联及众多媒体评为酒店专业期刊界最具影响力的100人；同时又与多家同行及媒体保持着较好的合作关系；和多家酒店集团及协会签订协议合作,已成为业内最具影响力的刊物。

作为中国一本国字头的酒店专业杂志，她汇集了国内外诸多著名饭店管理研究专家、学者、饭店职业经理人和国际饭店业专业媒体资深人士的先进思想和智慧，对行业的发展起着一定的指导性和对外展示的代表性。

她将肩负起提升中国饭店文化品位、打造中国饭店业民族品牌、促进中国饭店业迅速发展的责任。

这一切都将促使我们继续追踪行业的发展趋势，密切关注经营管理中的热点，帮助读者解决工作中的难点，兼顾对宏观形势的分析与微观问题的深入探讨，选刊文章力求挠到读者的痒处，解读者之渴。

并引进科学管理理念和最新研究成果，做中国最具影响力、最权威的酒店专业杂志。

中外酒店主办单位：直通VIP联合商会出版周期：月刊出刊日期：每月05日邮发代号：非邮发编辑出版：《中外酒店》杂志社单价：19.00元国内统一刊号：ISSN 1562-5591创刊日期：1998年9月发行量：期发量30000册刊物类别：杂志中外酒店杂志简介中外酒店，15年专业品牌资深传媒；中国工商注册知名商标。

Hotel Management System Integration Services1.IntroductionIt is generally accepted that the role of the web services in businesses is undoubtedly important. More and more commercial software systems extend their capability and power by using web services technology. Today the e-commerce is not merely using internet to transfer business data or supporting people to interact with dynamic web page, but are fundamentally changed by web services. The World Wide Web Consortium's Xtensible Markup Language (XML) and the Xtensible Stylesheet Language (XSL) are standards defined in the interest of multi-purpose publishing and content reuse and are increasingly being deployed in the construction of web services. Since XML is looked as the canonical message format, it could tie together thousands of systems programmed by hundreds of programming languages. Any program can be mapped into web service, while any web service can also be mapped into program. In this paper, we present a next generation commercial system in hotel industry that fully integrates the hotel Front Office system, Property Management System, Customer Relationship Management System, Quality Management system, Back Office system and Central Reservations System distributed in different locations. And we found that this system greatly improves both the hotel customer and hot el officer’s experiences in the hotel business work flow. Because current technologies are quite mature, it seems no difficulty to integrate the existing system and the new coming systems (for example, web-based applications or mobile applications). However, currently in hotel industry there are few truly integrated systems used because there are so many heterogeneous systems already exist and scalability, maintenance, price, security issues then become huge to be overcome. From our study on Group Hotel Integration Reservation System (GHIRS), there are still challenges to integrate Enterprise Information System (EIS), Enterprise Information Portal system (EIP), Customer Relationship Management system (CRM) and Supply Chain Management system (SCM) together because of standardization, security and scalability problems, although GHIRS is one of few integration solutions to add or expand hotel softwaresystem in any size of hotel chains environment.We developed this system to integrate the business flow of hotel management by using web services and software integration technologies. In this paper, firstly we describe a scenario of hotel reservation and discuss the interaction between GHIRS and human. Secondly we analyze details of design and implementation of this system. The result and implications of the studies on the development of GHIRS are shown in the later part. Finally we discuss some problems still need to be improved and possible future directions of development.2. Hotel Reservation: A Business Case StudyOur initial thinking to develop GHIRS is to minimize the human interaction with the system. Since GHIRS is flexible and automated, it offers clear benefits for both hotel customers and hotel staff, especially for group hotel customers and group hotel companies. Group hotel companies usually have lots of hotels, restaurants, resorts, theme parks or casinos in different locations. For example, Shangri-La group has hundreds of hotels in different countries all over the world. These groups have certain customers who prefer to consume in hotels belong to the same group because they are membership of the group and can have individual services.The first step of a scenario of hotel reservation is that the consumer plans and looks for a hotel according the location, price or whatever his criteria and then decides the hotel. Then he makes a reservation by telephone, fax, internet, or mail, or just through his travel agent. When hotel staff receives the request, they first look if they can provide available services. If there is enough resource in the hotel, they prepare the room, catering and transportation for the request and send back acknowledgement. At last the guest arrives and checks in. The business flow is quite simple; however, to accomplish all these tasks is burdensome for both the consumer side and the hotel side without an efficient and integrated hotel management system.Telephone may be a good way to make a reservation because it is beyond the limit of time and space. Guests can call hotels at any time and any place. However, itcosts much when the hotel is far away from the city where guest lives; especially the hotel locates in a different country. Moreover, if there is a group of four or five people to make reservation together, it would take a long time for hotel staff to record all the information they need. Making reservation by travel agent saves consumers’ time and cost, but there is still millions of work for agent to do. They gather the requirements from consumers, then distribute to proper destination hotels. Because these hotels don’t use a same system (these thousands of hotels may use hun dreds of management systems), someone, agent or hotel staff, must face the problem how to handle information from different sources with different hotel management systems to different destinations.Web service becomes the tool to solve these problems. Our web services integrate the web server and hotel management system together, and everyone gets benefit. Booking a room easily anywhere and anytime becomes possible by using GHIRS. Consumer browses websites and finds hotel using his PC, PDA or mobile phone (WAP supported), after his identity is accepted, he can book a reservation. Two minutes later he can get the acknowledgement from the hotel by mobile phone text message or multimedia message, or email sent to his email account or just acknowledgement on the dynamic web page, if he hasn’t leave the website. The response time may take a little longer because when the hotel receives the quest, in some circumstance, hotel staff should check if there is clean and vacant room left. The web service is a standard interface that all travel agents can handle, gather and distribute the reservation information easily through internet. When the reservation request is acknowledged, hotel staff prepares the room, catering, and transportation for guests. Since the information already stored in the database, every part in the hotel chains can share it and work together properly. For example, staff in front office and housekeeping department can prepare room for guests according to the data, staff in back office can stock material for catering purpose and hotel manager can check business report in Enterprise Information Portal integrated with GHIRS by his browser. Then room rent-ratio reports, room status reports, daily income reports and other real time business reports are generated. Managers of the group can access anyreport of any hotel by the system. In the later part of this paper, we will show how consumers, agents, and hotel staff can efficiently work together by GHIRS.GHIRS is scalable for small-to-large hotel chains and management companies, especially good for hotel group. It truly soars with seamless connectivity to global distribution systems thereby offering worldwide reservation access. It also delivers real-time, on line reservations via the Internet.3. Integration of Hotel Management System3.1 Existed SystemGHIRS is developed on the base of an existed hotel management system called FoxhisTM. FoxhisTM shares the largest part of software market in hotel industry in China. FoxhisTM version 5 has distributed Client/Server architecture that the server runs SCO-UNIX and client runs Microsoft Windows and it use Sybase database on UNIX. The system includes Front Office system, Property Management system, Quality Management system, Human Resource Management system, Enterprise Information Portal system (EIP), Customer Relationship Management system (CRM) and Supply Chain Management system (SCM).This system is largely based on intranet environment. Most of the work is done in a single hotel by the hotel staff. It’s no customer self-service. If a consumer wants to book a room, hotel staff in local hotel must help the guest to record his request, although FoxhisTM system already done lots of automatic job.When the systems are deployed in different hotels that are parts of a group, sharing data becomes a problem. Just as an example, if the group has ten hotels, there would be at least ten local databases to store the consumers’ data. Because hotels need real time respond of the system, so these ten hotels can’t deploy a central database that does not locate in the same local network. Thus one guest may have different records in different hotels and the information cannot be shared. By web services as an interface, these data can be exchanged easily.3.2 DesignRecall that our initial thinking to deploy GHIRS is to save hotel staff, travel agents and consumers’ labor work the system is to link all the taches of hotel business chains. Figure1 shows how consumers, agents, hotel staff cooperate together efficiently with the system.Consumers could be divided into two categories. One is member of hotel group, who holds different classes of memberships and gains benefits like discount or special offers. These consumers usually contribute a large part of the hotel’s profit then are looked as VIP. The hotel keeps their profiles, preferences and membership account status. The other category is common guest. All these two kinds of guests and travel agents who may trade with many other hotels face the web-based interface that let them to make a reservation. For common guest, the system just requires him to input reservation information such as guest name, contact information, arrival and departure the system. The central processing server then distributes the information to appropriate hotel. Since web services technology is so good for submitting documents to long running business process flows, hotel staff could easily handle this data in and out of database management system and application server. As the membership of hotel, a user just inputs his member id and password, room information, arrival and departure date, then finish the request. Because hotels keep members’ profile, and systems exchange profile across all hotels of the group by web services, hotel staff in different hotels could know the guest’s individual re quirement and provide better services.The agents work for consumers get benefits from GHIRS as well. They may also keep the consumers’ profile and the web services interface is open to them, it is easy to bridge their system to hotel management system. Before GHIRS is deployed, the agents should separate and process the reservation data and distribute them to different hotels, which is an onerous job. But now the agents could just press one button and all the hotel reservation is sent to destination.Hotel staff receives all request from different sources. Some policies are appliedto response the request. For example, some very important guest’s request is passed automatically without confirmation, the guest could get acknowledgement in very short time. The request triggers all chains of the hotel business flow and all the preparation work is done before his arrival. But for the common customer, hotel staff would check on the anticipate date if there is vacant and clean rooms available. Because all the FoxhisTM components are integrated together, staff users needn’t change computer interface to check he room status. If it is a valid request with enough guests’ information and there is enough room left, a confirmation is sent back. If there is not enough vacant room, hotel staff will ask if guest would like to wait a time or transfer to other hotels in the hotel group or alliance hotels. In order to transfer guest’s request, data flows from local database to the central server through local web server, then it is passed to another hotels database by web services interface.3.3 ImplementationToday there are lots of platforms that could provide capabilities to integrate different system and offer other features such as security and work load balancing. The two main commercial products are Java2 Enterprise Edition (J2EE) and . They offer pretty much the same laundry of list of features, albeit in different ways. We choose .NET platform as our programming environment, however, here we don’t advo cate which platform is better or not. Our target is to integrate these decentralized and distributed systems together. In fact, both of these platforms support XML and SOAP to accomplish our task.We use Microsoft Internet Information Services (IIS) as web server and Sybase database server. The firewalls separate the local networks from the public networks. This is very important from the security point of view. Each hotel of the group has a database server, an application server and a web server to deploy this multi-tier system that includes the user interface presentation tier, business presentation tier, business logical tier, and the data access tier. C# is adopted as the programming language for the core executable part. XML is the data exchange standard format.酒店管理系统集成服务1.简介人们普遍认为，网络服务角色在企业中无疑是重要的。

餐饮管理系统外文文献Introduction to Restaurant Management SystemsA restaurant management system (RMS) is a software application designed to help restaurant owners and managers with the day-to-day operations of the restaurant. The system significantly increases the efficiency of the staff, saves time, and improves the customer experience. An RMS can automate several tasks, including:•Reservations•Table management•Waitlist management•Online ordering and delivery•Customer relationship management (CRM)•Inventory management•Employee schedules and payroll management•Sales and revenue reportingA typical RMS consists of two parts: one is the front-end, which is the user interface for the restaurant staff, and the second is the back-end, which is the server-side application that stores the data and manages the various functions.Front-End Restaurant Management SystemThe front-end system comprises four primary modules:1. Point-of-Sale (POS)The POS module is the first point of interaction with the customer as it is where the customer places their order. The module can be a touchscreen or keyboard system with a graphical user interface (GUI), and it can process different forms of payment, including cash, credit card, and mobile wallet. Besides processing transactions, the POS module can also generate invoices, split bills, and apply discounts.2. Table ManagementThe table management module displays an overview of the restaurant's dining areas, including the number of tables and their occupancy status. The module allows the restaurant staff to allocate tables for new customers, and it can also manage table reservations and waitlists. In case of special requests from customers, such as high chairs or specific table locations, the staff can easily accommodate those requests through the module.3. Waitlist ManagementThe waitlist management module enables the restaurant staff to manage waiting times and queue lengths actively. The module can notify customers via text, phone, or email when their table is ready, reducing the time they need to wait physically in the restaurant.4. Online Ordering and DeliveryThe online ordering and delivery module is a website or mobile application where customers can order food and beverages for delivery or pick-up. The module can also include a loyalty program and a customer feedback system to improve the customer experience.Back-End Restaurant Management SystemThe back-end system comprises the following components:1. Customer Relationship Management (CRM)The CRM module builds customers' profiles, including their order history, preferences, and contact information. The module can send promotional emails and offers to customers and track their engagement.2. Inventory ManagementThe inventory management module is responsible for tracking the restaurant's food and beverage inventory. The module can generate low stock alerts and purchase orders to avoid stockouts. The module can also monitor waste and spoilage, reducing food costs and increasing profitability.3. Employee Schedules and Payroll ManagementThe employee schedules and payroll management module automatesemployee schedules and payroll processing. The module can generate employee schedules based on business volume and manage employee leave requests. The module can also calculate employee pay based on hours worked and tax deductions.4. Sales and Revenue ReportingThe sales and revenue reporting module generates financial reports, including daily sales reports, transaction reports, and revenue reports. The module can also provide insights into the restaurant's performance, such as revenue per table and revenue per employee.Conclusion:A restaurant management system is an essential tool for restaurant owners and managers as it improves the efficiency of restaurant operations, saves time, and improves the overall customer experience. RMS can automate several tasks, including reservations, table management, waitlist management, online ordering and delivery, CRM, inventory management, employee schedules and payroll management,and sales and revenue reporting. By using an RMS, restaurant owners and managers can improve the restaurant's performance and profitability.。

关于酒店效劳英文文献From：P. Kotler , J . Bowen , J . Makens. Marketing for Hospitalityand Tourism ( Third Edition) [M] . Upper Saddle River ,NJ : Pren2 tice - Hall ,2022.Marketing theory suggests that the premise is satisfied with customer loyalty, customer satisfaction, quality service from the customers on the quality of experience, so to develop a scientific and effective quality of service management strategy, to maintain quality and consistent service quality, as hotel companies to shape the core competitive service force the key.The hotel service quality and customer perceived service quality constitute.Hotels provide integrated accommodation, catering, recreational and business activities as one of the services, hotel services, quality of service they provide the features and characteristics combined. The reason why customer's hotel of choice sentiment in favor of because the hotel from the product characteristics to meet customer demand for a break or business interests, but also the characteristics of hotel services (Such as comfort and efficient) just to meet the customer service grades and grade requirements. Service products inseparability of production and consumption, determines the customers interaction with the staff to complete the hotel service features and characteristics (quality of service) experience: they are the appointed time and their related facilities within the room have a right to use the hotel at the same time feel service delivery service means, such as attitude, demeanor, work efficiency. The former is the result of the experience of hotel services, which is to obtain the results of the process of experience, the hotel service quality, including the results of quality and process quality in two parts. Customers measure of the quality of results are usually objective and manageable, because the rooms and other hardware facilities are visible, and its quality, the customer had been prior to use in accordance with national and industry standards are under control, while the process of the quality of hotel services is because it is In the hotel staff and customer interaction behavior and emotional interaction to generate, as measured by both subjective and complex, and therefore can not ignore the hotelservice quality management of service process quality management.And physical quality of the product a different formation mechanism, the hotel service staff and customers interact with a process related facilities, the hotel customers are facing is not "finished product", the hotel is not in production quality, but in the delivery and consumption generates. Hotel customers will be personally involved in the formation of the quality of service, and by comparing the expected service quality and body Inspection of service quality gap, the formation of the hotel's perceived quality of service. When the customer experience of the process and results of better quality than even more than expected level, the customer will be recognized service quality, and thus satisfactory performance, loyalty and repurchase. The quality of customer expectations of the hotel and hotel marketing, publicity, customer past experiences, word of mouth dissemination of mass And personal differences in such factors as the demand is closely related to the hotel manager by managing customer expectations should be to improve the perceived quality of service.2 The hotel service quality causes of the problem analysisFormation process from the hotel service quality point of view, the hotel quality hotel services, a series of internal decision-making and results of the activities: the management of customer expectations of cognitive resolved that the hotel will be the implementation of service standards; staff will be based on standards of service delivery to the customer service; Customer then according to their own perception of hotel service experience and outcome of the process of passing quality. The quality of the formation of links in one or more errors, it will lead to a decline in customer perceived service quality.First of all, if the hotel is not an accurate understanding of customer expectations of service, such as hotel managers do not realize that customers are networked, intelligent devices and electronic management needs, the hotel management had failed to attach importance to the effective management of front-line service, or to reflect "Customer is to reduce the lobby check-in and checkout time" customer expectations, will reduce the customer's perceivedservice quality, leading hotel management to improve the quality of service to other efforts, "come to naught."Secondly, if the hotel fails to address customer expectations of service quality standards for a right, even if the hotel was full and the customer expectations are accurate, also make the quality of service, "poles apart." Such as hotel occupancy rates managers often are most concerned about quality management are not given the highest priority; or hotel service quality standards set bias-oriented rather than focus on customer-oriented operations will reduce the customer's expectations. Another example is to reduce the cost of the hotel from time to time to replace simple counter, the food and beverage refrigerator, hotel management, bureaucracy led to front-line service staff views of quality of service standards do not get enough attention and so on, will cause the decline in the quality hotel services.Again, if the hotel management and poor supervision, the staff did not diligently enforce service quality standards, even if the quality standard of accuracy, the final quality of service would be "counterproductive." Example, ignore the service process management, quality management, lack of awareness of internal marketing to mislead the staff for the smiles and greetings as a task is completed; another example, human resources hotel source management is unable to periodic training of service staff awareness and skills to develop employee performance appraisal system and incentive policies, the lack of service quality evaluation indicators will result in lower quality hotel services.Finally, if the hotel's marketing, publicity and the actual provision of services to inconsistent service delivery process does not reflect the market, the promotion of communication quality of service standards, the hotel's service quality will "come to naught." Consider the hotel marketing department and service delivery due to lack of horizontal communication, the two sides went their own ways, such as foreign propaganda is only one day in advance you can book train tickets, but the real must be three days in advance, or the marketing department exaggerated, over-commitment, will cause the hotel services,features and characteristics of unable to meet target customer needs.3 Improving the quality of hotel service’ concept and strategyThrough the above-mentioned factors affecting the causes of hotel service quality analysis, combined with the characteristics of hotel business itself, you can explore ways to solve the following three aspects of the idea of hotel service quality issues.(A)Improving the quality of hotel services in the hotel business process to create a critical competitive advantage.The hotel's competitive advantage comes from superior quality of service, but it must be clear what kind of factors determine the quality of competitive advantage, is the result of the quality of hotel services, or process quality? Customers, "lobby in three minutes to clear arrival formalities," said satisfied with the reasons for not "settle" this result, but "three minutes" embodied in efficiency. Similarly, Mr. Chang is out of the hotel door Tong soon as the door, "Mr. Zhang, please take care," pleasantly surprised because the doors boy memorize customer names to their work. Hotel service is person to person service, quality of results usually have been written in the hotel industry standards for the management, and service can not form the differences between hotel companies, high-quality process of the quality of service can only come from experience, process quality is to create core competence Hotel force the key. To this end, the hotel managers should do the following work:First, establish a "process quality (rather than the quality of results) is a hotel lifeline" of the business concept in order to hotel contact with various service sectors focus on objects, and further refine the quality standard system and service program system to ensure that front-line employees pay more attention to service standards process, but also indicators of these processes should be the employee performance appraisal and reward or punish an important basis.Second, establish a "hotel employees are an important component of product" product concept, to urge the department of human resourcesmanagement, staff recruitment gateway to good publicity "hotel service is not everyone can do well for all the work, hotel staff must have the quality of services and skills, "this concept, through the implementation of training programs to maximize employee service concept and service skills, so that customers perceived service from the well-trained staff from the heart of service.Third, the establishment of external quality control mechanism, a "mystery shopper research method" to improve the process of hotel service quality. That is, from an external investigator (such as hotel star ratings a member of industry veterans, etc.) to ordinary customer's identity, experience the surveyed hotels, in a real environment for consumption in the perspective of a professional perception hotel contact with customers every step, and to their consumption experiences, feelings, evaluation and other information in order to "customer experience report" under investigation in the form of feedback to the hotel. Compared to the internal quality check with the hotel, "mystery shopper" survey closer to the real level of hotel service quality to enable managers to accurately grasp the status of hotel service quality process, thus take appropriate corrective measures to be improved.(B) Do a good job of marketing management is an important means of improve the quality of hotel services.Hotel services production, transmission and consumption, synchronization, making the hotel front-line employees automatically become a part-time marketing staff, marketing department is no longer a hotel the only sector to communicate with customers. And physical product marketing management and quality management of each separate and distinct, the hotel most of the marketing efforts and quality of service with the formation of synchronized in time and space: to satisfy customer needs a certain extent dependent on hotel quality of service real-time front-line staff, the same line excellent quality of service staff will also help hotels to carry out an external marketing. Therefore, we can think from a marketing point of view to further narrow the gap between the idea of hotel service quality. Should be clear, the relationship betweencharacteristics of the endogenous characteristics of the service, hotel marketing, not merely to seek new customers for the ultimate goal, the marketing department should also undertake and their customer relationship management functions. Marketing to attract the customer to the hotel, but whether these customers become regular customers, to a certain extent depends on the quality of service front-line employees. Therefore, marketing department should carry out customer satisfaction survey in due course to identify the reasons for customer dissatisfaction with the quality of hotel front-line staff to take corrective measures to maximize the maintenance of hotels and customer relations.Secondly, the hotel's marketing positioning ambiguity will cause marketing, advocacy, bias, and thus affect the hotel's grasp of the customer expectations and management. Hotels on the target market, the choice of the decision to develop service standards hotel orientation, if the marketing department in order to solve the short-term financial crisis easily change their position, it will reduce the target customer perceived service quality. Example, business hotels in order to reduce the vacancy rate and discounts to attract the general public trying to take tourists, so although we can not determine whether satisfaction with tourism consumers, but can be sure that the original expectations of business customers have been destroyed, they will be an opportunity to switch to competitors.Finally, the hotel management also must implement the internal marketing ideas. If you want to enable the frontline service employee customer satisfaction, then must ask the hotel's background (including support staff and management) to enable the work of front-line staff satisfaction. Because the customer needs of quality hotel services among the employees are an integral part of the manager must not lose sight of the demand for staff management. Internal marketing is a way to employees as internal customers of the management philosophy should be a hotel marketing management and service quality management an important tool.(C) By managing customer expectations to improve customer perceivedservice quality hotelCustomer service is expected to be offset by excessive feelings of their experience, to lower customer perceived quality. Discussed above are directed at how to improve the quality of customer experience started, here on an analysis to find ways to effectively manage customer expectations. As mentioned earlier, the customer is expected of the hotel services hotel information, past experience, word of mouth communication and customer needs and value function. "Hotel information" over the quality of risk management brought about by poor management resulting from the marketing, and customers, "past experience" and "word of mouth communication" two variables are based on the "have feelings", the customers would soon have to experience the quality of at least not lower than their own or other people "have feelings" to the quality, which requires hotels to be persistent to maintain and improve the quality of service. Managers should recognize that narrowing the gap between the quality of service is by no means a planning, nor is it a sport, but the hotel must persevere, continuous improvement of the strategic work. "Customer demand" variable will affect customer expectations. In common, the current customers increasingly strong demand for Web-based technology, traditional hotel building and the need to strengthen information management, and use of modern high-tech operation of the process of transforming itself to meet customer needs and expectations. It is worth pointing out that modern technology and hotel management can also be combined to form new productive forces, it can not only bring our customers faster and more convenient, personalized service and a wealth of real-time information, but also the hotel into the information age to enable hotels to the use of hi-tech service innovation is possible, particularly in the hotel marketing, quality management, equipment, intelligent control and so on.Another point of note is how to treat star hotel standards, which affect the customer expectations of "value" variable is closely related. The higher the hotel's star higher prices, customers are bound to hotel service qualityexpectations are high. If a three-star hotel with government departments, administrative intervention on the four-star rating, price increases, and customer service to the hotel is expected to also increase, but the original three-star level of service can not be on the four-star quality to satisfy customers expectations, the customer perceived quality will fall, thus lead to customer frustration and negative word of mouth will reduce the hotel occupancy rate, the hotel star to improve the short-term incremental revenues have been the inevitable follow-up to price-cutting promotions dilution, Hotels in the whole process not only more harm than good, but also paid the loss of corporate reputation and customer confidence in this heavy price.Final should be emphasized that, while many hotels have achieved ISO9000 quality certification, it is the quality standard ISO9000 certification, the hotel emphasizes person to person, face to face contact with services. On the one hand, employees are an important part of hotel products, and their behavior will enter the service quality evaluation system; the other hand, the hotel customers to buy is not the finished product, they will be personally involved in the formation of the quality of hotel services, hotel, after all, is not a simple result the product output, ISO9000 are not representative of all the hotel service quality management. Hotel managers must be clear: the quality of service in the whole management process, the hotel how to interpret the quality of service is not important, it is important how the quality of hotel service customers perceive.。

关于酒店的英文参考文献参考文献：1. Gu, M., Guo, H., Basinski-Ferris, J., & Li, H. (2020). Customer satisfaction in the hotel industry: A systematic review and critical synthesis. International Journal of Contemporary Hospitality Management, 32(8), 2450-2474.该研究对酒店行业的客户满意度进行了系统综述和关键综合。

研究通过对相关文献的综合分析，提出了客户满意度的定义、影响因素、评价指标和管理策略。

研究结果表明，服务质量、员工行为、设施设备、价格和地理位置是影响客户满意度的重要因素。

此外，研究还提出了一些管理措施和建议，包括提高员工培训、改进服务流程和促进客户参与等。

2. Lee, C. K., & Mills, J. E. (2020). Hotel revenue management: An overview and synthesis of the literature. International Journal of Hospitality Management, 86, 102399.该文综述了有关酒店营收管理的文献。

研究提出了酒店营收管理的定义、目标和关键组成部分。

同时，研究还综合了酒店营收管理的相关理论和实践，包括定价策略、容量管理、销售渠道管理和预测技术等。

研究认为，合理的酒店营收管理可以提高酒店的收入和利润，并增强酒店的可持续竞争力。

3. Kim, S., Park, J., & Morrison, A. M. (2019). Investigating the effects of online hotel reviews on consumers' decision-making: A social influence perspective. Journal of Travel Research, 58(2),215-230.该研究从社会影响的角度探讨了在线酒店评论对消费者决策的影响。

外文文献翻译原文及译文标题：酒店收益管理中动态客房分配的解决方法中英文2019文献出处：N. Aydin, S. I. Birbil[J]European Journal of Operational Research, Volume 271, Issue 116 , November 2018, Pages 179-192译文字数：4700 多字原文Decomposition methods for dynamic room allocation in hotel revenue managementN.Aydin，S.I.BirbilAbstractLong-term stays are quite common in the hotel business. Consequently, it is crucial for the hotel managements to consider the allocation of available rooms to a stream of customers requesting to stay multiple days. This requirement leads to the solving of dynamic network revenue management problems that are computationally challenging. A remedy is to apply decomposition approaches so that an approximate solution can be obtained by solving many simpler problems. In this study, we investigate several room allocation policies in hotel revenue management. We work on various decomposition methods to find reservation policies for advance bookings and stay-over customers. We also devise solution algorithms to solve the resulting problems efficiently.Keywords：Revenue management，Hotel，Capacity control，Decomposition methodsIntroductionHistorically, the airline industry played the steering role in revenue management (RM). Today, however, there is a wide range of applications in different industries with volatile demand, requesting fixed and perishable capacity (Kimes, 1989). Although the hotel industry is one of the typical application areas of revenue management, the research in this particular area lags behind the work produced for other service industries. In their recent work, Ivanov and Zhechev (2012) and Ivanov (2014) present a review of the methods proposed in the hotel RM literature and point out the gaps.In general, well-known airline RM techniques, such as booking control and pricing, can be applied to hotel RM problems. However, it is important to consider several constraints that are unique to hotel reservation systems. First, multi-day stays in hotels are quite common. While a flight itinerary includes, on average fewer than three legs, the number of nights a typical customer spends in a hotel can be a week oreven more (Zhang & Weatherford, 2017). Second, the demand process is different. Hotel customers may decide to stay longer and extend their reservation while they are staying in the hotel (Kimes, 1989). Third, airline customers generally make advance bookings but a number of hotel customers consist of walk-ins. Moreover, the early reservations in the booking interval are even allowed to cancel their bookings at no extra cost.In this paper, we focus on the room allocation decisions for a hotel. The optimal policy to accept or reject an arriving customer can be obtained by analyzing the stochastic nature of the customer arrival process. In hotel reservation systems, the customers are classified as the advance bookings, the stay-overs and the walk-ins. While the advance bookings make room reservations before they arrive at the hotel, the walk-ins show up without any reservation. The stay-overs are the customers who ask for an extension for their reservations during their stay in the hotel. Recently, hotel reservation systems have started offering extended stay as an option due to high customer demand (Tepper, 2015). For instance, Priceline (2017) and Hotwire (2017)present “add-a-night” and “add to your stay” options to their existing customers. The arrival process of the advance bookings and walk-ins are similar. The only difference is that the walk-in customers arrive after the reservation period ends. However, the stay-over requests depend on the accepted advance bookings. To simplify our notation, we ignore the walk-in customers and formulate our problem by considering the advance bookings and the stay-overs. Then, we explain how one can easily incorporate the walk-in customers to our proposed models. To the best of our knowledge, the dynamic model of stay-over customers in a network setting has not been previously studied in the literature.The research contributions in this paper come from the application and the analysis of two decomposition approaches. These are the day-based and the period- based decompositions. Our day-based decomposition is similar to the one proposed by Kunnumkal and Topaloglu (2010). We simplify their decomposition method and show that our proposed model provides a lower bound to their model. We set forth a dynamic model for the advance bookings and formulate a linear program for theproblem. The resulting model is then solved with the constraint generation method. We also propose alternate approximate models, which provide upper and lower bounds on the optimal expected revenue of the original model. To manage the stay- over requests, one needs to keep track of the number of reservations in each booking type. A day-based method, however, decomposes the network problem into independent days, and this decomposition approach causes loss of information on the number of customers in each booking type. Our solution to this hindrance is a period- based decomposition method, which is an extension of another approach recently proposed by Birbil, Frenk, Gromicho, and Zhang (2014). First, we focus on the single-day stay-over problem, as the request for an additional night is the most frequently realized stay-over case in real-life (Talya, 2016). Though our model is different than the one set forth by Birbil et al. (2014), we successfully build on their decomposition idea. Second, we consider the multi-day stay-over problem and present a two-period approximation, which combines the pair-based decomposition with the deterministic linear programming approach. In period one, we observe the reservation activity of the advance booking customers. In period two, we take into account the stay-over requests of the customers whose bookings have been accepted. To test the performances of the proposed decomposition approaches, we conduct simulation experiments and compare our results with those obtained by several well-known models from the literature. Our computational study indicates that the proposed decomposition approaches are apt to effective room allocation in hotel RM.Review of related literatureWe begin by reviewing the related work on hotel RM. Then, we summarize the decomposition approaches frequently applied to the network RM problems.Ladany (1976) works on a single-day stay model for a hotel with two types of resources. The aim of the model is to find an allocation policy to maximize the daily expected revenue. He develops a dynamic programming formulation and obtains the decision policy for each resource. Williams (1977) works on the single-day stay model during the peak demand period. In this model, he assumes that demand arrives from three different sources: the stay-overs, the reservations and the walk-ins. Hecomputes the reservation policy for each customer type by comparing the costs of underbooking and overbooking. Bitran and Leong (1989) focus on the multi-day problem by considering the walk-in and stay-over requests. They model the multi-day reservations as a series of independent, single-day reservations. Bitran and Mondschein (1995) develop a dynamic programming model for a single-day stay problem with multiple products. Since the resulting model is computationally intractable for the real size problems, they utilize several heuristics when searching for the optimal allocation policy. Weatherford (1995) focuses on the effect of the length of stay. He proposes a heuristic method based on a static model and compares this method with the other booking policies developed for the single-day stay problems. Bitran and Gilbert (1996) work on a single-day stay and single-room problem. They assume that during the service day, three types of customers show-up: the customers with guaranteed reservations, the customers with reservations and the walk-ins. They develop a dynamic model and propose a heuristic method to obtain the room allocation policy. Baker and Collier (1999) extend the study of Weatherford (1995) as well as the work of Bitran and Mondschein (1995) by allowing cancellations, overbooking and stay-overs. They develop two heuristics that integrate overbooking with the capacity allocation decisions. They compare the performances of these heuristics against the other booking control policies in the literature. Through this comparison, Baker and Collier (1999) discuss the advantages of each policy under different operating environments.Later studies focus on multi-product and multi-day stay problems. Chen (1998)presents a general formulation for a deterministic problem and discusses that it can be transferred to a network flow problem. Moreover, he shows that the optimal solution of the linear program is always integral. Goldman, Freling, Pak, and Piersma (2002) propose deterministic and stochastic linear programming models to find the nested booking limits and the bid prices for the multi-day stay problem. They follow the work of Weatherford (1995) to develop the deterministic model. For the stochastic model, they extend the work of De Boer, Freling, and Piersma (2002)on the airline revenue management problem. However, unlike the models proposed by Weatherford(1995) and De Boer et al. (2002), they use the booking control policies over a rolling horizon of decision periods. Lai and Ng (2005) work on a stochastic programming formulation for a multi-day stay problem. They apply robust optimization techniques to solve the problem on a scenario basis. They also consider the risk aversion of the decision maker and use the mean absolute value to measure the revenue deviation risk. Koide and Ishii (2005) work on the optimal room allocation policies for a single- day stay by considering the early discounts, the cancellations and the overbookings. They examine the properties of the expected revenue function and show that it is unimodal on the number of allocated rooms for early discount and overbooking. As with Lai and Ng (2005), Liu, Lai, and Wang (2008) present revenue optimization models for a multi-day stay problem by considering the revenue risk. They propose a stochastic programming model with semi-absolute deviations to measure the risk. Guadix, Cortes, Onieva, and Munuzuri (2010) present a decision support system for forecasting and room allocation decisions. They work on the deterministic and stochastic programming models by considering group arrivals. The proposed decision support system integrates these models for room allocation and pricing decisions. Nadarajah, Lim, and Ding (2015) study dynamic pricing policy for a single type of room by considering the multiple day stays. Since the resulting model is computationally intractable, they propose pricing heuristics based on fluid approximation and approximate linear programming. They analyze the properties of the pricing policy under the peak demand.The solution approaches considered in this study build on the literature on decomposition methods in network revenue management. The output of a decomposition method is used to construct various capacity controls, such as bid- prices and nested booking limits. Adelman (2007) develops an approximation method to compute the dynamic bid prices. He first formulates the network problem as a dynamic model, which suffers from the curse of dimensionality. Thus, he derives a standard linear program by approximating the dynamic programming value functions. This approach provides an upper bound on the optimal expected revenue. Zhang (2011) proposes a nonlinear, non-separable approximation to the dynamicprogramming model that leads to a tighter upper bound. Topaloglu (2009)focuses on a Lagrangian relaxation method to decompose the network problem into many single capacity problems. Erdelyi and Topaloglu (2009) work on the overbooking problem in an airline network and develop separable approximations to decompose the problem by individual flights (legs). This approach constructs capacity dependent bid prices. However, it becomes quite difficult to compute the value functions for each leg as the size of the problem increases. To reduce the computational burden, Kunnumkal and Topaloglu (2011) develop a stochastic approximation algorithm that provides a set of capacity independent bid prices. In this approach, they formulate the total expected profit as a function of the bid prices and use stochastic gradients to obtain a good bid price policy. Recently, Kunnumkal and Topaloglu (2010) propose a new leg- based decomposition method for the airline revenue management problems that involve the customer choices. In this method, they first allocate the revenue of each itinerary among the legs covered by the itinerary. Then, they define a penalty term to incorporate the network effect. They view the revenue allocations and the penalty terms as decision variables, and use subgradient search to find the optimal solution. Although this solution approach is manageable in small size networks, it can be impractical for the problems of substantial size networks. Hotel network revenue management problems are also tackled with the decomposition methods. Zhang and Weatherford (2017) work on a dynamic pricing problem. They generalize the approximation method of Zhang (2011) and decompose the problem into independent single-day problems by approximating the value functions with nonlinear non- separable functions. They test the proposed approach by using the data from a hotel. Aslani et al. (2013) also propose a decomposition method for a pricing problem in hotel revenue management. They develop an approach to estimate the effective arrival rate for each day by considering the stock-outs and the customer losses due to high price levels. They decompose the network problem into single- day subproblems by using these daily arrival rates. Our study has several distinguishing features compared with the earlier work. To begin with, we focus on the multiple day problem and propose several decomposition methods to attack theproblem. In particular, our aim is to find a dynamic capacity allocation policy that takes into account the advance bookings and the stay-over customers. We first study advance bookings and propose day-based decomposition methods. We work on a fare-allocation strategy where the reservation fares are allocated on day basis depending on the time of the booking. Our method is based on dynamic programming formulations for the single-day revenue management problems, hence it can capture the temporal dynamics of the reservation requests more accurately compared with the static models. We also present alternate solution methods to improve the computational time for the large-scale problems. Later, we study stay-over requests in hotel RM and propose a pair-based dynamic programming method. To the best of our knowledge, the dynamic model of stay-over customers in a network setting has not previously been studied in the literature. We also discuss the applicability of the proposed models to several cases, such as late checkout and overbooking. Finally, our computational experiments demonstrate that the proposed methods can generate significantly higher profits than the well-known benchmarks in the literature. The performance gaps are especially significant when the daily hotel capacity is tight and the stay-over probability is high. In addition, day-based decomposition methods perform significantly better when the hotel controls the fares on a per-day basis and does not offer discount for long-term stays.ConclusionIn this study, we work on the dynamic room allocation problem in hotel revenue management. Due to the complexity of this problem, we concentrate on several approximation methods. We analyze the structural properties of the problem and present day- and pair-based decomposition approaches that can handle the walk-in and the stay-over customers. First, we work on the day-based decomposition methods. Day-based decomposition generates independent subproblems for each day and, hence, it cannot store the number of reserved rooms for each product. Therefore, incorporating the stay-over customers becomes a challenge. In the second part, we work on the stay-over extension. To the best of our knowledge, the dynamic programming model that includes the stay-over customers has not been proposed inthe literature before. We first focus on the single-day stay-over problem. By extending the work of Birbil et al. (2014), we propose a solution method. Second, we consider the multi-day stay-over problem and present a two-period approximation, which combines the pair-based decomposition with the deterministic linear programming. We conduct a thorough computational study and investigate the performances of our proposed models along with some well-known approaches used in the literature. Our computational experiments indicate that the proposed policies perform well. The performance gaps are especially significant when the hotel’s daily capacity is tight and the stay-over probability is high.As we mentioned in Section 5.2, our stay-over models can be extended to several other applications in hotel RM. Recently, hotel reservation systems have started to offer late checkout option to their customers. Late checkout requests can be considered as a special case of stay-over problem where the customers can extend their stay until the allowed time specified by the hotel. Following the same construction as for the stay-over model, we can obtain the reservation policies for late checkouts. Another important issue in hotel revenue management is overbooking. Similarly, the overbooking option can be incorporated in the multi-day stay-over model and it can also be solved in two stages. However, it is important to note that preallocating the hotel capacity to even more pairs and determining the individual overbooking limit for each pair may poorly affect the control of hotel capacity network-wide. Incorporation of the overbooking option is a potential topic for future research.译文酒店收益管理中动态客房分配的解决方法摘要长期住宿在酒店行业中很常见。

IntroductionHotel management is a complex and multifaceted process that requires careful planning, organization, and coordination. With the increasing competition in the hotel industry, effective management is crucial for ensuring customer satisfaction, profitability, and sustainable growth. This document aims to provide a comprehensive overview of a hotel management system, highlighting key aspects such as organization structure, departmental functions, and operational procedures.I. Organization Structure1. General Manager: As the highest-ranking executive, the General Manager is responsible for overseeing the overall operations of the hotel, including strategic planning, financial management, and ensuring compliance with local regulations.2. Departmental Managers: Reporting to the General Manager, departmental managers are responsible for the day-to-day operations of their respective departments, such as Front Office, Housekeeping, Food and Beverage, and Human Resources.3. Staff Members: The backbone of the hotel, staff members perform various tasks to ensure smooth operations, including receptionists, housekeepers, chefs, waiters, and security guards.II. Departmental Functions1. Front Office: The Front Office is responsible for customer check-in, check-out, reservations, and handling inquiries. Key functions include managing room assignments, handling billing, and ensuring guest satisfaction.2. Housekeeping: Housekeeping is responsible for maintaining the cleanliness and quality of guest rooms and public areas. Functions include room cleaning, laundry, and ensuring compliance with health and safety standards.3. Food and Beverage: The Food and Beverage department is responsiblefor providing quality dining and beverage services to guests and eventattendees. Functions include managing restaurants, bars, and banquet halls, as well as catering services.4. Human Resources: Human Resources is responsible for recruiting, training, and managing the hotel staff. Functions include developing and implementing HR policies, managing employee benefits, and ensuring compliance with labor laws.III. Operational Procedures1. Check-in/Check-out Process: Guests are required to present a valid ID and payment method upon check-in. The Front Office staff will assign a room, provide room keys, and handle billing. Upon check-out, guests must return room keys and settle any outstanding charges.2. Room Service: Guests can order room service by contacting the Front Office. The Food and Beverage department will prepare and deliver the requested items to the guest's room.3. Security: The hotel employs a dedicated security team to ensure the safety and security of guests and property. Security measures include patrolling the hotel premises, monitoring access points, and responding to emergencies.4. Maintenance: Regular maintenance is essential to ensure the hotel's facilities and equipment are in good working condition. Maintenancestaff are responsible for conducting routine inspections, repairing issues, and ensuring compliance with safety standards.IV. Customer ServiceCustomer satisfaction is a top priority in hotel management. To achieve this, the following practices should be implemented:1. Staff Training: Regular training programs should be conducted to enhance staff skills, knowledge, and customer service abilities.2. Feedback Collection: Guest feedback should be actively sought and analyzed to identify areas for improvement.3. Continuous Improvement: Based on feedback and performance metrics, the hotel management should strive for continuous improvement in all aspects of operations.ConclusionAn effective hotel management system is essential for ensuring smooth operations, customer satisfaction, and profitability. By implementing a well-structured organization, clear departmental functions, and operational procedures, hotels can achieve their goals and maintain a competitive edge in the industry. Continuous improvement and a focus on customer service will further enhance the hotel's reputation and ensure long-term success.。

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