作者：Guifeng Mountain Scenic Area 发布时间：2025-07-05 09:51 阅读量：18
Improve work style and enhance quality and efficiency
Guifeng Mountain Scenic Area actively promotes the "Frontline Work Method"
In order to thoroughly implement the work requirements of the "Year of Service Quality Enhancement", break down barriers and directly address pain points, Guifeng Mountain Scenic Area has been actively practicing the "Frontline Work Method" in recent days. It has organized all members of the leadership team and middle-level managers to go down to the service sites of various points and lines in the scenic area. With the hard-hitting measures of "discovering problems at the frontline, forming decisions at the frontline, and implementing rectifications at the frontline", Open a new chapter of improving the quality and efficiency of scenic area operation and reception services.
01
In-depth research
Anchor the targets for product and service upgrades
In response to the related issues exposed during the peak flower-viewing season, the management of the scenic area conducted in-depth service experience inspections and research in key areas such as the tourist center, core scenic spots, transportation hubs, and commercial areas throughout the entire process. At the tourist center, the task force took "the first impression of tourists" as the entry point, conducted item-by tests on the stability of the ticketing system, the efficiency of consultation services, the comfort of the rest area, etc., and collected on-site feedback on service details from the staff. In densely populated tourist areas such as the lower station of the cable car and the Rhododendron Expo Garden, the "walking through the process" approach is adopted to simulate the tourist movement lines. The focus is on checking the clarity of the guide signs and the completeness of safety protection facilities and other basic service elements, and deeply exploring various shortcomings such as the single layout of business types and insufficient interactive experiences.
02
Timely analysis and judgment
Formulate a plan for rectifying problems and loopholes
In response to the 22 specific issues identified in 4 major categories during the on-site investigation, the scenic area's leadership team and management, after carefully listening to the opinions and suggestions of the employees at the relevant points, promptly analyzed and rectified the situation while conducting the investigation. Focusing on convenient services, efforts are made to address the minor issues that tourists are most concerned about, starting with the addition of shared umbrellas, power banks, massage chairs and other convenient facilities. Centering on safety guarantees, inspections are conducted on signboards, ropeway operations, walkway fences, fire-fighting facilities, etc., from three aspects: "human defense, physical defense, and technological defense", to ensure that there is "zero tolerance" for potential safety hazards. Centering on the business format products, it is planned to further innovate the business format layout, enrich the supply of goods, and increase interactive cultural display projects at core nodes where tourists gather, such as the tourist supermarket, the lower station of the cable car, and the Rhododendron Expo Park, to promote the transformation from "landscape appreciation" to "cultural immersion".
03
Strict requirements
Promote the long-term implementation of standards and responsibilities
Regarding the improvement of the operation and reception service quality and efficiency and brand building of the scenic area after 5A, the main person in charge of the scenic area emphasized that they should focus on service quality and product types, keep their heads down, settle their minds, and solidly strengthen their internal capabilities, lay a solid foundation, raise the bottom line, and set benchmarks. As the backbone of the scenic area, the management personnel should take the lead and continuously strengthen the learning and training of the "SPICA" service system, making it deeply rooted in their minds and effective in their actions, and turning it into a voluntary reception and service behavior of the scenic area staff. Second, we need to go down to the grassroots level, regularly supervise and inspect the quality of reception services at the front line, take tourists' satisfaction as the yardstick, start from the actual needs of tourists, establish the first-inquiver responsibility system, and force the improvement of service efficiency. Third, we must take responsibility. In response to the weak links in service management, we should collaborate and support each other to form a powerful working synergy and continuously enhance the standardization, refinement and humanization of scenic area services.
The implementation of the "Frontline Work Method" this time is not only a re-calibration of the 5A service standards, but also takes the transformation of work style as a breakthrough point, injecting strong impetus into building a "first-class domestic tourist destination". Next, Guifeng Mountain Scenic Area will continue to deepen the front-line working mechanism, allowing tourists to experience warm and high-quality service in the beautiful mountains and clear waters, and truly shine the golden brand of a 5A-level scenic area.
