...Daily 1. ADR The Average Daily Rate is a method to calculate the average amount paid per room per night. For example, when a hotel earned €100,000 in a year with 500 rooms available, its ADR would be €100,000/500 = €200. ADR alone is not specific enough to function as a key indicator of a hotel’s performance. A hotel may have a high ADR but occupancy can still be low, meaning that the hotel is loosing out on potential profits. The importance here is that ADR is valuable for calculating RevPar. Total Room Revenue Number of rooms sold = € http://www.wikinvest.com/metric/Average_Daily_Rate_-_Hotels_%28ADR%29 2. RevPAR Revenue per available room, referred to as RevPAR, is an indicator used to measure the revenue gained by selling hotel rooms. This indicator is one of the most important ratios of all in the process of RM, as it gives a clear picture on revenue per room and how certain tactics and decisions turn out to either have a positive or negative effect. RevPar is calculated by multiplying occupancy with ADR. This also means, that although RevPar of one hotel might be higher than that of the competitor, this hotel can still have a lower bottom line because of revenue from other departments or a bigger amount of rooms Total Room Revenue Number of available rooms = € 3. Bed occupancy The occupancy percentage for a hotel property is computed daily and can be used to predict demand, however without giving too much detail. Calculating single or double...
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...Business P lan P roposal – F ebruary 6 th, 2 015 Group 5 Achard, David; Chams, Karim; Fiaux, Remy Kocarslan, Yasemin; Polano, Nils Schaufelberger, Tatjana; Tayza, Htet 1 Table of Contents EXECUTIVE SUMMARY ......................................................................................................................................................... 4 INDUSTRY ANALYSIS ............................................................................................................................................................. 6 INDUSTRY SIZE, GROWTH RATE AND PROJECTIONS ................................................................................................................................... 6 INDUSTRY STRUCTURE & NATURE OF PARTICIPANTS ................................................................................................................................ 6 INDUSTRY TRENDS & KEY SUCCESS FACTORS ............................................................................................................................................. 6 LONG-‐TERM PROSPECTS ..............................................................................................
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...BUSINESS DEVELOPMENT PROPOSAL FOR NH HOTEL START-UP IN BELGRADE by STEFAN MATKOVIC LSC STUDENT ID: 0010GZGZ0913 Presented as part of the requirement for the award of MBA at Cardiff Metropolitan University (CMU) May 2015 1 BUSINESS DEVELOPMENT PROPOSAL Supervisor Declaration Form Student Name: Stefan Matkovic Supervisors Name: Vlada Botoric I acknowledge that the above named student has regularly attended the planned meetings and actively engaged in the supervision process. They have provided regular timely draft chapters of the BUSINESS DEVELOPMENT PROPOSAL and followed given guidance. I confirm that I have approved the BUSINESS DEVELOPMENT PROPOSAL title specified below. Title of BUSINESS DEVELOPMENT PROPOSAL: BUSINESS DEVELOPMENT PROPOSAL FOR NH HOTEL START-UP IN BELGRADE Signed by Supervisor ……………………………………. Date ……………………………………… 2 Layout of Declaration/Statements page DECLARATION This work being submitted in partial fulfilment of the requirements for the degree of .................................MASTER OF BUSINESS ADMINISTRATION....................................... And has not previously been accepted in substance for any degree and is not being concurrently submitted in candidature for any degree. Signed........................................................................................ (Candidate) Date........................................................................................... STATEMENT...
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...Building a New Hilton Hotel hilton.com © 2007 Hilton Hospitality, Inc. U.S./2007 Index Building a New Hilton Hotel Introduction From Dream to Reality Learning the Language, Navigating the Systems Hilton Communication Channels Online Resources Building Business 2 The Pre-Opening Meeting The Pre-Opening Action Plans Ramping Up & Ongoing Support Hilton Brand Programs Continuous Improvement Process The Customer Really Matters Hilton Serenity Collection™ Hilton Breakfast Hilton Fitness by Precor® Hilton Meetings® Hilton HHonors® 6 8 8 10 Appendix Timeline for Building a New Hilton Hotel At-a-Glance – A Brand New Hilton Hotel Key Department Personnel Glossary and Definitions 12 3 1 Building a New Hilton Hotel Building a New Hilton Hotel We believe in the transformational power of travel. We invite travelers to discover the innovative ways in which we help shape their personal journeys. We are inspiring guests to work, relax and enjoy, 24/7, regardless of their trip occasion. Our contemporary, fresh style encourages our guests to take advantage of the local experiences. When we say, “Travel should take you places,” we want to enhance our guests’ perceptions from their first impressions at booking through their entire experience as our guest. A stay at a Hilton Hotel should be transformative. The groundwork to support this commitment is laid months before the first Hilton guest registers at any Hilton Hotel or Resort. To create a transformative environment...
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...Scott Berman, U.S. Advisory Leader, Hospitality and Leisure Consulting Group of PricewaterhouseCoopers Raymond Bickson, Managing Director and Chief Executive Officer, Taj Group of Hotels, Resorts, and Palaces Stephen C. Brandman, Co-Owner, Thompson Hotels, Inc. Raj Chandnani, Vice President, Director of Strategy, WATG Benjamin J. “Patrick” Denihan, Chief Executive Officer, Denihan Hospitality Group Joel M. Eisemann, Executive Vice President, Owner and Franchise Services, Marriott International, Inc. Kurt Ekert, Chief Operating Officer, GTA by Travelport Brian Ferguson, Vice President, Supply Strategy and Analysis, Expedia North America Chuck Floyd, Chief Operating Officer–North America, Hyatt Anthony Gentile, Vice President–Systems & Control, Schneider Electric/Square D Company Gregg Gilman, Partner, Co-Chair, Employment Practices, Davis & Gilbert LLP Susan Helstab, EVP Corporate Marketing, Four Seasons Hotels and Resorts Jeffrey A. Horwitz, Partner, Corporate Department, Co-Head, Lodging and Gaming, Proskauer Kevin J. Jacobs, Senior Vice President, Corporate Strategy & Treasurer, Hilton Worldwide Kenneth Kahn, President/Owner, LRP Publications Paul Kanavos, Founding Partner, Chairman, and CEO, FX Real Estate and Entertainment Kirk Kinsell, President of Europe, Middle East, and Africa, InterContinental Hotels Group Radhika Kulkarni, Ph.D., VP of Advanced Analytics R&D, SAS Institute Gerald Lawless, Executive Chairman, Jumeirah Group Mark V. Lomanno, President, Smith Travel Research...
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...Project International Marketing Final Export Plan Saxion University of Applied Sciences International Business and Management Studies Mr. Thierry Tartarin Mr. Roel Rietberg By: Group 10 – DIM1VC Garmy Busweiler (342693) Lennart de Jonge (351359) Jin Liu (326206) Hien Nguyen (350829) Yen Hai Pham (351894) Navar Rodriguez (328198) Table of Contents I. Executive Summary Page 5 II. Company description Page 6 1. History Page 6 2. Management Page 7 3.1. Ownership of the company Page 7 3.2. Mission and Vision structure Page 7 3.3. Organizational structure Page 7 3.4. Sustainability Policy Page 8 3.5. Qualifications and Key personnel Page 8 3. Export team Page 9 4.6. Member profile Page 9 4.7. Skills set and Knowledge Page 9 4. Financial Stability Page 10 5. Goals and Objectives Page 11 6.8. Corporate goals of Descol Page 11 6.9. Export goals and objectives Page 11 6.10. Constraints Page 11 6.11. SW analysis Page 12 III. Product/Service description Page 13 1. Domestic and International products/services Page 13 2.1. Typical profiles of end users Page 13 2.2. Product attributes Page 13 2.3. Life cycle of product Page 13 2. Growth potential Page 14 3.4. Domestic and Existing export markets Page 14 3.5. New product Research & Development Page 14 IV. New foreign market Analysis...
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...absorb production surpluses exported by companies in Europe, Asia, and Latin America. Greider asked: “Who will buy the surpluses when the United States cannot?” The conventional wisdom has long held that strong spending by consumers in other nations would keep the world economy humming. However, by 2008, Greider’s question was taking on a new urgency and the conventional wisdom was being tested. An economic crisis that had its roots in lax subprime mortgage lending practices began to spread around the globe. In the United States, where the crisis began, economic misery was widespread: The housing market collapsed, real estate values plummeted, credit tightened, and job growth slowed (see Exhibit 2-1). As the price of oil passed the $100 per barrel benchmark, the average price of a gallon of gasoline rose to $4. American consumers were, indeed, less willing and less able to buy. However, the crisis was not confined to the United States alone. Consumer-goods exporters in Asia, which Exhibit 2-1: The bursting of the global real estate bubble was only one aspect of the worst recession in decades. The ripple effects from the economic turmoil were felt around the world. In 2007, just before the onset of the crisis, Mexico’s Cemex SAB acquired an Australian company, Rinker Materials, for $15.3 billion. Unfortunately, one of Rinker’s primary sources of revenue was the United States housing market. With that market collapsing, Cemex chief Lorenzo Zambrano was forced to sell assets and...
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...500 extraordinary islands G R E E N L A N D Beaufort Sea Baffin Bay vi Da i tra sS t a nm De it Stra rk Hudson Bay Gulf of Alaska Vancouver Portland C A N A D A Calgary Winnipeg Newfoundland Quebec Minneapolis UNITED STATES San Francisco Los Angeles San Diego Phoenix Dallas Ottawa Montreal ChicagoDetroitToronto Boston New York OF AMERICA Philadelphia Washington DC St. Louis Atlanta New Orleans Houston Monterrey NORTH AT L A N T I C OCEAN MEXICO Guadalajara Mexico City Gulf of Mexico Miami Havana CUBA GUATEMALA HONDURAS b e a n Sea EL SALVADOR NICARAGUA Managua BAHAMAS DOMINICAN REPUBLIC JAMAICA San Juan HAITI BELIZE C a r PUERTO RICO ib TRINIDAD & Caracas N TOBAGO A COSTA RICA IA M PANAMA VENEZUELA UYANRINA H GU C U G Medellín A PAC I F I C OCEAN Galapagos Islands COLOMBIA ECUADOR Bogotá Cali S FR EN Belém Recife Lima BR A Z I L PERU La Paz Brasélia Salvador Belo Horizonte Rio de Janeiro ~ Sao Paulo BOLIVIA PARAGUAY CHILE Cordoba Santiago Pôrto Alegre URUGUAY Montevideo Buenos Aires ARGENTINA FALKLAND/MALVINAS ISLANDS South Georgia extraordinary islands 1st Edition 500 By Julie Duchaine, Holly Hughes, Alexis Lipsitz Flippin, and Sylvie Murphy Contents Chapter 1 Beachcomber Islands . . . . . . . . . . . . . . . 1 Aquatic Playgrounds 2 Island Hopping the Turks & Caicos: Barefoot Luxury 12 Life’s a Beach 14 Unvarnished & Unspoiled 21 Sailing...
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...thomas a . meyer How Great companies Get Started in terrible times Innovate! Innovate! How Great Companies Get Started in Terrible Times THOMAS A. MEYER John Wiley & Sons, Inc. Copyright © 2010 by Thomas A. Meyer. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. 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, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose...
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