三亚凯宾斯基酒店筹备计划书Preopening%20Strategy%20PlanTemplate[1]

1、please write the preopening strategy plan in a style that is easily understood by owners. please remember that the preopening strategy a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. please keep it simple, short and specific. v

2、alidate all your key information used in the preopening strategy. most of all keep it memorable! please remember to remove all indications i.e. the above text, “please describe”, examples, etc. from your final document preopening strategy plan template kempinski hotel haitang bay sanya, people repub

3、lic of china owners delivering a level of personal service and product which is excellent, innovative and customer driven. to positioned the hotel as a luxury 5* hotel in an excellent location to understand our strengths and weaknesses and the business environment we operate in and to expand our mar

4、ket and identify new markets to accomplish an adr of xx and a forecasted occupancy of xx% for the period ended to attain the 20 xx budget of rooms revenue: xxx and f include the most reliable, relevant data in the workbook. worksheet: the tourism and hotel industry market trends table provides a sum

5、mary displaying the demand and supply trends in the city for hotels or direct competition and all other hotels that compete with your hotel indirectly. seasonality year the low, shoulder and high seasons special dates create a listing of critical / important dated including public holidays, holidays

6、, trade shows, etc. day of week/week-end identify if the market has any particular trends that support a variation in day of week demand for hotel accommodation. the business market mix will be different from the weekday to weekend. the corporate business will support most of the weekday business (u

7、p to 80% of total mix) while the leisure segment will dominate the weekend business (up to 60% of total mix). we anticipate that the corporate segment will drop down to 25-28% of total guest mix in the weekend. example of graph: geographical origin of business - corporate 0.00% 2.50% 5.00% 7.50% 10.

8、00% 12.50% 15.00% 17.50% 20.00% 22.50% 25.00% 27.50% 30.00% usaunited kingdomgermanyswitzerlandfrancerussian federation belgiumcanadajapanitaly business mix 200120022003200420052006 3.4market mix briefly describe the market mix, which will specify the customer segments that the hotel will focus on.

9、this can include the following: business fit business groups airline crew leisure fit leisure groups specify the marketing objectives and its corresponding strategies by market segments measurable and time bound specific and result oriented challenging but achievable the immediate pricing will be ba

10、sed on a preopening promotional rate; this will need to be balanced with the corporate accounts examples: create the two tier rack rates for the first six months and then for the full opening which occurs just prior to the high season. these rates booked by phone for rack paying fit. the main revenu

11、e stream will be the fit rooms revenue segment, mainly based on gcc it is highly probable that you compete with very different hotels / furnished apartments for various customers segments. it is important to understand the mix of hotels the various customers segments choose among when making accommo

12、dation decisions. it may be possible that your hotel compete with hotels in different cities especially in the case of mice business. competitive set direct: includes the 2 to 5 hotels that the hotel competes with indirect: defined as all other hotels that the hotel competes with for at least one cu

13、stomer segment complete the competitor analysis table with the following factors: state new hotel development projects entering the market in the coming years and possible closure of competitor hotels rooms available latest figures 2010 % average 2008 occrate ritz-carlton % % % % % % % % average 200

14、9 occrate ritz-carlton % % % % % % % % average 2010 ytd aug occrate ritz-carlton% % % % % % % breakdown of figures 5* hotelmonthjulyaugust3rd qtr year200820092010200820092010200820092010 occupancy % the ritz- carltonaverage room rate occupancy % hotel xxx average room rate occupancy % hotel xxx aver

15、age room rate hotel nameritz carlton * xxx * xxx * xxx * xxx * xxx * location distance to city centre; km distance to exhibition centre distance to airport; km category last renovation number of rooms nr. of suites, studios, apartments ballroom function rooms largest function room w-lan business cen

16、tre restaurants caf/bar fms rate 3.6competitive swot analysis identify each of your direct competitors strengths, weaknesses, opportunities and threats. specify which particular market segments this would relate. you should provide a ready assessment of the relative strength and competitive advantag

17、e (or otherwise) the hotel will have. 3.7 internal swot briefly describe of the strengths and weaknesses of your hotel for the various customer segments based on their needs and wants from a hotel in your city. it is easier to form tactics and actions for the customer segments when we know our stren

18、gths and weaknesses vis-vis our competition. customer decision-making factors should include: location facilities / product service quality price / value loyalty programme repeat guest reputation / market awareness reservation network distribution access what are the hotels unique selling points tha

19、t create competitive advantages over the hotel competition: usp product feature: based on product features associated with the product, ranging from what it does to the quality of your support services. usp association: communicated by association with a well-known personality. strengthsweaknesses o

20、pportunitiesthreats factors of the hotel unique amongst its competitor set : distinctive grand ballroom designed by mr. x with 5m ceiling, cedar wood walls and abundant natural daylight with seating for 100 guests points of differentiation relating to the destination where the hotel is located when

21、competing against other destinations for the same market especially mice destinations: located at a historical landmark. describe critical issues/key factors, which have or will have a material impact on the hotel operations and / or its financial results. these should be defined in short, medium an

22、d long term where appropriate (the hotel location may be an issue at present but in 5 years time the area will have developed and the location could well be a major plus point. 3.8pricing briefly describe examples: identify the thought process that justifies the rate and pricing structure of the hot

23、el and the channel management requirements of the hotel. this must include an assessment of internet distribution and the relationship between identified customer segments and their anticipated channels of distribution. a preopening rate has been defined from xx valid from xx to xx. it will be promo

24、te in all categories. during the next 6 months period in 2010, we will be offering a special introductory 25% discount to the corporate fit and corporate groups in order to provide more opportunities for the corporations to experience the hotel. this, in turn, will help the future business because o

25、f the “word of mouth” advertising effect. beginning the calendar year 2010, the maximum discount will be reduced to 20% for the corporate negotiated companies, two room categories will be offer the lead in standard room and superior room, other rooms will be sold at published corporate rate all rfps

26、 for the corporate client have been process with the international sales offices and have been loaded in the systems accordingly. during the soft- opening period, a 30% discount is offer to the applicable corporate rates. describe the room discount policy 3.9room inventory pricing analysis by room t

27、ypes available: standard rooms superior room deluxe room deluxe view junior suite deluxe junior presidential suites individual feature suites 5*hotel percent of occupancy average room raterevparrooms soldrooms revenue 200820092010200820092010200820082010200820092010200820092010 the ritz- carlton 4pr

28、eopening sales the following data needs to be compiled and evaluated: most recent salary and benefit survey in respective market; closer evaluation of salaries and benefits of competitive set defined by the positioning statement of the respective property; details with respect to nationalization pro

29、grams and further implications based on the same for recruitment, packages and benefits; data about infrastructure such as real estate prices for accommodation, transportation costs, etc.; legal data as per the labour law for calculations of annual leave entitlements, pension plans and social securi

30、ty etc. based on the above, the following documents needs to be completed: manning guide average salary per position total salaries per position/department to establish overall payroll benefit catalogue amounting to a calculation of overhead costs 5.5.1talent attraction describe your hotel talent at

31、traction in details examples xxxx is committed to a payment of fair and competitive salaries and the implementation of a benefit schedule on all levels of employment. based on a competitive market salary survey, basic salaries and benefit schedules for all positions are established. the defined comp

32、etitive set in a respective market as well as the local market trends need to be taken into consideration allowing kempinski a competitive advantage. a scheme for competitive incentives is being developed for departments such as sales replacing the original diode bulbs with 10w energy-saving bulbs i

33、n guest rooms or meeting rooms; installing photoelectrical sensors on the automatic escalator, which stop operation when no one takes the escalator; using diode bulbs to replace the light in the signs at safety exits. adopt a smart energy-saving management system for central air conditioning, which

34、can help save as much as 60000 kilowatts of electricity each month. add some water-saving devices in the bathroom to save water. launched eco-friendly campaigns 6.2applications associated and integration 6.2.1property management systems what are the hotel applications systems? describe your applicat

35、ions systems in details examples the pms shall lie in the core of the enterprise solution introduced in the property. the pms also shall be configurable to the specific requirements making it easy to use and enabling to obtain fast, accurate, up-to-the-minute information. the pms shall provide all t

36、he tools a hotel staff needs for doing their day-to-day jobs- handling reservations, checking guests in and out, assigning rooms and managing room inventory, accommodating in-house guest needs, and handling accounting and billing. the said application shall be configurable to each propertys specific

37、 requirements and operates in either single-property or multi-property mode, with all properties in a complex sharing a single database. the integration of the pms will include the applications such as, sales and catering, quality management systems, and the central systems such as the central reser

38、vation system and the customer information system. the pms shall also support easy integration with the back office system for revenue transfers, market statistics transfers, daily statistics transfers, and city ledger transfers. the pms shall extend to the level of accommodating other systems, whic

39、h are to be interfaced for smooth execution of the intended operation, providing open architectural interfaces between them. the key aspects can be categorized as: reservations rate managementhospitality systems interface flexible reporting profiles front desk back office interface rooms management

40、fully configurable cashiering accounts receivable commissions reporting the intended pms shall support multi-currency and multi-language features to meet the requirements of global operations. rates and revenues can be dynamically converted from the local currency to any other currency. in addition,

41、 the appropriate language for guest correspondence can be automatically determined by the guests profile language and country-specific address formats will be supported. an automated yield management system is to be connected to the property as part of a drive to maximize rooms revenue and profit po

42、tential. this will be a scientific approach that enables hotel staff to be sure of making informed and commercially based sales decisions. the intended sales and catering (s&c) module shall be a full-featured s&c system that seamlessly integrates with the pms and the reservation system. this feature

43、 shall enable the system to be a unified selling and inventory strategy for the hotel or chain. with a single inventory to monitor and control, the organization can more effectively include the goals of the sales and catering department in the overall sales and inventory strategy including automatio

44、n of the contracts in the sales and catering departments. key features of the sales and catering module will be: management of business blocks accounts, contact and activity management e-mail integration catering and events management function diary campaign management hospitality systems interface

45、reporting and data query open architectural interfaces to accommodate various key operating mechanism in the hotel. 6.2.2gds & e-distribution describe your gds and e distribution systems in details examples in todays competitive environment, it is crucial to gain the right product at the right time

46、thus, it is important that a gds be well in place to conduct transaction with immediate confirmation. in implementing gds, it is strict that corporate guidelines are followed as per the circulated corporate strategy. the gds interface shall provide seamless connectivity so that real-time general and

47、 detailed availability can be provided by pms to the gdss and the web booking engines (wbe). the gdss, which are used primarily by travel agents and tour operators, can then make, change, and cancel bookings with properties, while the wbe can allow internet users to make, change, and cancel their ow

48、n reservations. rate updates and restrictions shall also be passed from the hotels pms database to the gds hosts via the pms gds interface. the pms gds interface is to be designed to adhere to the very strict time constraints that govern gds messaging. the central reservation system (crs) shall be u

49、nified with the pms and the sales and catering system. the crs shall offer a single image inventory system and key functions to the entire enterprise. the crs provides central reservation agents or global sales staff with the tools to maximize bookings and increase revenues in new market alleys. als

50、o with the addition of the customer information system (cis), the management of the individual guest, travel agent, group, and company and wholesaler profile shall be automated. this shall enable accurate and timely data for improving and implementing effective marketing strategies. with a central s

51、ales force automation (sfa) system, regional and corporate sales teams shall be provided with powerful tools to manage their activities, improve productivity and manage accounts etc. with central update. the advantages can be described as: there shall be a unified company / individual profile databa

52、se throughout the chain giving accurate corporate production statistics. the use of a unified booking engine the oxi gateway in the property level acts to deliver / receive information from the oxi hub in the central systems level, which in turn communicate with and exchange information between crs,

53、 cis and sfa. this two way interfaces provide seamless connectivity between the central systems and individual properties in the chain. 6.2.3point of sale system describe your systems in details examples point of sale systems are crucial technology components that enable the hotel to better serve it

54、s customers and aid employees in the food and beverage operation, transactions and controls. it integrates all functions of both front-end and back-office restaurant service and retail service. the intended point of sale system shall decrease order time, shall provide on the fly management reporting

55、, be accurate in orders and secure in transactions and audit functionalities. the pos should interface to key systems or software, so users can easily integrate pos with pms, credit authorization, and back-office accounting software. the pos technology used in the property shall be geared to deliver

56、 maximum flexibility and scalability, with additional supportive features, which include table management systems, wireless pos functionalities with accommodation of a cashless environment. the diagram attached herewith depicts an overview of intended implementation with the current kempinski hotels

57、 approved operation. 6.2.4signage system describe your systems in details examples the hotel signage system as in par with other applications should be an integral part of the pms. the signage system mainly caters towards displaying information on the main events which take place in the hotel, which

58、 extensively used by the conferencing facilities of the hotel. the chosen system must be capable of handling full multi media signage presentations put forward in a scheduled manner. 6.2.5key card system describe your systems in details examples the system shall mainly integrate with the pms of the

59、hotel to provide controlled guest room access to both guests and staff. an always-online system is recommended where it is deemed feasible. system shall be both flexible and scalable in regards to the different tangible criterion set by the property. the system shall also be capable of displaying, i

60、ndicating and activating guest requests in correlation to access control. a key factor of the intended system shall be the integration to the building management system (bms). 6.3communication network what is the hotel communication network? describe your communication network in details examples 6.