是什么因素影響了酒店市場(chǎng)營(yíng)銷實(shí)施？
1.計(jì)劃脫離實(shí)際
    酒店?duì)I銷戰(zhàn)略和營(yíng)銷計(jì)劃通常是由上層的專業(yè)計(jì)劃人員制定的，而實(shí)施則要依靠營(yíng)銷管理人員，由于這兩類人員之間往往缺乏必要的溝通和協(xié)調(diào)，而導(dǎo)致下列問(wèn)題的出現(xiàn)：
   （1）酒店專業(yè)計(jì)劃人員只考慮總體戰(zhàn)略而忽視實(shí)施中的細(xì)節(jié)，結(jié)果使計(jì)劃過(guò)于籠統(tǒng)或流于形式。
   （2）專業(yè)計(jì)劃人員往往不了解計(jì)劃實(shí)施過(guò)程中的具體問(wèn)題，使所定計(jì)劃脫離實(shí)際。
   （3）因?yàn)闋I(yíng)銷管理人員并不完全理解需要他們?nèi)?shí)施的戰(zhàn)略，所以在實(shí)施過(guò)程中經(jīng)常遇到困難。
   （4）計(jì)劃人員和營(yíng)銷管理人員沒(méi)有充分的交流與溝通，導(dǎo)致他們相互對(duì)立和不信任。
    現(xiàn)在，許多酒店已經(jīng)認(rèn)識(shí)到，不能光靠專業(yè)計(jì)劃人員營(yíng)銷人員制定計(jì)劃。正確的做法應(yīng)該是讓計(jì)劃人員協(xié)助營(yíng)銷人員制定計(jì)劃。因?yàn)闋I(yíng)銷人員比計(jì)劃人員更了解實(shí)際，讓他們參與酒店的計(jì)劃管理過(guò)程，會(huì)更有利于酒店?duì)I銷戰(zhàn)略的實(shí)施。
2.長(zhǎng)期目標(biāo)與短期目標(biāo)矛盾
    營(yíng)銷戰(zhàn)略通常著眼于酒店的長(zhǎng)期目標(biāo)，涉及今后三至五年的經(jīng)營(yíng)活動(dòng)，但通常是根據(jù)實(shí)施這些戰(zhàn)略的營(yíng)銷人員的短期工作績(jī)效，如銷售量、市場(chǎng)占有率或利潤(rùn)率等指標(biāo)來(lái)對(duì)他們進(jìn)行評(píng)估和獎(jiǎng)罰的。因此，營(yíng)銷人員常選擇短期行為。目前，許多公司都在尋求和采取適當(dāng)措施，克服這種長(zhǎng)期目標(biāo)與短期目標(biāo)之間的矛盾，以求兩者的最佳協(xié)調(diào)。
3.因循守舊的惰性
    酒店設(shè)計(jì)形象當(dāng)前的經(jīng)營(yíng)活動(dòng)往往是為了實(shí)現(xiàn)既定的戰(zhàn)略目標(biāo)而進(jìn)行的，新的戰(zhàn)略如果不符合酒店的傳統(tǒng)和習(xí)慣就會(huì)遭到抵制。新舊戰(zhàn)略的差異越大，實(shí)施新戰(zhàn)略可能遇到的阻力也就越大。要想實(shí)施與舊戰(zhàn)略截然不同的新戰(zhàn)略，常常需要打破酒店傳統(tǒng)的組織機(jī)構(gòu)和供銷關(guān)系。
4.缺乏具體明確的實(shí)施方案
    實(shí)踐證明，有些戰(zhàn)略計(jì)劃之所以失敗，是因?yàn)橛?jì)劃人員沒(méi)有制訂出明確面具體的實(shí)施方案。許多酒店面臨的困境，也是因?yàn)槿狈σ粋€(gè)能夠使酒店內(nèi)部各有關(guān)部門協(xié)調(diào)一致作戰(zhàn)的具體實(shí)施方案。
    酒店的高層決策和管理人員必須制定詳盡的說(shuō)話時(shí)方案，規(guī)定和協(xié)調(diào)部門的活動(dòng)，編制詳細(xì)周密的項(xiàng)目時(shí)間表，明確各部門經(jīng)理應(yīng)擔(dān)負(fù)的責(zé)任。只有這樣，酒店?duì)I銷戰(zhàn)略的實(shí)施才有保障。
   
What factors affect the implementation of the hotel marketing?
(1) plan is divorced from reality
    Hotel marketing strategy and marketing plan is usually developed by the top of the professional planners, and implementation will have to rely on the marketing and management personnel often lack the necessary communication and coordination between these two types of personnel, which led to the emergence of the following questions:
   (1) the hotel's professional planners only consider the overall strategy to ignore the implementation details of the results of the scheme is too general or a mere formality.
   (2) professional planners often do not understand the specific issues in the implementation process, the plan is divorced from reality.
   (3) marketing managers do not fully understand the need to implement the strategy in the implementation process often encountered difficulties.
   (4) planning and marketing management personnel exchanges and communication, resulting in their mutual antagonism and distrust.
    Now, many hotels have recognized that professional planners can not rely on marketing plan. The correct way is to allow program staff to assist in the marketing plan. Marketing staff more than the planners to understand the actual, so that they participate in the hotel program management process will be more conducive to the implementation of the marketing strategy.
(2) long-term goals with short-term goal of contradictions
    Marketing strategies typically focus on the long-term goal of the hotels involved in business activities for the next three to five years, but is usually based on the implementation of these strategies marketing of short-term job performance, such as sales, market share, profitability and other indicators of their evaluation and reward and punishment. Therefore, marketers often choose short-term behavior. Currently, many companies are looking for and to take appropriate measures to overcome the contradiction between the long-term goals and short-term goals, with a view to the best coordination between the two.
(3) following the beaten track of inert
    The hotel's current business activities are often carried out in order to achieve the set strategic objectives, the new strategy, if not in line with the traditions and habits of the hotel will be a boycott. The bigger the difference of old and new strategy for the implementation of the new strategy that may be encountered resistance greater. In order to implement a new strategy very different from the old strategy often need to break the traditional hotel organization and vendor relationships.
(4) lack of a specific implementation plan
    Practice has proved that the failure of some strategic plan because the plan did not work out the clear surface of a specific implementation plan. The difficulties faced by many hotels, but also because of the lack a hotel within the relevant departments coordinated combat the specific implementation plan.
    The hotel's high-level decision-making and management must develop a detailed talk programs, regulation and coordination of sector activities, the preparation of a detailed and thorough project schedule, clear each department manager responsibilities. Only in this way, the implementation of the hotel marketing strategy is guaranteed.