Introducing
Your new presentation assistant.
Refine, enhance, and tailor your content, source relevant images, and edit visuals quicker than ever before.
Trending searches
Sibonga, Ma. Thea
Catindoy, Grace
Saligumba, Mary Ann
Facundo, Carla Maryel
Dayrit, Rona Rae
Ceballos, Mark Anthony
(Group 1 of HRA-401)
Sibonga, Ma. Thea
Catindoy, Grace
Saligumba, Mary Ann
Facundo, Carla Maryel
Dayrit, Rona Rae
Ceballos, Mark Anthony
Poblete, Marc Jovie
(Ceb)
Why should we involve our employees in planning?
(Rae)
(Ceb)
Unforeseen developments may disrupt or overturn even the best laid plans.
A capacity management concept that has gained substantial favor in the airline, lodging, restaurant, spa, cruise line and convention industries.
Managing the sale of units of capacity to maximize the profitability of that capacity.
- It is also called Revenue Management
(Rae)
Need to be considered as a whole and individually.
Lays out the necessary steps and identifies the mileposts along the path that the organization must follow to fulfill its mission, to achieve its vision.
(Carla)
(Rae)
The Design Day
-an important concept in capacity planning for hospitality organizations.
Example:
A theme park could use past and predicted attendance figures to set the design day at the 50th percentile, so that overall park demand (and demand for particular rides and attractions) would exceed capacity on about half the days, and about half the time capacity would exceed demand.
The higher the percentile level chosen, the lower the number of days the organization will exceed its design-day standards for the guest wait times.
Higher demand days cost more – greater capacity must be built – but yield greater guest satisfaction
The design-day percentile is a critical management decision for any hospitality organization.
(Carla)
(Rae)
-Dramatic changes in technology will continue to have a major influence on both organizations and the industry.
-Changes in technology occur rapidly impact to forecast.
(Meann)
(Meann)
(Carla)
(Gracee)
Assessing future demographic trends and their effects may require both qualitative and quantitative forecast.
Hospitality organizations already know a lot about their future guests since so many of them are already here.
Large group of aging people has had and continue to have a major impact on the hospitality industry as customers, investors, and employees.
Another factor in an organization’s long look around is society’s changing expectations for all its institutions, including those in the hospitality industry, as well as emerging social trends and institutional changes.
(Gracee)
(Gracee)
Five (5) Key Areas
Benchmarking
-managers best tool for determining whether the company is performing particular functions and activities efficiently.
(Meann)
The Operating Environment
(Gracee)
Looking Within
The internal assessment, or the searching look within for strengths and weaknesses, defines the organization’s core competencies and considers the organization’s strong and weak points in terms of its ability to compete in the future.
The Necessity of Planning
Planning process is worthwhile
There is an old saying that those who fail to plan, plan to fail.
Every hospitality organization needs a road map to unite and focus the efforts of the organization’s member and get them prepared for the future that the organizational planners predict.
Group of seniors now either in retirement or nearing it will continue to change the work force and the market place for hospitality organizations.
The hospitality industry will benefit from this large group of potential customers.
No organization can instantly create such magnificent facilities and equipment.
The only way it can get to the future it envisions is to invest today . Although no one’s foresight as to what customers of tomorrow will want can be perfect, everyone must make decisions today that anticipate the future they expect to see.
Creating and following a careful strategic plan is the best know way to do so.
Once the hospitality planning process is complete, the cycle should begin again in some predefined time frame.
The planning process should never stop because the world in which any organization operates never stops changing.
(Ceb)
The Mission Statement
An organization’s mission statement articulates the organization’s purpose, the reason for which it was founded and for which it continues to exist.
It defines the path to the vision, given the strategic premises and the organization’s core competencies.
It’s also a guide to defining the how, what and where for the organization’s overall service strategy that in turn drives the design of the service product, service environment, and service delivery system .
These definitions from the basis of action plans and lead to the other steps and decisions that put resources in place to fulfill those plans.
(Gracee)
The Vision Statement
It articulates what the organization hopes to look like and be like in the like in the future.
Rather than presenting specific principles, goals, and objectives, the vision presents hopes and dreams: it creates a picture toward which the organization aspires; it provides inspiration for the journey ahead.
It depicts what the organization hopes to become, not what the organization needs to do to get there.
The vision statement is used to unite and inspire employees to achieve the common ideal and to define for external stakeholders what the organization is all about.
(Meann)
(Gracee)
The organizations carefully studies the opportunities and threats the future holds for both it and its industry. There are three categories of factors that should be included in an environmental assessment: those in the overall environment, the industry environment, and the company's operating environment.
Hospitality planning follows an ongoing cycle that begins at the big picture level and ends in specific action plans, departmental or project budgets and individual yearly objectives that can be tested against performance metrics.
Typically, such planning is done annually and begins with management’s simultaneous consideration of three elements:
the external environment with its opportunities and threats
the internal organization with its strengths and weaknesses
the relationship of these elements to the statements of organizational vision and mission.
Looking Around
The environmental assessment, or the long look around the environment for the opportunities and threats, in turn defines the strategic premises.
The Overall Environment
The Industry Environment
Why do organizations should know the changes in economic forces?
(Gracee)
A typical mission statement will include at a minimum the following three elements:
The Olive Garden Restaurants have a seven-point vision statement and also a simple five-point statement that provides guidance for employees:
(Gracee)
-lay out the specifics of how the organization will operate, what everyone needs to do in the next time period, usually a year, and, through the metrics, how valuable feedback will be elicited on progress in achieving the plan.
(Ceb)
(Carla)
Hospitality organizations did not know they needed a Web site until the idea was introduced.
The way to reach these outcomes is through the strategic planning process.
The process two basic steps:
And figuring out what to do on the basis of the assessment.
The external assessment of environmental opportunities and threats leads to the generation of strategic premises about the future environment.
The internal assessment of organization strengths and weaknesses leads to a redefinition or reaffirmation of organizational core competencies.
(Thea)
An organization has existing competitors, potential competitors, and indirect competitors that offer customer a substitute or alternative service. This competitors can be local, national, or even international.
-child’s waking moments are carefully scheduled and planned by “helicopter parents”
“They’re going to think well about systems; they’re going to be good at exploring; they’re going to be good at reconceptualizing their goals based on their experience; they’re not going to judge people's intelligence just by how fast and efficient they are; and they’re going to think non-laterally."
- James Paul Gee
Picking and following a strategy is an important decision for any hospitality manager.
A strategy might be to get cheaper, or better, or faster.
Most companies listen to their customers and then respond to their articulated needs.
Example: The creation of Disneyland Park
(Carla)
(Ceb)
Most companies wind up writing mission and vision statements and others statements such as credos, beliefs and values-but not all need to; often, smaller organizations have leaders who know what they are doing and where they are heading without writing it down.
Vision and mission statements vary from the simple to the complex, but in general, the simpler the better.
(Thea)
-”most praised generation”
-incredibly sophisticated
-technology wise
-immune to most traditional marketing and sales pitches
-much more racially and ethnically diverse
-much more segmented as an audience aided
-less brand loyal and the speed of the Internet has led the cohort to be similarly flexible
-changing in its fashion, style consciousness and where and how it is communicated with
-kids often raised in dual income or single parent families have been more involved in family purchases
The three generic strategies: competing price, finding niche, and differentiating also have potential shortcomings…
Many successful service organizations have found that the best way to succeed in the long-term is to differentiate on the basis of superlative service quality and value.
(Thea)
(Ceb)
(Meann)
An organization can seek to differentiate its product from all others in the market by positioning the product in people’s minds as the best value for the lowest cost.
It provides the basis from ensuring that the customers' key drivers are addressed, by determining what the organization's service product should be, what the service environment in which the service product is provided or delivered should look, and feel like, and how the service delivery system makes the service product available to the guest.
(Thea)
(Meann)
(Thea)
3. A Special Niche
Focus a specific part of the total market by offering a special appeal-like quality, value, location, or exceptional service to attract customers in that market segment.
(Meann)
(Thea)
(Thea)
(Meann)
1. A Lower Price
- a low-cost producer tries to design and provide pretty much the same service that the competition sells, but at a lower price.
2. A Differentiated product or service
- hospitality organizations practice this strategy because all want to be perceived as different in ways their customer find favorable. It results from creating in the customer’s mind desirable differences between their product and others available at the same price.
3. To create a particular Market Niche
(Thea)
Berry's Four Components of Excellent Service
The organization must now define its markets key drivers, craft its service product to meet that markets needs, create the appropriate service environment, and design the service system to reach the target market
(Meann)
-These are the conclusions about the future of industry and market from environmental assessment, and then uses this information to make the assumptions.
According to Dave Thomas founder of Wendy’s he identified five trends when creating his restaurant, these are:
1. People wanted choices
2. People were fed up with poor quality
3. People were trying to adjust to a never, more complicated way of life
4. People were on the move
5. People were ready for an upscale hamburger place
(Thea)
The organization should not only look inside to evaluate its core competencies.
The customers will tell the organization if its core competencies are important to providing customer value and satisfaction.
(Thea)
Forming strategic alliances with these organization instead of trying to do everything itself.
Successful managers must have two skills or qualities:
management ability and expertise in a specific industry o functional area.
(Thea)
(Thea)
Opposite of the long look around, is the internal assessment, or internal audit – the searching look within.
The hospitality organization cannot plan with any confidence until it admits its weaknesses and identifies its central strengths, frequently termed its core competencies.
Is the bundle of skills and technologies that gives the organization an important difference in providing customer benefits and perceived value.
E.g: Ritz-Carlton, Marriott, Darden Restaurants, Starbucks Coffee to McDonald’s McCafe