近期，DB采访了广州白云机场铂尔曼大酒店业主代表袁琼女士。从事酒店行业二十余年，袁琼女士与酒店早已有割舍不断的感情。今天，DB有幸聆听她与酒店一路成长的故事。期间，袁琼女士还分享了她对酒店未来发展的看法以及计划。
Recently, DB spoke to Anna Yuan, owners’ representative of Pullman Guangzhou Baiyun Airport. Having worked in the hotel industry for more than 20 years, Ms. Anna is inextricably interwoven with the hotel industry. Luckily enough, DB was able to listen to her story and experience with the hotel. In addition, she also shares her views and talks about the plans on the future development of Pullman Guangzhou Baiyun Airport.

DB：基于您对酒店业的长期了解，相比于市中心其他同类档次的酒店，广州白云机场铂尔曼大酒店拥有的优势在哪？ Based on your understanding of the hotel industry, how do you think of the advantages of Pullman Guangzhou Baiyun Airport, compared to other similar hotels in the city center?
 酒店的优势主要看地理位置，我们酒店的优势便是靠近白云机场。对比整个本地市场，这是我们最得天独厚的优势
The advantages of hotels mainly depend on location. Pullman Guangzhou Baiyun Airport is close to Guangzhou Baiyun International Airport, which is its major advantage.

DB：白云机场现在已经是国际机场，酒店是如何应对这巨大的旅客吞吐量的？How does Pullman Guangzhou Baiyun Airport deal with the large passenger throughput since Baiyun Airport became an International Airport?
白云机场的旅客吞吐量每年都在变化。从2007年到现在，旅客吞吐量从2500万增加到6500万，但周边酒店客房供给量却成十倍增长，从1600间客房增长到现在的接近12000间，并且还在持续增加。根据市场航线安排，找准旅客目的地，以及掌握旅客入住时间规律，都能及时调整酒店销售方向，达到将旅客吞吐量转变为酒店顾客量的目标。
From 2007 to now, as the passenger throughput has increased from 25 million to 65 million, the total number of supplied hotel rooms in the surrounding area has increased ten-fold, from 1600 rooms to nearly 12,000 now, and it continues to increase. To adjust the marketing strategy of the hotel and successfully transit the passenger throughput into our real customers, we need to understand the airline route layout, identify the destination of passengers, and master the regularity of passengers’ check-in time.

DB：您在酒店行业几乎担任过所有的职位，精通各个部门的工作和业务。您如何从这些工作经验中获益并运用于后来的岗位中？You have held almost all the positions in the hospitality industry, specializing in the work and business of each department. How do you benefit from these work experiences and consequently apply them to your later positions?
酒店的干部基本每三年会有工作变换。这种培养方式给我带来很多学习机会，让我熟悉和了解酒店不同职位的运作。从2007年来到酒店以后，我接触过统筹，运营管理和市场营销等工作，所以对酒店业务比较熟悉。当接触过不同岗位后，我们就会懂得设身处地的站在对方的角度去考虑问题。那么业主到底改管什么？其实我就是从事前（预算与对标）、事中（监督与控制）、事后（审计与奖惩）三个不同阶段进行有效管控。只要几个关键节点把握好的话，管理公司和业主公司就能够很好地融合在一起进行管控，酒店业绩提升也就是自然的事情了。
Basically, the staff cadres in the hotel will shift to a new job every three years. Such training has brought me a lot of learning opportunities and allowed me to reach different positions in the hotel. Since coming to the hotel in 2007, I have been involved in coordination, operations management and marketing, so I am familiar with hotel business. Once we get to know different jobs, we will learn how to think about problems from the standpoint of each other. Therefore, I perform my duties in three aspects including: preparations beforehand (budget and benchmark), measures during the process (supervision and control) and afterwards (supervision and control). If we can keep every aspect running well, then the management company and the owners will get on well with each other and perform better.

DB：因为您所在的管理公司通常是国外的，您会觉得存在文化差异吗？Do you think there are cultural differences when you are in the management companies, which are usually foreign companies?
因为在做市场销售工作时跟中外客户接触比较多，所以我不会觉得有太大差异。在酒店不同岗位工作过之后，我更加能够理解他们所提的需求。其实只要注意日常的多沟通，文化差异的问题就一定能得到解决。
Actually, I have been doing the marketing sales for a long time, which means I have met lots of customers from home and abroad. So I don’t feel much difference culturally. After working in different positions in the hotel, I was able to better understand their needs. As long as we pay attention to daily communication, the problem of cultural differences can certainly be solved.

DB：目前各大酒店都在提倡女性领导力，您认为自己在这个领域有何贡献？作为一名女性高管，在酒店的管理策略上您有什么新的见解吗？At present, many hotels are advocating for female leadership. Do you think that you have made contribution in these fields? As a female executive, do you have any new ideas about the hotel management?
贡献谈不上。但作为女性，在这个行业中可能比男性要付出的更多，酒店行业的性质决定必须更多的操心。从事酒店行业20多年给我的感受是，酒店作为服务行业提供的细致入微的服务，女性在服务方面更有独特的优势，其细心、敏感、洞察力强，更适合做这项工作。
As women, working in hospitality industry means we have to pay more efforts than men and be more considerate due to the nature of the hotel industry. Engaging in the hotel industry for more than 20 years, I totally appreciate the meticulous service provided by the hotel. In this case, I think the biggest difference between women and men is that women possess more insights and a more sensitive and careful personality in handling things.

DB：您对酒店的未来发展有什么看法？What are your thoughts on the future development of Pullman Guangzhou Baiyun Airport?
广东省提出了建设民航强省，未来广东省机场将是5+4布局，离广州近的有佛山，增城机场的计划，按照机场集团的定位，每一个机场都有一个空港产业园，每个空港产业园里面将会有一个酒店，这是我们业主方的发展努力方向。随着T2航站楼启用，白云机场旅客量会有大幅提升，预计到2020年接近9000万，这么高的旅客吞吐量势必会给酒店业带来机遇和挑战，我们的前路任重而道远。
Government of Guangdong province proposes to construct Guangdong as a powerful civil aviation province. In other words, the pattern of airports in the future will become 5+4. Consequently, new airports are going to be built in Guangzhou, such as Foshan and Zengcheng Airport. In accordance with the positioning strategy of the Airport Group, each airport will be connected with an airport industrial park as well as a hotel in it. With the opening of the T2 Terminal, there will be a significant increase in passenger throughput at Baiyun Airport, and it is expected to approach 90 million by 2020. This high passenger throughput is bound to bring opportunities and challenges to the hotel industry. Thus, we still have a long way to go.

DB：您在酒店行业打拼了二十几年，您对其拥有怎么样一种感情？You have worked in the hotel industry for more than twenty years. How do you feel about your work?
初到铂尔曼酒店任职时，酒店业绩未如理想。所以管理公司向集团报告，希望集团找一个熟悉整个客源市场的人。于是集团就把我派过来。领导对我的信任，让我有一种神圣的使命感要去把酒店做好。经过两三个月的时间调整市场，把原来的客户组织起来，制定优惠政策，慢慢酒店发展起来。然后一直到2012年我离开任职机场集团酒店管理公司市场营销总监时，酒店的年入住率大概是百分之九十。当然这也归功于航空公司不断地发展航线，扩大他们的市场，才给我们带来源源不断的客源。这几年中，我还是兼任铂尔曼的销售总监，负责酒店的大客户，继续为铂尔曼的发展尽一份力。对于酒店业，我是热爱并全情投入的。
When I came to Pullman Guangzhou Baiyun Airport, the business was below performed.So, the management company wrote a report to the head office and hoped to find a person that was familiar with the entire source market. Therefore I was assigned to the hotel. I felt it was a sacred mission for me since the leaders put so much trust in me. In about two to three months, we slowly adjusted the source market by organizing the original customers and gradually the hotel developed. Before I left in 2012, the hotel’s annual occupancy rate was about 90%. Of course, this was also thanks to the continuous development of airline routes of Baiyun Airport, which brought to the hotel a steady stream of customers. In the past few years, I still served as the sales director of Pullman, responsible for the hotel’s major customers, and continue to contribute to the development of Pullman.

DB：您在酒店行业工作了二十几年，遇到困难或者挑战的是怎么应对的？You have worked in the hotel industry for two decades. What difficulties or challenges have you encountered and how did you deal with them?
我不习惯设定目标,但是一旦选择了，就会坚持下去。很多时候遇到困难，我不会逃避，而是通过我的人际关系，通过身边的人或领导的帮助解决问题。因为做了这一行，所以我喜欢这份工作，而不是因为喜欢这份工作才去做。所以，有的时候遇到困难，我觉得对个人是一种挑战和经验。
Although I don’t always set goals for myself, once I do, I will stick to them. I do not want to escape when I have troubles, instead I will solve it with the help of other people or my leaders. Sometimes difficulty is a challenge to individuals, which will turn out to be good experience.

DB：您怎么看待专门去培养某一部分的人才这种做法？How do you think of the training methods that cultivating talents in particular fields?
如果按我的角度，我更愿意看到每个人能去各个岗位历练一番。这样他们思考的问题会更全面，单纯的在一个岗位培养而没有接触其他的选择，还是有一些局限，因为随着职务提升，他要从宏观的角度去把控市场，做好酒店管理。
From my point of view, I would rather let everyone go through various positions. By doing so, they will think about problems more comprehensively. If we train them in one particular position, it will ultimately restrict their development if they want to get promote, which requires them to control the market from a macro point of view.