...Hospitality Environment | Feasibility Study (Mercure Resort Sanur) | Gino Severien (236594) | Joshua Ega Yus Pratama (286486) | Year 2 Module 2PBL Group 1HOSPITALITY OPERATIONS ENVIRONMENT | Assessor: Mark de Jong This is submitted in partial fulfilment of the requirements of the INTERNATIONAL HOTEL MANAGEMENT Academic Year 2013-2014 Declaration Form Hereby we declare that: 1. This work is composed by us. 2. This work has not been used in any way before. 3. The work of which this is a record is done wholly by us. 4. All verbatim extracts have been distinguished by quotation marks and the resources of our information have been specifically acknowledged. Friday, 17 January 2014 _____________________ Gino Severien _____________________ Joshua Ega Yus Pratama Table of Contents Declaration Form ii Executive Summary iv Preface v Introduction vi The Environment 1 Political 1 Economic 1 Social 1 Technological 1 Legal 2 Environmental 2 Competitor Analysis 2 Internal Analysis 4 TOWS 5 Choice 6 Implementation 7 Business Case 8 Scorecard or Dashboard 9 Bibliography 10 Appendices A Appendix 1: Overview of Mercure Resort Sanur’s Competitors A Appendix 2: Daily Revenue Report of Mercure Resort Sanur on 26 November 2013 B Appendix 3: NPV Calculation C Appendix 4: Co-operation Contract D Appendix 5: Assessment Sheet E Executive Summary A report titled Feasibility Study (Mercure Resort Sanur)...
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...CARNIVAL CORPORATION STRATEGY REPORT GRIFFIN CONSULTING GROUP Benjamin Levin Jennifer Jones Tom Slade Wednesday, April 11, 2012 2 CONTENTS Executive Summary ..................................................................................................................... 4 Company Background ................................................................................................................ 5 History ....................................................................................................................................... 5 Costa Concordia Incident .......................................................................................................... 6 Business Model and Operations Summary .......................................................................... 8 Five Forces Framework ............................................................................................................. 11 Internal Rivalry ...................................................................................................................... 11 Supplier Power ....................................................................................................................... 13 Buyer Power............................................................................................................................ 14 Entry and Exit ....................................................................................................................
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...New Orleans New Orleans (viết tắt NOLA; dân ở đấy dịch là Ngọc Lân; cũng được đọc như "Níu Liên") là thành phố lớn nhất trong tiểu bang Louisiana, Hoa Kỳ. Thành phố này nằm thuộc miền đông nam Louisiana, giữa bờ sông Mississippi và hồ Pontchartrain, khoảng 100 dặm ngược dòng sông từ vịnh Mexico ở 30,07° vĩ độ bắc, 89,93° kinh độ tây. Về mặt luật pháp và hành chính thì thành phố New Orleans với Quận Orleans là một. Thành phố này được đặt tên theo Philippe II, Công tước Orléans, công tước nhiếp chính Pháp, và là một trong những thành phố cổ nhất ở nước Mỹ. Đây là trung tâm công nghiệp và phân phối và là cảng biển lớn của Mỹ. Thành phố này nổi tiếng với những di sản văn hoá đa sắc tộc, không khí lễ hội với nhạc và nghệ thuật ẩm thực địa phương. Nó được coi là nơi sinh của nhạc jazz. Nó là nơi du lịch nổi tiếng khắp thế giới do kiến trúc, nhạc, và thực phẩm đặc biệt, cũng như là Mardi Gras và những tổ chức khác. Theo Thống kê Dân số năm 2000, dân số thành phố là 484.674 người. Cộng thêm những ngoại ô trong Quận Jefferson, Quận St. Bernard bên cạnh, và những khu gần khác, con số đó tới khoản 1,4 triệu người. Tuy nhiên, New Orleans bị cơn bão Katrina tàn phá vào ngày 29 tháng 8 năm 2005, làm khắp thành phố bị lụt lội thê thảm, bắt mọi người dân phải sơ tán và làm nhiều người thiệt mạng. Vào những năm sau, dân số lên lại khoảng 1,2 triệu người. New Orleans có một khu Việt Nam lớn trong phía Đông New Orleans gọi Versailles ("Vẹc Sai") nhưng có nhiều người gốc Việt ở khắp New Orleans...
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...where you fit in is an important starting point to a successful career in tourism. What Is Tourism? Tourism may be described as the activities of tourists and those who cater for them. It is a highly diversified business with many component parts ranging from airlines to hotels. Tourism is concerned with providing: Travel and transport facilities Accommodation Food and drink Entertainment/recreation Information and assistance Souvenirs Above all, tourism is a hospitality industry providing a service to visitors in a warm and welcoming way. ICHM Page 1 Introduction to Hospitality Industry Who Are Tourists? Tourists are people who for a variety of reasons travel to destinations, where they stay at least one night. Excursionists are also visitors that do not make an over-night stop, such as daytrippers or people on cruises. There are several basic types of tourists: People who travel to another country simply for pleasure/leisure. People who travel to pursue specialist activities, e.g. cultural tourism, visit to People who travel for business purposes. People who attend international conferences and meetings. People who travel to another country to pursue specific courses of study. People who visit their friends and relatives in another...
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...http://www.nckvietnam.com Understanding the Global Spa Industry http://www.nckvietnam.com This page intentionally left blank http://www.nckvietnam.com Understanding the Global Spa Industry: Spa Management Marc Cohen and Gerard Bodeker AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEWYORK • OXFORD • PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier http://www.nckvietnam.com Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP, UK 30 Corporate Drive, Suite 400, Burlington, MA01803, USA First edition 2008 Copyright © 2008 Elsevier Ltd. All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier web site at http:/ /elsevier.com/locate/permissions, and selecting Obtaining permission to use Elsevier material Notice No responsibility is assumed by the publisher for any injury and/or damage to persons or property as a matter of products liability, negligence or otherwise, or from any use or operation of any...
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...Dictionary of Travel, Tourism and Hospitality By the same author Britain – Workshop or Service Centre to the World? The British Hotel and Catering Industry The Business of Hotels (with H. Ingram) Europeans on Holiday Higher Education and Research in Tourism in Western Europe Historical Development of Tourism (with A.J. Burkart) Holiday Surveys Examined The Management of Tourism (with A.J. Burkart eds) Managing Tourism (ed.) A Manual of Hotel Reception (with J.R.S. Beavis) Paying Guests Profile of the Hotel and Catering Industry (with D.W. Airey) Tourism and Hospitality in the 21st Century (with A. Lockwood eds) Tourism and Productivity Tourism Council of the South Pacific Corporate Plan Tourism Employment in Wales Tourism: Past, Present and Future (with A.J. Burkart) Trends in Tourism: World Experience and England’s Prospects Trends in World Tourism Understanding Tourism Your Manpower (with J. Denton) Dictionary of Travel, Tourism and Hospitality S. Medlik Third edition OXFORD AMSTERDAM BOSTON LONDON NEW YORK PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann An imprint of Elsevier Science Linacre House, Jordan Hill, Oxford OX2 8DP 200 Wheeler Road, Burlington MA 01803 First published 1993 Reprinted (with amendments) 1994 Second edition 1996 Third edition 2003 Copyright © 1993, 1996, 2003, S. Medlik. All rights reserved The right of S. Medlik to be identified as the author of this work has been asserted...
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...CHAPTER 1 | TOURISM | 1.1 INTRODUCTION TO TOURISM Since the beginning of the time people have travelled In the early periods, people used to travel for food, water and safety or acquisition of resources (trade). But in the recent times, the word travel is also associated with pleasure or exploration. Now, Tourism is the business of providing travel, accommodation, food, entertainment to the people who are travelling for the purpose of either recreation and leisure or business. Tourism may be expressed as the processes, activities, and outcomes arising from the relationships and the interactions among tourists, tourism suppliers, host governments, host communities, and surrounding environments that are involved in the attracting and hosting of visitors. Hence, tourism is the movement of people (tourists) to a destination outside of place, where they normally live and work. Tourism is not only restricted to people (tourists) but it is also the movement of activities of the providers. For example, the services provided during the course of travel. Tourism is about involving people and knowing them better. It is not a short term process of but a long term relationship between the consumer (tourists) and provider of Tourism Service. Tourism is the collection of activities, services and industries that delivers a travel experience including transportation, accommodations, eating and drinking establishments, retail shops, entertainment businesses, activity facilities...
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...GOVERNMENT OF INDIA MINISTRY OF TOURISM & CULTURE DEPARTMENT OF TOURISM MARKET RESEARCH DIVISION FINAL REPORT ON 20 YEAR PERSPECTIVE PLAN FOR DEVELOPMENT OF SUSTAINABLE TOURISM IN MAHARASHTRA MARCH 2003 ΑΒΧ DALAL MOTT MACDONALD (FORMERLY DALAL CONSULTANTS & ENGINEERS LIMITED) Study Report on Preparation of 20 Years Perspective Plan for Development of Sustainable Tourism in Maharashtra Dalal Mott MacDonald Joint Director General (MR), Department of Tourism Joint Director General (MR), Department of Tourism Ministry of Tourism & Culture C-1, Hutments, Dalhousie Road New Delhi – 110 001 India Study Report on Preparation of 20 Years Perspective Plan for Development of Sustainable Tourism in Maharashtra March 2003 Dalal Consultants & Engineers Limited Sarojini House 6 Bhagwan Dass Road New Delhi 110 001 India Tel: (011)-3389386, 3383521. 1441/Maharashtra/A/18 July 2002 C:\websiteadd\pplan\maharashtra\Vol 1\Executive Summary Final.doc/01 Study Report on Preparation of 20 Years Perspective Plan for Development of Sustainable Tourism in Maharashtra Dalal Mott MacDonald Joint Director General (MR), Department of Tourism Study Report on Preparation of 20 Years Perspective Plan for Development of Sustainable Tourism in Maharashtra ssue and Revision Record Rev Date Originator Checker Approver Description This document has been prepared for the titled project or named part thereof and should not be relied upon or used for any other project without...
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...White Paper: An Analysis of Harrah’s Total Rewards Players Rewards Program © 2006 Gaming Market Advisors December 2006 Prepared by Gaming Market Advisors 330 E. Warm Springs Rd Las Vegas, NV 89119 4340 E. Kentucky Ave. Suite 311 Denver, CO 8024 Table of Contents I. SUMMARY OF FINDINGS............................................................................................................................................1 II. PROJECT OVERVIEW..................................................................................................................................................4 Methodology ........................................................................................................................................................4 III. TOTAL REWARD PROGRAM OVERVIEW ..................................................................................................................5 Tiers and Tier Credits ............................................................................................................................................5 Reward Credits .....................................................................................................................................................7 IV. TOTAL REWARDS MARKETING STRATEGY .............................................................................................................11 V. TOTAL REWARDS TIER BENEFITS...................................................
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...Indian Hotel Industry Survey 2011-2012 For more information, or additional copies of this document, please contact: Secretary General Federation of Hotel & Restaurant Associations of India (FHRAI) B-82, 8th Floor, Himalaya House, 23 Kasturba Gandhi Marg New Delhi - 110 001 India Tel: Fax: Email: Website: +91 (11) 4078 0780 +91 (11) 4078 0777 fhrai@vsnl.com www.fhrai.com Price: FHRAI Members: FHRAI Non-Members: International: `500 (per additional copy) `700 US$50 © Federation of Hotel & Restaurant Associations of India, 2012 Reproduction of data from within this publication is permitted provided that acknowledgement is accredited to the FHRAI and HVS Hospitality Services. Table of Contents Foreword from the President, FHRAI............................................................................................................. 1 HVS Hospitality Services................................................................................................................................. 2 Synopsis and Key Highlights of the Survey................................................................................................... 4 Country Trends................................................................................................................................... 6 Key Highlights..................................................................................................................................... 8 City Trends....
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...Research on Virgin Galactic Richard Branson's Virgin Galactic has us all excited about space travel, but we are slightly less excited about the Virgin Galactic cost. Those tickets into suborbital space are not cheap, and most of us will not be able to afford the trip for a while. What is the Virgin Galactic Cost? A 2008 book about space tourism stated that, "The cost of suborbital flight advertised by private space companies such as Virgin Galactic and Starchaser Industries is in the order of U.S. $200,000." [Source: Erik Seedhouse, page 27]. Virgin Galactic's webpage confirms that $200,000 is still the cost of a ticket of admission, and that at least 100 people have already paid that fare in full. [Source: virgingalactic.com]. Apparently, the company intends to keep the cost of tickets at this level for the time being. Will the Virgin Galactic Cost Come Down? In a 2008 interview, Stephen Attenborough, commercial director for Virgin Galactic said he thought competition would eventually drive ticket prices down to $50,000 or lower. [Source: The Independent]. He did not give any timeframe for this decrease. It seems inevitable that competition will force Virgin Galactic and other space flight companies to lower their prices. Low price is, after all, the most obvious way for a company to distinguish its product. But with $200,000 spaceflights still a thing of the future, it might be a while before the average Star Trek fan can afford a trip to space. Conclusions...
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...“Chernorizets Hrabar” VFU (Bulgaria), Fundacion Universidad Empresa Region De Murcia (FUERM), Spain, Klaipeda Business and Technology College (KBTC), Lithuania and Liverpool John Moores University, United Kingdom. Each has taken advice and guidance from both academic and industrial bodies in the development of such. The handbook assists with the updating and development of staff involved in the Organisation, Planning and Implementation of Events. Authors: Asta Beloviene is a Dean of Business Faculty has great experience in management of education process, communication between different levels of training and social partners. Remigijus Kinderis is a Lecturer of Tourism Administration Department, Director of the hotel “Pajuris “ in Klaipeda, author of various tourism feasibility studies and projects. Phil Williamson (FHEA, MSc Events, Cert Ed, DMS, BA) is a Senior Lecturer in Events Management. 12 years experience of delivering to undergraduate, postgraduate, industry. Phil’s practitioner experience was with leading UK commercial event organisations. Tilcho Ivanov (Prof. Dr is a Professor in Branch Economics and Management and Economic Analysis at the University of National and World Economy and Varna Free University “Chernorizets Hrabar”. He has more than 30 years of experience in different economic sectors. Carmen Anton Ortin is part of the staff of Fundación Universidad Empresa Region of Murcia (FUERM). She is graduated in Marketing, public relations in companies and international commerce...
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...ENTREPRENURESHIP SKILLS AND PRACTICES 1.0 Introduction Entrepreneurial skills and practices is one of the General Studies introduced in the curriculum for every undergraduate student in Osun state University regardless of the student’s course of study. The introduction of this course provides opportunity for the University to deliver on its vision and mission to students, national and international community. Specifically, the course help to challenge students to positively utilize the high quality teaching and learning experiences from other courses become entrepreneurial graduates capable of impacting on their environment while being globally competitive. Ideally, entrepreneurship education should be an off shoot of all disciplines. The primary discipline should provide skills capable of generating goods and services that would be demanded and create income. This education will thus help students to utilize learned skills to generate self employment thereby reducing the population of our graduate seeking jobs to the barest minimum. This will also reduce the level of unemployment nationally. The materials in the book are contributed by scholars from different intellectual backgrounds to produce a rich and highly stimulating compilation. The book gives a vivid background of the history of entrepreneurship from the rudimentary to the modern age. It provides ideas on principles and skills involved in sustaining entrepreneurship, potentials of businesses and entrepreneurs...
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...getting treatment much less seeking them abroad. Some concerns for patients include a consistent quality of care, lack of extensive dialog between the patient and the doctor, lack of post-op follow up, cultural differences and difficulty in obtaining sufficient insurance coverage. In order to mitigate the risk, it’s essential that the patient works with well reputed facilitators. Medical Tourism Accreditation The qualifications of the doctors are important but as U.S. board certification requires specialist training to be undertaken in the U.S. and not anywhere else, there would be relatively few doctors in the world having American board certified qualifications compared to the number of overall physicians. Membership and fellowship of the Royal Colleges in the United Kingdom are the main...
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