The Report Of Hots Simulation Tourism

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The chief intent of this study was to make a selling scheme to increase the net income of the hotel. The hotel faced some troubles with their operation and direction. In order to better those jobs, the selling program needed to be identified and some market schemes should be formulated. The study comprised the selling strategic program for five old ages, which had been created after SWOT analysis. Harmonizing to the schemes, the selling program had be designed an action program which would stipulate activities implemented to carry through the ends of organisation. Through identifying and analysing marketing strategic program, the hotel could get the better of their troubles more swimmingly.

2.0 Introduction

2.1 Company Background

The traditional hotel was built in the 1950s and located on the seafront in a town, near to other hotels and a short distance from the chief shopping Centre and the nearest airdrome. There were good route, rail and coach links to major metropoliss and other resorts. The hotel had 250 guest suites with big, comfy and vary in cosmetic manner and criterion. The hotel besides provided several leisure installations, 24 hours front desk, auto parking. However, the concern experienced its decrease phase by its inappropriate selling scheme. Furthermore, the concern was greatly affected by competitory environment and high turnover rate of employee.

2.2 Competition Information

There were three direct competitions bing in this country and viing for the same market. The Table 2-1 showed the information below.

Table 2-1: General hotel information

Hotel

Star Rating

Suites

Service

Our Hotel

None

250

A full service eating house

Pub saloon with bite service

A little swimming pool

Car parking

The Palace Hotel

4 Star

150

A La menu Restaurant and Coffee Shop

Two bars

Health Club

Conference and Business Bureau

Car Parking to rise up

The Park Hotel

3 Star

200

Restaurant

Barroom

Small Health Club

Conference Facilities and Business Services

Ample Car Parking

The Mariner

2 Star

70

Restaurant

Barroom

Two Conference Suites

Car Parking

Beginning: HOTS background papers

Table 2-2: Monetary value information

The Palace Hotel

The Park Hotel

The Mariner

Weekday Room Price

?125.00

?89.00

?69.50

Weekend Room Price

?90.00

?42.50

?65.00

Lunch Price

?33.00

?25.00

?19.75

Dinner Price

?59.75

?43.50

?36.75

Tours Price

?67.50/person

?46.25/person

?41.50/person

Beginning: HOTS market research

These belongingss provided similar installations and service. Furthermore, they besides focused on concern demands supplying conference installations, and integrate more leisure installations than our hotel provided.

2.3 Purposes and Aims

Purpose: The purpose of this study was to cut down the degree of staff turnover and increase the gross of hotel.

Aims

To place current attacks to cut down staff turnover.

To find selling scheme to increase hotel runing borders

To do decisions and recommendations for farther operation.

3.0 Strategic Planning Process

Olsen ( 2007 ) mentioned that in order to make company strategic program, it was necessary to travel through the strategic planning procedure, including several of import stairss and activities. Although each company had different state of affairs and challenge, strategic planning manner was appropriate to cover with complex work including prediction and programming ( Wheelen and Hunger, 2006 ) . Harmonizing to the book of Marketing Management, it provided a strategic planning procedure which consists of several stairss such as SWOT analysis, end and scheme, programme preparation and feedback and control, severally ( Kotler and Keller, 2009 ) . A simplified position of the strategic planning procedure was shown by the undermentioned figure:

Figure 2-1: Strategic planning procedure within a concern unit

Beginning: Adapted from Kotler and Keller ( 2009 )

3.1 SWOT Analysis

Harmonizing to the strategic planning procedure, in order to analyse the hotel environment, SWOT analysis should be adopted in this study. Glaister and Falshaw ( 1999 ) mentioned that SWOT analysis has been ranked as the most often used attack for analysing the environment. The value of SWOT analysis has been promoted because of its effectivity in placing the chief jobs refering the organisation and the simpleness of its executing ( Hill and Westbrook, 1997 ) . The chief intent of implementing a SWOT analysis was normally to offer a strategic way for organisation patterns ( Pickton and Wright, 1998 ) . Furthermore, Dyson ( 2004 ) claimed that the ability of SWOT analysis to incorporate internal and external environments of an organisation allows competitory scheme preparation more easy. Other benefits of SWOT analysis include its ability to form information, heighten a director ‘s apprehension of the concern and factors impacting its public presentation, and better strategic programs for the concern ( Pickton and Wright, 1998 ) . The undermentioned analysis demonstrated the internal strengths and failings of the hotel and the chances and menaces confronting the organisation in the external environment.

Table 3-1: Swot analysis

Strength

Failing

A short distance from the chief shopping Centre.

The suites are big, comfy and vary in cosmetic manner and criterion.

Near airdrome.

Good route, rail and coach links to major metropoliss and other resorts.

Good conditions on renovation of suites.

Enclosed garden with a little swimming pool.

Old edifice.

No Leisure Facilities, Business Services, Conference Facilities or Meeting Rooms.

Not hold a star evaluation or AA Diamond evaluation.

Serious staff turnover job.

Opportunity

Menace

The local authorization decided to offer economic resettlement bundle to little and average size houses.

The resort had become a popular location for conferences.

Different sorts of popular festivals and good established tourer events were frequently held in the town.

Convenient transits.

Excessively many hotels entered this market.

Beginning: HOTS background papers

3.2 The Goal of Hotel

After environment analysis, the hotel ‘s ends were set up.

Short-run Goals

To cut down staff turnover rate.

To increase client satisfaction.

To accomplish lower overall costs than challengers.

To increase public consciousness by advertisement.

To alter the advertisement schemes harmonizing to the environment alterations.

Long-run Goals

To accomplish a bigger market portion.

To accomplish lower costs relative to rivals.

To accomplish a stronger repute with clients than challengers.

To increase hotel runing borders.

To better the quality of hotel installations by making renovations.

To better the quality of staff services by supplying preparation plans.

Intended Strategy Choice

Because of competitory environment in this country, the hotel should see schemes for deriving a competitory advantage. This subdivision was traveling to name several schemes for the hotel to accomplish its purpose and ends.

4.1 Competitive Advantage

Due to the high outgo of hotel, it should use Porter ‘s generic scheme theory. Porter argued that nucleus capablenesss and intangible plus resources could explicate tickle pinking competitory advantage for companies ( Poter, 1980 ) . Hofer and Schendel ( 1978 ) suggested that at the concern degree, the most critical constituent of scheme was competitory advantage, which was dei¬?ned as the alone places an organisation develops vis-a-vis its rivals through its form of resource deployment and determinations of range. Porter introduced three types of generic scheme for making a defendable place and surpassing rivals in a given industry, included overall cost leading, dii¬ˆerentiation, and focal point. After SWOT analysis and competition information, the hotel should ei¬ˆectively use overall cost leading to make defendable places against other rival forces. A cost-leadership scheme could offer the hotel above-average returns because it enables houses to take down monetary values to fit or crush their challengers and still gain net incomes ( Philips, Chang and Buzzell, 1983 ) . Furthermore, from the position of clients, a cost-based selling scheme was effectual because lower monetary value offerings entreaty to clients in competitory environment ( Li and Li, 2008 ) . Through the influence on a hotel ‘s competitory advantage, it could let hotel to make its ends ( Amit, 2006 ) .

4.2 Promotion

But, how do clients take the hotel? It was non plenty for the hotel to hold good merchandises sold at attractive monetary values. To bring forth gross revenues and net incomes, the advantages of merchandises had to be communicated to clients ( Sunday and Bayode, 2011 ) . In selling, this was normally known as publicity. Using all possible tools for advancing the merchandise and service was known as its publicity mix. Proper implement of promotional mix could increase the market portion and better administration growing in the face of strong competition. ( Sunday and Bayode, 2011 ) besides claimed that the publicity mixes had a phase at which it would be most effectual and advertisement every bit good as promotion were normally suited for all phases. Sing client demand in different one-fourth, advertisement and promotion were normally adopted. Through market research, the information sing seasonal demand and advertisement effectivity were obtained. The advertisement run was changed which was based on these two pieces of information. When there were high demands on a peculiar point, the run would be focused on this peculiar point in order to pull more public consciousness since there were several picks existed in the market. For case, conference concern, repast and spirits would be the hotel chief advertizements during from Quarter 1 to Quarter 1 since it was one of the extremum periods for concern traveller ( Figure 4-1 ) .

Figure 4-1: The hotel advertisement determinations

Beginning: Adapted from HOTS simulation

4.3 Internal Selling

High employee turnover was one of the most serious phenomena in the hotel. Arnett, Laverie and McLane ( 2002 ) pointed out that successful internal selling scheme could take to of import final payments for an organisation. The value of internal selling root included low employee turnover rates, an addition in service quality, and high degrees of employee satisfaction. The decrease in employee turnover could diminish the cost of enrolling and preparation and increase their degree of occupation satisfaction. Furthermore, it besides could increase employee satisfaction and motivate staffs to be more occupied and, as a consequence, they were more likely to take actions that result in improved client satisfaction and hotel profitableness.

4.4 Employee Training

Employee preparation besides could better this job and supply other benefits. The positive relationship among employee preparation, occupation satisfaction and purpose to remain had been established ( Conrade and Woods, 1994 ; Heskett et al. , 1994 ; Roehl and Swerdlow, 1999 ) . Training had been linked to better self-pride, cut down turnover, better merchandise and service consistence, higher satisfaction of client, cut down cost of concern, and greater occupation satisfaction ( Roehl and Swerdlow, 1999 ) . Through employee preparation, the hotel could non merely construct client satisfaction and trueness, but increase the impact on profitableness and growing, which was created by satisfied, loyal, and productive employees ( Chiang, Back and Canter, 2005 ) .

4.5 Balance Scorecard

Successful public presentation resulted from ends achievement and scheme execution ( Wu and Hung, 2008 ) . However, the chief failings of strategic direction pattern were normally associated with the phase of execution. Actually, Mintzberg ( 1994 ) asserted that more than half of the schemes formulated by organisations were ne’er really implemented. Therefore, successful scheme execution was non merely dependent on effectual scheme, but besides direction every bit good as control systems. Without control systems it was argued scheme execution would non be implemented successfully. It had been suggested that the model of public presentation direction such as the Balanced Scorecard could, by organizing the footing of strategic control systems and offering an of import nexus between scheme and action, aid companies to carry through effectual strategic execution.

The Balanced Scorecard took into consideration the vision and schemes of company, concentrating on both i¬?nancial and non-i¬?nancial public presentation. It monitored short-run i¬?nancial public presentation while besides foregrounding the benefit of long-run i¬?nancial prosodies and fight ( Kaplan and Norton, 1992, 1996, 2001 ) .This strategic control system ensured that the hotel attempt put into fixing drawn-out and elaborate strategic programs was wholly translated into action ( Bungay and Goold, 1991 ) . The scorecard measured steadfast public presentation across four balanced positions: fiscal, clients, internal concern procedures, and larning and growing ( Atkinson, 2006 ) .

Figure 4-2: The Balanced Scorecard four chief positions

Beginning: Adapted from Atkinson ( 2006 )

The Balanced Scorecard could offer specific marks so that the hotel could cognize what to make ( Corboy and O’Corrbui, 1999 ) ; could actuate down the line leading ( Beer and Eisenstat, 2000 ; Alexander, 1985 ) and could clear up strategic purpose into clear managerial actions ( Reed and Buckley, 1988 ) . If the Balanced Scorecard was executed wholly itself, it could implement direction in an rating of the strategic scheme and therefore avoid be aftering mistakes and prevent inadvertence.

5.0 Performance Measures

5.1 Fiscal Performance

First of all, developing cost was one of the of import elements for the hotel insolvent. A incorrect determination was made as mentioned. High preparation cost had been spent in Year 2 because employees ever complained such as “ The preparation here is worse than the last topographic point I worked ” . After increasing this cost, it did non take a bend for the better. Employees still unsated and turnover rate were still high, so several hebdomads subsequently, the hotel decided to increase the preparation disbursement per individual, and this action leaded high outgo. The full preparation spend was shown in Appendix 1. Second, publicizing cost was a major outgo in the hotel. A big sum of money was put into gross revenues and selling for the intent of advertisement. In low seasons, a cost control was conducted purely. A cheaper advertisement media was preferred instead than posting advertizement in Sunday Newspaper. For illustration, Local Weekly Newspaper for spirits advertizements was selected as publicity medium during five old ages. During extremum season, more money was allocated in order to increase concern traveller consciousness. The most effectual and efficient medium with higher costs would be chosen, such as Business Press for weekday and weekend room. Final, in the first hebdomad of Year5, a negative net income was occurred. The hotel was about broken and running out of hard currency since conference installations were conducted. A great sum of money was put into this installation ( Appendix 2 ) . This issue indicated cost control was non good in the hotel.

Harmonizing to the balance sheets of 5 old ages, a entire current liability fluctuated significantly, but the entire plus and the proprietors ‘ equity of the hotel decreased steadily from year1 to year5. The tabular array of those points was shown down below:

Table 5-1: Annual balance sheet

Year 1

Year 2

Year 3

Year 4

Year 5

Entire plus

?3,611,471

?3,125,194

?2,568,502

?1,883,081

?1,011,426

Entire current liabilities

?85,464

?106,929

?84,000

?104,693

?64,390

Entire proprietor ‘s equity

?3,526,007

?3,018,265

?2,484,502

?1,778,388

?947,036

Beginning: Adapted from HOTS simulation study

The Table 5-2 and Figure 5-1 showed that the gross was worsening from twelvemonth 1 to twelvemonth 5. It was because after the hotel exhausted tonss of money in the hotel suites, installations and publicity tools, clients still unsatisfied the service and normally ignored it. It was hard for the hotel to construct up client trueness and have more gross.

Table 5-2: Annual sum gross

Year 1

Year 2

Year 3

Year 4

Year 5

Entire Gross

?1,839,580

?1,238,893

?1,097,280

?949,309

?910,448

Beginning: Adapted from HOTS simulation study

Figure 5-1: Annual gross and net income

Beginning: Adapted from HOTS simulation study

For net income, due to the addition in cost of gross revenues, selling, net income was decreased from twelvemonth 1 to twelvemonth 5. Furthermore, the hotel had built many installations to carry through the market demands, a great sum of care fees occurred. It caused a lessening in the hotel net income. It besides conveyed that the hotel did non execute every bit good as old, the profitableness was diminishing.

Table 5-3: Annual net income

Year 1

Year 2

Year 3

Year 4

Year 5

Net Income

?341,988

?-507,742

?-487,182

?-706,114

?-831,352

Beginning: Adapted from HOTS simulation study

In the past 2 old ages, entire room gross was increased by ?189,910 from twelvemonth 1 to twelvemonth 2. It indicated that the hotel could pull more clients successfully. However, between twelvemonth 3 and twelvemonth 5 the gross was decreased ( Table 5-4 ) . It conveyed that there were several jobs existed such as client had walked past it but they had ne’er noticed it.

Table 5-4: Annual room gross

Year 1

Year 2

Year 3

Year 4

Year 5

Entire Rooms Gross

?463,547

?653,457

?595,299

?543,476

?523,456

Beginning: Adapted from HOTS simulation study

F & A ; B section was the 2nd largest gross generator. It contributed about 50 % of entire gross of the hotel from twelvemonth 1 to twelvemonth 5. The tabular array demonstrated a large addition from twelvemonth 1 to twelvemonth 2 as cost leading scheme was adopted in twelvemonth 1. However, in the following 3 twelvemonth, no new schemes were applied and F & A ; B section gross was decreased continually as the same as room section gross ( Table 5-5 ) .

Table 5-5: Annual nutrient and drink gross

Year 1

Year 2

Year 3

Year 4

Year 5

Entire Food and Beverage Revenue

?349,009

?542,118

?459,638

?365,980

?348,745

Beginning: Adapted from HOTS simulation study

As the Table 5-6 showed, tenancy rate was increased steadily from twelvemonth 1 to twelvemonth 5. The tenancy rate was merely increased by 11 % from twelvemonth 1 to twelvemonth 2. Besides, mean room rate was decreased easy from twelvemonth 1 to twelvemonth 5 since environment became more competitory. In order to vie with our rivals and increase tenancy rate, worsening room rate was a must. Furthermore, REVPAR had besides increased easy from ?15.9 to ?17.9, and the chief ground was the consequence of the competitory environment. What the hotel could make was to set the mean room rate in order to command the hotel concern.

Table 5-6: Annual tenancy rate, mean room rate and REVPAR

Year 1

Year 2

Year 3

Year 4

Year 5

Occupancy rate

27.1 %

38.2 %

37.0 %

34.5 %

32.7 %

Average Room Rate

?58.76

?58.74

?55.31

?54.16

?54.82

REVPAR

?15.9

?22.4

?20.4

?18.7

?17.9

Beginning: Adapted from HOTS simulation study

5.2 None-Financial Performance

Training was an of import subdivision in the hotel operation. Decisions were made harmonizing to different periods and market demands to apportion the Numberss of staff in each section. And the scope between the addition or decrease figure of employee was A±3. To the paysheet of the employee, except the section caputs were Brand 2 payments, the others were set as Brand 1. And this scheme was used from the first twelvemonth to the 5th twelvemonth. However, in hebdomad 62, all Brand 1 payments were changed in to Brand 2 in order to increase the employee satisfaction and cut down staff turnover. Training affected the employee quality in footings of the input of the preparation cost. Overall the five old ages operation clip, developing cost kept increasing each twelvemonth. The hotel wanted to supply first-class service to their client by increasing the staff quality. Better qualities of staff and service leaded to hold positive feedbacks from hotel clients such like “ Service could non be improved much ” . Therefore, more positive feedbacks leaded to greater market consciousness and portion ( Appendix 3 ) .

The hotel had serious staff turnover jobs in several old ages and received non good remarks from the clients such as “ You ne’er see the same member of staff twice ” . However, after the hotel implemented the internal selling and preparation, the staff turnover rate decreased significantly from 123.8 % to 54.2 % ( Table 5-7 ) .

Table 5-7: Annual staff turnover rate

Year 1

Year 2

Year 3

Year 4

Year 5

Staff Turnover

123.8 %

65.0 %

76.5 %

118.2 %

54.2 %

Beginning: Adapted from HOTS simulation study

6.0 Conclusion and Recommendations

After passing 5 old ages to run the hotel, it was realized that there were many unpredictable incidents coming up, the management-team lacked flexible response to the approaching challenges. Although the hotel eventually bankrupted, the statistics demonstrated that the schemes had of all time helped the hotel public presentation good in Year 2 and earned net income. The hotel market portion besides increased during a five-year period. Furthermore, the direction squad solved the job of employee turnover by increasing the preparation disbursal and wage. For future action, it suggested that due to the town had become a popular location for conferences, conference room should be built at foremost instead than the last twelvemonth. This scheme could pull more business communities and increased hotel fight in this country. Furthermore, constructing conference room besides had another advantage for the hotel, which provided excess installations for clients to increase their satisfaction.

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