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近年来,绿海大厦在新一届领导班子的带领下,以优质服务为基础,严格管理为手段,大胆改革为动力,创造品牌为目的,转换机制,严格管理,取得了翻天覆地的变化。年收入由原来的不足400万元.增加到1500万元,入住率由原来的40%上升到85%,并先后荣获中国绿色饭店、哈尔滨特级饭店等十几项殊荣。我们在实践中的主要做法是:一、加大宣传力度,树立绿海品牌。几年来.绿海大厦以各大报刊、电视台、广播电台为媒体.不断加大宣传力度.树立绿海品牌,成立绿海会员俱乐部.以电话拜访为主.实行会员优惠制,达到全省无盲点的宣传面。多次组织人员参与省电视台、哈尔滨电视台节目的录
In recent years, under the leadership of the new leadership team, Greensea Plaza has made tremendous changes under the guidance of excellent service, strict management as a means, bold reform as a motive force, brand creation as a goal, transformation mechanism and strict management. The annual income from the original less than 4 million yuan to 15 million yuan, the occupancy rate from the original 40% to 85%, and has won the China Green Hotel, Harbin, a dozen premium hotels and other awards. Our main practice in practice is: First, step up publicity, establish a Green Sea brand. Over the past few years, the Green Sea Building to major newspapers, television stations, radio stations for the media continue to step up publicity to establish a Green Sea brand, the establishment of the Green Sea Club members. The main telephone visit. The implementation of membership concessions, to the province without Blind dot propaganda surface. Many times to organize personnel to participate in the provincial television station, recorded in Harbin television programs