吉隆坡泛太平洋酒店經(jīng)營計劃

1、table of contents1.executive summary32.general economy and market trends53.key mission statement64.objectives critical success factors75.key objectives85.1.key objectives management system95.2.key objectives branding, marketing & sales135.3.key objectives people innovation285.4.key objectives educat

2、ion385.5.key objectives revenue management425.6.key objectives operations rooms445.7.key objectives operations food and beverage545.8.key objectives operations minor operating departments795.9.key objectives financial management895.10.key objectives information technology925.11.key objectives techni

3、cal services946.2001 target statistics total hotel/resort1006.1.comments on 2001 target statistics1017.associate count1037.1.comments on associate count and salary ratios1048.2001 target statistics food & beverage1058.1.comments on target statistics food & beverage1059.revenue & profit sensitivity10

4、510.hotel/resort details10511.competitor analysis - hardware10512.competitor analysis - software10513.fair market share10513.1.comments on fair market share10514.geographic origin of business10514.1.comments on geographic origin of business10515.channel of business10516.business mix summary10516.1.c

5、omments on business mix.10516.2.business mix corporate10516.3.business mix government10516.4.business mix packages10516.5.business mix groups10517.weekday weekend business10518.capital expenditure blue print10518.1.comments on capital expenditure blue print1051. executive summaryexecutive summarycom

6、ments 2009 for ppkl will be with new challenges & opportunities. the absolute care standards will be our focus, thus preparing this important hub hotel to support our new “brand”. preparation is currently on the way to deliver our “brand & management system” to reflect not just an understanding but

7、rather an ownership. malaysia is expecting a 7% growth next year. current inflation rate is 4%. our concept of expanding & supporting our market niches will continue aggressively in 2009. in fact amenities & floor designations will support our pursuits. apart from pacific floors we will divide the h

8、otel (via dcor & amenities) to business floors, leisure floors, groups and aircrews. we will also recognise lady travellers and give special attention to their bookings as well as allocate rooms with lady amenities. malaysia will for the first time in over ten years plus, have a fuel and natural res

9、ources price increase. as would be expected this would create a domino effect on all costs of goods & services. our hotel has reflected this in our price restructuring capital control in wake of currency crisis is expected to continue with possible relaxation of the “exit tax” thus opening the doors

10、 to foreign investment. this is a positive that will increase our international business. ppkl will continue to share all available resources in its synergy with the other pphr properties in malaysia. ppkl will look at a variety of incentive schemes to drive the budget. they will be targeted not onl

11、y to associates but to guests as well. there will be a continuation of our service one concept during 2009. our aim will be to exceed the 85% guest satisfaction rating and the 75% associate satisfaction rating. 2009 will see 10%of our room inventory closed due to renovations. our challenge will be t

12、o support “capital improvements” whilst still maintaining budget commitments. budget written on 10 months at 90% inventory and 2 months at 100% inventory. kuala lumpur does not foresee any new hotels completed in 2009.malaysia is reflecting a growth. our new “brand & management systems” will allow u

13、s to grow. we have many new challenges, a lot of opportunities and very exciting times ahead of us. our only limitations are ourselves and space, we say bring on the “2009 space odyssey”2. general economy and market trendsgeneral economy and market trendscomments malaysias economy is expected to gro

14、w at a rate of 5 percent in 2008. this growth is mainly driven by increase domestics economic activities, as well as the full impact of expansionary fiscal and monetary measures undertaken to address the financial crisis coupled with a rebound in business and consumer confidence. continued strengthe

15、ning of world growth and trade, as well as recovery in regional economics, are expected to improve malaysias economic prospects. in an effort to shift from an economy based on production (p-economy) to an economy based on knowledge (k-economy), the government has allocated rm 5 million to develop a

16、k-economy master plan. although a higher economic growth will lead to an increased demand for imports, the value of imports is expected to be still lower than exports. malaysia will continue to record a large surplus in the current account of the balance of payments amounting to rm 35.8 billion or 1

17、2.1 percent of gnp. this surplus shows that domestic economic activities can be financed by domestic sources, thus enhancing our competitiveness and resilience. domestic inflationary pressures have abated. inflation will be continuing to be contained at a low level averaging at 3 percent. the unempl

18、oyment rate will remain at 3 percent. malaysias economic recovery is expected to strengthen next year in 2009 admist continuing strong external demand and a sustained rise in domestic demand. notwithstanding these positive turn of events and outlook, we must brace ourselves to face more challenges,

19、from within and externally. among the external risks that can threaten the growth prospects of the economy are:first : the ability of the united states to maintain its growth momentum.second : the economic recovery in japan remains fragile.third : the recovery of regional economies is not as yet ent

20、renched.fourth : the region is still exposed to continuing risks from attacks by foreign speculators. with a robust economic recovery, malaysia will once again become an attractive place for investments. projects will be thriving and many expatriates will be coming in on project basis. thus, long-st

21、ay segment will be a great potential.3. key mission statement2009 mission statementcompany vision providing a preferred hospitality experience by exceeding expectations and caring without compromise.company values commitment to people and team commitment to business excellence commitment to communit

22、y2001 company mission branding and the absolute care management systemhotel/resort mission statement“standards produce absolute care excellence”s. p. a. c. e.4. objectives critical success factorsoverall critical success factors csf 1 entrepreneur business teams csf 2 multi niche target markets* csf

23、 3 focussed customer servicing through absolute care standards csf 4 integration of capital improvements vs budget commitments csf 5 integrated marketing communications*this csf is defined as effective identification, solicitation, targeting and development of target markets (current and potential)

24、where we can attain market leadership. that we have to maintain a high level of exposure for the hotel in major market areas. that we have to have a thorough knowledge of how the hotel is regarded in that market segment in conjunction with a thorough knowledge of the competitive situation in terms o

25、f business mix of competitors, pricing and rate structures, sales and advertising strategies.5. key objectivesan objective is what the hotel/resort/department wants to accomplish. it must be clearly and specifically stated, and it must be observable, measurable, manageable and able to be accomplishe

26、d within a realistic timeframe. 5.1. 5.4key objectives management system5.5key objectives branding, marketing & sales5.6key objectives people innovation5.2. 5.7key objectives education5.3. 5.8key objectives revenue management5.9key objectives operations rooms5.10key objectives operations food and be

27、verage5.11key objectives operations minor operating departments5.12key objectives financial management5.13key objectives information technology5.14key objectives technical services5.4. key objectives management systemin order to establish pphrs brand, we have to project a consistent image. the manag

28、ement system, which includes the absolute care standards, will be the way for all hotels and resorts to conduct their business.2009 key objective management systemgoal andcritical success factorsactions/stepschampion/ssupporttarget datemeasurementto implement pphrs management system “absolute care”.

29、1. introduce talk 2001 and management systems absolute care standards to steering committee. highlighting intangibles, brand expression and tangibles (minimum standards & competencies).2. education of management systems absolute care standards to each department segment individually. upon completion

30、 present, each management system to steering committee/ department head3. perform competency evaluation on all steering committee members. report back all evaluation to corporate office along with an education plan for compliance.4. perform competencies on all managers and prepare report for s.c and

31、 corporate. to include education for any incompetence.5. ascertain state of readiness for future implementation of management systems absolute care standards. all segments standards to be reviewed. look at preparing variances on all standards.6. appoint a facilitator.7. report back on complete readi

32、ness of august segments of ms ac standards.8. sops template to be passed on once all education is completed.9. prepare standards variance for all segments. then report to corporate with actions on compliance and reasons for rejection.10. upon receiving remainder of competencies for all associates, m

33、ake sure to distribute, educate & support its completion. thereafter look at the education requirement to achieve ms ac standards.11. upon receiving the rest of the ms ac standards make sure to do a full education.12. look at appointing an ibu facilitator and cost sharing with ppgr.13. process the i

34、mplementation schedule of the 7 segments minimum standards and competencies education & training.14. progress the implementation of the 7 segments.15. appraise and prepare readiness audit on november ms ac standards16. process the implementation of the november segments.17. progress the implementati

35、on of the november segments.18. develop and localize any standards that are required by malaysian law.19. continually refine training methods, structure and education to achieve optima results.20. stick to all timetables and always report any variances needs or helpful requirements.21. all the above

36、 process to apply also with ibu outlets and responsibilities of facilitator to be handled by ibu facilitator for his segment.ultimately, all success and measurement must be able to achieve 85% guest satisfaction and 75% associate satisfaction.general managergeneral manager/facilitatorgeneral manager

37、exco/dept headsexco/management team/dept headsgeneral managergeneral manager/ facilitatorgeneral manager/facilitatorexco/dept. headsexco/dept. heads/dir of. educationexco/dept. heads/ facilitatorgeneral manager, ppkl & ppgr.facilitatorfacilitator/exco/ dept. headsgeneral manager/ facilitator/exco/ d

38、ept. heads facilitatorexco/dept. headsgm/exco/dept. headsfacilitator/dir. of educationgeneral manager/ facilitatoribu facilitatorgeneral manager/ facilitators/exco/ dept. headscorporate teamcorporate teamcorporategeneral manager/ corporate general manager/ facilitatorcorporatecorporate team/ hotel e

39、xcocorporategeneral manager/ facilitatorgeneral manager/ facilitatorgeneral managercorporategeneral manager/excogeneral manager/ corporatecorporategm/exco/ dept. headsgeneral manager/ facilitatorfacilitatorgm/exco & corporatecorporategm/ corporatecorporateaugust, 2008august, 2008october 2008october

40、2008october 2008october 2008october 2008november 2008march 2009december 2008november 2008december 2008january 2009throughout 2009january 2009february 2009december 2009throughout 2009throughout 2009throughout 2009as per scheduledecember 2009full understanding and acceptance by steering committee.acce

41、ptance and commitment by exco/dept. heads.feedback on quality from corporate.feedback on quality from corporate.acceptance of report by corporatetemplates up and running in hotel.approval by corporate.all competencies completed.acceptance by associates of scheme.corporate approvalmonthly reports to

42、corporatecorporate approvalcorporate approvalmonthly reports to corporatecorporate approvalcorporate approvalcorporate approvalcorporate approvalcorporate approval5.5. key objectives branding, marketing & salespositions, promotes and preserves the pan pacific “brand” in the minds of our customers/gu

43、ests.provides the support and assistance to our customers/guests in the achievement of their objective.2009 key objectives branding, marketing & salesgoal andcritical success factorsactions/stepschampion/ssupporttarget datemeasurementloyalty programscreate presence of mind of the brand and complete

44、loyalty to the hotel through recognition and reward. the ultimate goal is “customer for life”.“bookers” program“users” program“l(fā)ifestyle” programi. club panorama1. co-ordinate and execute a master plan of activities related to the following: health & beauty (clinics, workshops) enjoyment (trips, par

45、ties, dance, cyber-chats) achievement (awards, career talks) romance/relationship (retreats, dialogues) treasure (contests, bonus points)2. conduct in-depth survey through telemarketing and focus groups studies.3. hold, relate and apply information received from members.4. solicit testimonials.ii. p

46、anorama club international (pci) & panorama lifestylesupport in implementation.cp managercp managercp managermarcom mgrdir m&sdir m&s / marcom mgrmarcom mgr / dir m&ssales teamcp managermarcom mgr / cp manager / gm / steering commaug 2008jan & jun 2009ongoingapr/oct 2009as scheduleddocument complete

47、dmember participationmember commentsmember commentsprogram implementationalliances-airlinesgrow our relationship with the ffp we are already in and evaluate new opportunities with others. make contact with selected airlines and determine their interest in including the pan pacific hotel, kuala lumpu

48、r. continuously review with corporate and ensure inclusion in corporate-driven ffp programs. develop an action plan which capitalise on the marketing opportunities available on the ffp memberships on a direct marketing basis.ensure we use airlines newsletters opportunities to communicate revenue gen

49、erating opportunities to the membership.dir m&sdir m&sdir m&smarcom mgrrso / srscorp dir m&scorp dir m&sdir m&sjul 2009quarterly1 times yearlyquarterlyinclusion in programinclusion in programsplan completedinclusion in airline monthly newslettersalliances-“win-win” agreementsmaximise our marketing o

50、pportunities and marketing dollars by building relationships with 3rd parties. develop relationships with other partners to determine interest and funding opportunities available to us. develop joint marketing campaigns with the following parties to attract new customers, boost sales and expand geog

51、raphic reach:1. card companies2. car rentals3. banks4. telecommunication companies5. publications extend price-differentiated offers to incentive-driven companies such as insurance and direct-selling to tap the potential of their databases.dir m&sdir m&s / marcom mgrdir m&svendorsvendorssales team / marcom mgr1st quarter 2009throughout 20091st quarter 2009inclusion in programssuccess in encouraging them to joinrevenue production from programsabsolute care-education & developmentprovide assessment and developmentresources provide as required “coaching sessions” which