夜场管理（Performance management）.docVIP

夜场管理（Performance management） The hotel, general manager of the KTV report (a) I am the general manager of **KTV, the chairman of the board and the headquarters of the * * * * under the leadership, led by KTV, the hotel staff to complete the corporation to develop management index, jointly improve the KTV Hotel, service quality, management level and economic benefits. Establish the hotel management plan, development plan and management policy of KTV, KTV, and make the management target of hotel and hotel, and direct the implementation. A XX holiday club since its opening, affected by various factors, the business situation is not optimistic, the formulation of the 2004 year development planning and management policy is around to improve the operating conditions of the 2004 club to determine the basic food, Western-style food, room three big business as the focus, with clubs, swimming pool and other facilities, strengthen the marketing and refine the service, improve the production, so as to improve the overall profitability of the hotel, KTV Hotel, KTV basic operating principle. In 2004, the clubs original plan revenue was 37 million 90 thousand and 400 yuan, and the actual income was 23 million 296 thousand and 500 yuan, with a completion rate of 62.81%. Excluding the impact of Chinese food revenue, the club planned revenue of 1613.40 yuan, the actual income of 1648.69 yuan, the completion rate of 102.19%. Among them, the western food plan revenue of 4 million 10 thousand yuan, the actual income of 4 million 362 thousand and 900 yuan, the completion rate of 108.8%, room plan income of 11 million 860 thousand yuan, the actual completion of 11 million 450 thousand yuan, the completion rate of 96.5%. In order to promote housing and promote consumption, the club mainly adopts the following measures to ensure sustained growth in management: 1, the housing guests added a free swimming project on business rooms launched a monthly housing accumulated over five free swimming