The water conservancy staff in Shandong Province, together with the Haijiang Hotel, have built their operations around the core of water management. Through continuous optimization and leveraging the advantages of human resources, financial support, and material assets during the deepening of reforms, they have successfully expanded their business scope and achieved remarkable outcomes.
One key aspect of this transformation has been changing mindsets and enhancing market awareness. By redefining enterprise management, the organization has encouraged innovative thinking and a more proactive approach to competition. Over the years, employees have come to understand that water management units are not just public institutions but also operating enterprises. They are now actively adapting to the development of the market economy, stepping into society, and seeking survival and growth. This shift was supported through various training programs, including business classes and workshops, which provided employees with valuable learning opportunities, improved their understanding, and broadened their knowledge base. These efforts have contributed significantly to the company’s development and success.
In just three years, the hotel has welcomed over 60,000 guests, hosted 300 conference groups, and maintained an annual room occupancy rate of 40%, successfully meeting its targets.
To strengthen internal management and improve work quality, the hotel has focused on several key areas. First, it has emphasized leadership and strategy to create a positive and collaborative working environment. By addressing the issue of uneven staff quality, the hotel has fostered a culture of unity, hard work, and mutual support. Employees have come to view the hotel as a harmonious family where everyone works together for common goals.
Second, the hotel has actively engaged with the competitive market. With numerous hotels and guesthouses in the area, Haijiang Hotel has conducted thorough analyses and positioned itself effectively. By collaborating with competitors and focusing on shared benefits, it has managed to maintain a strong market presence and achieve excellent results.
Third, the hotel has continuously improved its rules and regulations to ensure scientific and systematic management. It has implemented policies such as "Staff Ethics Standards," "Employee Code of Conduct," "Job Responsibilities," and others. These guidelines have been refined over time based on practical needs, ensuring smooth coordination between departments and reducing internal conflicts.
Fourth, the hotel has expanded its service range to boost overall benefits. It has transitioned from traditional guest house management to a broader hotel and event management model, offering services such as room service, conference support, private room rentals, and security. In addition to individual customers, it has targeted meetings and training sessions within the water conservancy system and other sectors. The hotel has also increased long-term rental rates and added new facilities like a retail store and a call center to capture more business opportunities.
Finally, the hotel has embraced a multi-business model, shifting from accommodation and dining to comprehensive services, including multi-purpose venues and event equipment. It has moved from administrative control to performance-based and contract management, ensuring greater efficiency and flexibility in operations.
Through these efforts, Haijiang Hotel has become a successful example of how strategic transformation and continuous improvement can lead to sustainable growth in a competitive environment.
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