Core Insights - The hotel industry faces challenges with management practices that prioritize superficial metrics over actual performance, leading to a cycle of dissatisfaction and inefficiency [12][14]. Group 1: Hotel Management Practices - A recent incident highlighted the issue of inflated online ratings through questionable practices, such as incentivizing customers for positive reviews, which ultimately did not translate into increased occupancy rates [2][4]. - The reliance on artificial methods to boost ratings, such as offering rewards for reviews, raises concerns about the sustainability of these practices and their impact on long-term business performance [4][12]. - The disconnect between hotel managers and owners is evident, as managers focus on meeting corporate objectives while owners prioritize cash flow and profitability [12][14]. Group 2: Recruitment and Leadership Challenges - The difficulty in finding competent hotel managers is exacerbated by the tendency of some candidates to rely on past experiences without demonstrating tangible results in their current roles [14][15]. - There is a growing recognition that effective leadership in the hotel industry requires alignment between the goals of management and ownership, emphasizing the need for a collaborative approach [14][15]. - The narrative suggests that many hotel managers, especially younger ones, are overwhelmed by the demands placed on them, leading to a misalignment of priorities between operational execution and strategic objectives [13][14].