Loading presentation...

Present Remotely

Send the link below via email or IM


Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.


Presentation Aitken Spence Hotels Holdings PLC

Presentation about Aitken Spence Hotels Holdings PLC in the framework of the module Strategic Hospitality Management

Susann Jost

on 13 December 2010

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Presentation Aitken Spence Hotels Holdings PLC

Aitken Spence Hotel Holdings PLC PESTEL Threats Opportunities Growth in tourism sector

Governmental support Natural catastrophes

Change of climate Porter's Five
Forces Threat of substitutes Threat of new entry Key economic
characteristics Market growth
Investment opportunities
No. of competitors High competitive
rivalry Driving Forces Globalization Social Media Technology External Resources Tangible Intangible Flagship properties
Hospitality School Reputation Competencies Sustainable operations Strengths Pioneers in sustainable tourism Experienced
management team Weaknesses Shortage of employees Only Sri Lankan managers Internal Strategic direction Luxury products &
services Overall goals Growth Competiveness Market leader Strategic options Strategy 1 Strategy 111 Diversification Entering the cruise market Strategy 11 Consolidation Attracting business
guests by sustainability Market penetration Social Media Strategic
position Infrastructure Services Logistic solutions Strategic investments Hotel management Offering Customers Finances Luxury sustainable products & services at fair prices
Strategic choice Sustainable
Cruise Line Implementation plan Financial Non-financial 7-S Model Structure Strategy Staff Style Systems Skills Shared
values Soft elements Hard elements 18 mln cruise passengers in Asia (2009) 5.5% annual growth NPV: $73,302,556.25 Acceptability & Feasibility IRR: 19% Payback Period: 5.27 years Investment: $156 mln Strategy $ 3,899 p.p.
up to
$13,589 p.p. Revenues Occupancy 75% - 91.5% Year 1: $49mln Break-even at 15700 sold units Capital Budgeting Operating
Costs & Expenses Payroll Expense: $1.4 mln Maintenance: $103,000 Overhead Costs: $ 5 mln Direct Expenses: $ 9.4 mln Depreciation: $ 15.6 mln Hurdle rate: 12% Consolidation Market penetration Diversification Cruise Management Business Model Fuel Expense: $403,920 Total: $24.06 mln Sample Year 1 + 250 million Facebook users YouTube: 100 million movies
uploaded every day Dell generated $1 million extra through Social Media Guest demand for
sustainable hotels
is increasing Creating brand awareness Key Sustainable
Objectives Value proposition Why Cruise??? - Highest NPV
- Most suitable to Culture & Vision
- Sustainable
- Best market circumstances Thank you very much for your time!
Full transcript