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Copy of STARTUP BUSINESS PLAN PRESENTATION TEMPLATE

By www.prezmaker.com / Content by Jeremie Berrebi http://www.berrebi.org/2012/01/08/guide-pour-presenter-votre-business-plan-de-startup/
by

Amy Cheng

on 18 July 2014

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Transcript of Copy of STARTUP BUSINESS PLAN PRESENTATION TEMPLATE

BUS
317
PPHG
PAN PACIFIC HOTELS GROUP
PPHG:
THE CHALLENGES
ECONOMIC
UNCETAINTY
SOCIAL AND
ENVIRONMENTAL
RESPONSIBILITY
INCREASED
COMPETITION
ANALYSIS:
PEST
PORTER'S 5 FORCES COMPETITIVE LANDSCAPE
"
"
EXTERNAL
PEST
ANALYSIS
PORTER'S
FIVE
COMPETITORS
ANALYSIS
ARENA
STAGING
ANALYSIS
VALUE CHAIN
PPHG
OBJECTIVES
STRATEGY:
BUSINESS LEVEL
STRATEGY:
CORPORATE LEVEL
STRATEGY
CORPORATE LEVEL
BALANCE
SCORE CARD
I
BUDGET PLAN
I
I
I
I
I
I
NEED FOR
INNOVATION
Presented by: Amy Cheng Shu Ting (32321712)
Tay Pei Jie (32316364)
Lionel Lau Jian Ming (32342563)

Government control in China.
Myanmar opening its market.
Barrier of entry into China’s service industry reducing.

5% growth in international tourist arrivals (UNWTO 2014).
Singapore’s MICE industry contribution to the GDP increases (STB 2014).
US and UK still affected by 2008 financial crisis.
Unstable fuel prices.

General population are educated on the negative impacts of global warming.
Corporate Social Responsibility = Survival (Porter and Kramer 2011).
Work-life balance (Abbott 2013).
Ageing workforce (Lesch et al. 2012)

Improvement in communication technology and the growing significance of mobile apps and social media.
Technology = Luxury.
Virtual booking.
Peer-to-peer marketplace.
Access to information.

Established reputation in Asia
PanEarth initiative.
Expansion into emerging markets.
Multiple competitors.
Asia market shifting towards economical accommodations.

FORCES
THREATS OF
NEW ENTRANTS

THREATS OF
SUBSTITUTE PRDUCTS
AND SERVICES
BARGAINING POWER
OF BUYERS
BARGAINING POWER
OF SUPPLIERS
INTENSITY OF
RIVALRY AMONG
COMPETITORS
Require large capital for an organization to enter into the hotel industry due to the nature of the industry (e.g. land, legal, marketing, constructing infrastructures, etc).
Existing organizations have a strong and long standing brand position, especially in the mind of the consumers, which is achieved only through years of marketing efforts.
Experience and learning curve effects due to being in the industry for a long period.

Advancement in communication technology meant that business managers are now required to travel less often than before.
Resorts and niche hotels providing customized services to consumers.

Multiple luxury hotels with similar services available (Hyatt, Mandarin Oriental, Ritz-Carlton, etc.)
Low switching costs (Does not cost anything to stay at competitors hotel or choosing to stay at niche hotels)
The internet allows buyers to gain access to consumer information and compare prices with competitors

Suppliers product substitutes are readily available in the market.
Switching costs from one supplier to another is low.
Within the industry, there is a shortage of skilled manpower.

Multiple similar or equally balanced competitors within the industry targeting the same market segment. With industry growth slowing down, competitors are fighting intensely for market share.
Exit barriers are high due to large capital invested.

Strong international branding.
Expanding quickly into multiple markets.
Won numerous awards for its outstanding services, hotels, restaurants and spas.
Priced higher than similar brands.
Weak differentiation.
Same market segment
Same strategic group
Competing directly with Pan Pacific, Mandarin Oriental’s ability to expand quickly into other markets poses a threat as they will be able to reinforce their international brand image.
Strong international branding.
Strong presence within the United States market.
Recognized for providing service excellence and has established institutes for service training.
Won two Malcolm Baldrige National Quality Awards (Ritz-Carlton 2014).
Loyal customers.
High employee turnover.
Narrowly focused market segment.
Highly perceived as expensive.
Safety concerns as it was a target of a suicide bombing incident.
Limited marketing efforts.
Same market segment.
Same strategic group.
The reputation of Ritz-Carlton’s exceptional service allows them to gain market share. However, competitors are able to learn and mimic their service strategies through their service training centers or by hiring their previous staffs.
Established multiple brands for different target market.
Practices Corporate Social Responsibility with programs such as Shangri-La's Care for People and Nature Projects.
Received multiple awards in a China.
Has service training centers such as the Shangri La Academy to ensure consistent service quality
Difficulty in sustaining business during financial downturns.
Brand recognition is restricted to Asia.
High employee turnover.
Consumers may be confused by the organization's offerings as products and services are rather similar.
Different market segment
Same strategic group
Similar to Pan Pacific, they have the ability to cater to multiple target market.
Achieve economies of scale and scope with the wide array of hotels and resorts.
Difficulty for PPHG to gain market share in China with such an established competitor.
Provides consumers with a wide selection of rental rooms or apartments at various locations, each with a unique offering.
Emphasis on the feeling of home.
Uses a review and merit system for guests to upload their experiences and reviews.
Relies entirely on users to offer their place for rental.
Difficulty in providing special request (e.g. airport pick up, car rental or wheelchair friendly amenities)
Lack of services such as room service, bell boy and butler.
Different strategic group
Undifferentiated market segment
Disrupts traditional methods of business with the peer-to-peer business model.
Competitive pricing with similar amenities.
Shifting preference towards unique accommodation.
Operates complementary services In example, Gardens by the Bay and Art Science museum.
Has event halls that pays host to events such as Sitex 2014 and ONE Fighting Championship.
Gained worldwide reputation due to the unique architectural design
Excellent administrative service due to transferability of core competence from other hotels.
Conservative patrons may avoid the hotel due to the casino.
Focuses mainly in Asia.
Debt-laden (Las Vegas Sands Corp. 2013).
Same market segment.
Different strategic group.
Able to attract consumers due to a variety of unique amenities such as a casino.
VALUE
FIRM
INFRASTRUCTURE
RARITY
INIMITA-BILITY
NON-
SUBSTITU-ABILITY
SUSTAINABLE?
HR
MANAGEMENT
TECHOLOGICAL
DEVELOPMENT
PROCUREMENT
OPERATIONS
MARKETING
AND SALES
SERVICE
SHORT-TERM
• Emphasize on customer service to create positive brand image and impression
• Increase market value within its current establishments in neighboring countries
• Focus on reinforcing strengths, reinventing each hotel with a unique "PanEarth" experience and ensure facilities are well-maintained.
• Evaluate current assets, capital and management in alignment with trends of upcoming market to stay adaptable, thereby sustainable and competitive.
LONG-TERM

TOMA
– Top-of-mind awareness instilled in consumers, in efforts to remain as consumers' choice in accommodation.

Sustainability
– To achieve sustainability in ways both environmentally-responsible, as well as towards PPHG's stakeholders.
• While achieving sustainability, PPHG will strive to increase and stretch profits to its fullest, seek continual innovation to stay ahead of their competition and ensure its survival in the dynamic market.
ARENA
VEHICLES
DIFFERENTIATIONS
STAGING
Concentrating on environmentally conscious consumers in the 'luxury' hotel market segment,
Increased emphasis in positioning future expansion as an education hub for alternative energy.
ECONOMIC
LOGIC
Create more value for its consumers.
Renewed brand identity as an initiator of the 'green movement'
Convenience and easy accessibility to "green" equipments.
For businesses: A deeper understanding of the practical usage of these systems while they attend the conventions.
Able to evaluate the usefulness of such in relations to their business and gain expert advices on the spot.
For students and schools: Hands-on knowledge when given the opportunity to understand the processes.
Strategy attractiveness:
Profitability of the selected market
Imitability of the strategy
Growth potential
Competition within the market
Competitive strengths depending on:
Capitalizing core competencies
Capitalizing on knowledge on environmentally friendly hotel design and facility management practices
Customer oriented service
VEHICLES
ECONOMIC LOGIC
DIFFERENTIATORS
Refocused Marketing
Concentric Diversification
Brand Image
Joint Ventures
Joint ventures with experts in the area of clean energy engineering.
These joint ventures will allow conventions and educational tours to be done in the new education hub.
Phase 1:
Research and development of plans in seamless transformation of current hotels to such that adopts a greener approach.
Phase 2:
Finalising of progression timeline for each installation. Marketing support on the said timeline should be done in notifications to consumers as well as to promote the initiative by PPHG.
Phase 3:
Educational tours and conventions will be scheduled and held on fortnightly basis.
Full transcript