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Hyatt Regency Sha Tin Hotel

INTANGIBLE- TECHNOLOGICAL RESOURCES

Hyatt’s Central Reservation, a 24/7 reservation system

CAPABILITIES

“provide authentic hospitality by making a difference in the lives of people we touch every day” (Farley, 2010)

“Hyatt Thrive”

COMPETENCY

INTANGIBLE- HUMAN RESOURCES

  • Promotional forces
  • Global sales platform
  • Strong Capital Base and Disciplined Financial Approach,
  • Diverse Exposure to Hotel Management, Franchising, Ownership and Development

FUNCTIONAL STRATEGIES

SUPERIOR EFFICIENCY

  • superior efficiency
  • quality
  • innovation
  • customer responsiveness

HR department provides a variety of training

-learning effect

  • Promotion of a loyalty program- “Hyatt Gold Passport”
  • 'Double Your Points' promotion
  • 'Elite Tier Trial' promotion

-platinum members can upgrade

Hyatt awarded 100% in the HRC Equality Index

SUPERIOR QUALITY

Monthly MICE audit training

-eliminate chances of error & ensure quality consistency

CUSTOMER RESPONSIVENESS

Briefing session

Medallia

Effective program "HySat"

-find out and record guests’ likes and dislikes

Issue and problems

Limited exposure of the package

  • not able to reach the targeted market segment
  • affects the operational efficiency
  • Generate extra workload for S&M staff:
  • Direct selling, recurring long stay to sale office
  • Follow HRST Standard

INNOVATION

  • “Long Stay Package”
  • “Sweet Deal”
  • Wedding room package- Chinese traditional custom

ISSUES & PROBLEMS

Issue and problems

  • MICE Audit Session is too time-consuming
  • Briefing session is too broad

Technical disability of “Long Stay Package”

  • extended stays with complementary demand for room and hotel facilities.
  • not entitled to GP points
  • rate cannot be search or reserved on the site’s Online Reservation System

Issue and problems

RECOMMENDATIONS

Opening of Hong Kong Science Park Phase 3

• Target at same MICE industry

• Offers larger meeting, convention and exhibition area than HRST

Lengthy MICE Audit Session:

-Shorten MICE Audit Session

-Enable staff to select dates

-Database record

Lengthy Briefing session:

-Supervisor should select significant/useful feedback

-ask staff to brainstorm ideas to solve issues before session

RECOMMENDATIONS

TANGIBLE-PHYSICAL RESOURCES

RECOMMENDATIONS

Opening of Hong Kong Science Park Phase 3:

Technical disability of “Long Stay Package”

Launching event related package

• Clearly define the difference between HRST & HKSP

• Combine accommodation and meeting service at packaged price

• Food and beverage service during event

• Cooperate > Competition

Provision of separate retain program for long stay guest

• More flexibility from direct selling

• Provide retain program for its own in house long stay guest

• Perhaps take 3 hotels in Hong Kong as a group

• Separate points for redemption of coupons

• Worthy→ repetitive stay

CONCLUSION

• HRST perform well among luxury hotel

• Review strategies continuously to see whether they are fitting environmental changes as well as guest need

• Continue to make good use of comparative advantage and grab opportunities

• Use retained profit to improve weakness

  • Over 750 square meters meeting spaces
  • 9 meeting rooms
  • 427 guestrooms
  • 132 designed rooms

INTERNAL ENVIRONMENT

Tangible- Financial Resources

  • occupancy rate, at 79.9%,

Background

-Worldwide recognized hospitality organisation

-Established in 1957

-Hyatt Regency Hong Kong ShaTin was founded in 2009

-One of three full service hotels under HHC

-Teaching hotel

-First hotel in New Territories

-Six layer of management

External Environment

Macro-environment: Political, economic, social and technological

Micro-environment: Porter’s 5 forces

Political

  • policies and strategies to enhance the competitiveness of the hotel industry and entice visitors to lengthen their stay
  • EG: Individual Visit Scheme(IVS), Cruise hub, tax relieve
  • Convert of old industrial buildings and revitalization of heritage buildings into hotels
  • attracting more high value-added visitors to Hong Kong.

Introduction

-Keen competition in hotel industry

-Adding value to customers, employees and owners becomes main concern (Kim & Oh, 2004)

-Not easily replicated by competitors

-236 hotels in Hong Kong

-Tourists keep increasing

-Important to adopt correct strategies

Social

Technological

Existing rivalry in industry

  • Fierce competition exists
  • Not only local, also neighboring cities (Macau)
  • provides designer shopping, luxury hotels and resorts as well as many more dining and entertainment options to outbound travelers (MGTB, 2015)

  • Various technological applications
  • free mandatory Wi-Fi service is basic requirement for luxury hotels
  • Mobile web booking and express check-in kiosk are emerging trends
  • “digital customer experience”

  • 78.3% were the Mainlanders (HKTB, 2014)
  • attaining an average annual growth rate of 23.6% (CEDB, 2014)
  • numerous protests to Mainlanders
  • EG:Anti-Chinese visitors’ activity, anti-parallel trading
  • discourage tourist visiting Hong Kong

Economic

Methodology

Flow

The threat of substitutes

STRENGTH

Facilities and Surroundings

-Wonderful view for terraces and and outdoor activities

-Close to China border and CUHK, 3 mins walk to MTR

WEAKNESSES

  • Remote from the central business district
  • No transportation service for hotels in New Territories from hotel to airport express
  • No valet parking
  • Not enough shopping mall, retail shops, restaurants in the surrounding areas

OPPORTUNITIES

STRENGTH

Relaxed visa requirements for Chinese inbound travellers

-Reduced restrictions of individual travel scheme are expected to attract more Mainland tourists to HK

Hyatt Loyalty Program-Golden Passport

Gold passport and meeting planner rewards encourage loyalty and help retain repeat business

OPPORTUNITIES

Hong Kong as a MICE hub

-Can create attractive yet profitable packages tail-made for business travellers

  • Little
  • Upper strategic groups which include luxury hotels cater different needs with those at lower strategic groups

THREATS

Rapid hotel development in areas in China- Guangzhou and Shenzhen will compete with the hotel in Hong Kong

China has signed a cross-strait deal with Taiwan which allows Mainlanders and Taiwanese to travel directly within these two places

OPPORTUNITIES

The emergence of Gen Y workers in the future

-Professional capabilities and distinctive competencies in tourism and hospitality market

STRENGTH

Brand Awareness

Strong and renowned brand around the world

SWOT

Bargaining power of suppliers

  • adds burden for hotel operation
  • EG: food, amenities, and information, labor
  • hotels encounter recruitment difficulties with relevant qualifications and experience (VTC, 2013)

Bargaining power of buyer

  • Operation cost increasing
  • # of Visitors # occupancy, room nights, spending: increasing
  • occupancy and spending has increased by 7% and 15.7% respectively (HKTB, 2014)
  • IVS visitors’ spending also contribute for 8.8 billion for hotels and accommodations in 2012 (CEDB, 2013)

-Primary Data:

- Face-to-face interview with Sales Executive: Mr. Chalton Chung

-Secondary Data:

-Official data of the HRST

-News

-Books

-Reports

-Journal articles

  • the average occupancy rate of hotels was 90%
  • supply of hotel rooms is insufficient to meet the demand
  • not high especially peak seasons

1. Introduction

2. Methodology

3. Background

4. External & Internal Environment

5. SWOT Analysis

6. Business & Functional-Level Strategies

7. Issues & Problems

8. Recommendations

9.Conclusion

Threat from potential competitors

  • more hotels will open meet demand
  • total of 76,603 rooms by year 2017
  • more personalized, customized and unique experience provided by the boutique and themed hotel with different innovative features.

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