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final report of the same class, strategic management. i guess i really like my teacher Tony, that's why i paid 10 hours to do the ppt. haha. Mr. Tony like it a lot, but some of the students told me they are scared by some of the ladys. by the way, strongly recommand: http://www.loriearley.com/
Citation preview
Strategic Management
Ibis
Content
Part 1 General Information of Ibis Huamark HotelBackground – Accor Group Location Major Product and Service
2Part Ibis Huamark Hotel Business DescriptionVision & Mission Market Segmentation Marketing mix
3Part A AAAAAAA OT/SW Analysis Fi ve For ces Anal ysi s
3Gener i c St r at egi es Matrix Analysis Firm’s Capabilities
4Part Recommendation
5Part Conclusion
Part 1 General Information of Ibis Huamark Bangkok Hotel
Background – Accor Group
2347 hotels
1186 hotels
169 hotels
160 hotels
153 hotels
135 hotels
21 hotels
Hotel Brands – Accor Group
Etapibis
All seasonsSuitehotel
Mercure
Novotel
Sofitel
Location
Concept Comfortable, reli
able and afforda ble!
Simple Ibis, thin k Ibis!
iCafe Meeting Room Swimming Pool Bar
Standard Room Superior Room
Major Product and Service
Part 2 Ibis Huamark Hotel Business Description
Business planning
Vision
Mission
Core competency
value of money cleanness of
rooms Competitive Advantage
strong distribution channels & brand
value
Market Segmentation
Business Individual
Business Group
Leisure Individual
Leisure Group
1 . Thailand 32%2. Japan 11%3. Malaysia 8%4. Taiwan 6%5. Singapore4%
1 . Thailand 90%2 . U.S.A3. Singapore
1 . Thailand 24%2 . U.S.A 10%3 . Singapore5%4 . Australia 4%5. Korea 4%1 . China
30%2 . Korea
25%3 . Taiwan 20%4 . India
10%5. Hong Kong
5%
Total Market1 . China
21%2 . Korea
18%3 . Taiwan 14%4 . Thailand 13%5 . India
7%
Marketing mix
Distribution 1. P owerful inter
net booking s yst em
2 . direct contract to oversea agents
Promotion The first booker gets the cheapest rate.Cooperated with All Season Hotel Pattaya Accor members
Price
FIT 2200Baht BI 1500BahtBG 1300BahtLI 1200BahtLG 800Baht
Part 3 Analysis
A AAAAAAAAAAAAT o gain more market sh
are due to the location a nd brand value
Strategy B uild better CRM
OT
Threats More number of new hot
elsSubstitute Unstable political situation
Strategy Travel agent preferenceBuild better CRM
SW
StrengthCleanliness CRMBrand Value of AccorValue of moneyPrompt replyAttractive packages and better relationship
Strategy Maintain and improve 1 5minutes service guaran
t ee Continuous training
Continuous employee motivation
WeaknessLobby / breakfast area L
imitation Small Meeting Room
Swimming Pool Lack of Twin rooms to fe
ed travel agents’ needs Strategy
Increase the size of the l obby, meeting room and
swimming pool Increase the number of t
win rooms
New Entrants Barrier – Low
Hotel operating license
Capital requirement
Building distribution network
Human resource requirement
Porter’s Five Forces Analysis
Rivalry A AAA–
Many Competitors
Exit barrier
Bargaining Power of Suppliers – Low
M any suppliers
Switching cost of suppliers
Bargaining Power of Buyers – High
Switching cost
Advance technology
Substitutes – Low
Readily available and attractive priced
Not comparable
Switching Cost
Pros
Cons
3 Generic Strategies
Matrix Analysis
Novotel
Maxx
Ibis
Alexande
A
DynastA
Royal Pacific
Novotel Suvarnahumi - biggest competitor in leisure FIT market
L ocation, airport hotel
U sing same marketing channel(Accor group we
bsite)
N ovotel has stronger br and awareness.
S tay over one or two ni ght, there is not an absol
utely amount of cost sav ing compare from these two hotels.
Novotel
DynastA
Royal Pacific
Ibis
Alexande
A
Maxx
FIT R
ate
market share(%focus on leisure FIT)
Price is important for FIT or not
FIT didn’t care about little difference of price much
Novotel
DynastA Royal Pacifi
c
Ibis
Alexande
A
MaxxServ
ice Q
ualit
y
market share(%focus on leisure FIT)
Service Quality is important for FIT or not
Service quality is important for FIT guest.
Novotel
Royal Pacific
Ibis
Alexande
A
MaxxServ
ice Q
ualit
y
FIT Rate
Value of FIT guest
Ibis has much better Value compare to other competitors.
DynastA
Novotel
Royal Pacific
Ibis
Maxx
Gro
up (
sam
e s
ize)
rate
market share (%focus on leisure group)
Price is important for group or not
Price is a very sensitive factor of travel agent
DynastA
Alexande
A
Novotel
Royal Pacific
Ibis
MaxxServ
ice q
ualit
y
market share (%focus on leisure group)
Service Quality is important for group or not
Service quality is not a big issue of Leisure group market.
DynastA
Alexande
A
Novotel
Royal Pacific
Ibis
Alexande
A
MaxxServ
ice Q
ualit
y
Leisure Group Rate
Value of leisure group guest
Ibis has much better Value compare to other competitors, which seems like not necessary for this market.
DynastA
Novotel
Royal Pacific
Ibis
Maxx
Chin
ese
mark
et
Ownership/management independent
Who will prefer Chinese more
Ibis is not really suitable in this particular market
DynastA
Alexande
A
Novotel
Royal Pacific
Maxx
Bra
nd V
alu
e
market share (%focus on leisure group)
Strong brand should focus more on group sales or not
The brand value does not have big influence of travel agents, which is strength of Ibis. However, as we know, more than 60% of their business is Leisure Group.
DynastA
Alexande
A
Ibis
Novotel
Royal Pacific
MaxxTh
ai people
rate
- f
ore
ign r
ate
market segment(%focus on corporate group)
How profitable of Thai guests
Ibis set a big gap between Thai guest rate and foreign guest rate.
Government officer
Slow down cash flow
DynastA
Alexande
A
Ibis
Novotel
Royal Pacific
Inte
rnati
onal aw
are
ness
market share (%focus on leisure FIT)
How the international awareness help the leisure individual market
Ibis has a definitely higher International awareness than other hotels. They have big potentials to develop Leisure individual market.
DynastA
Alexande
A
Ibis
Maxx
Ibis hotel relies too much on Chinese tour groups to occupy their occupation
Ibis hotel has higher service quality, guest satisfaction and strong bra nd value compare to other hotels.
Ibis needs put more tactics to focus on FIT leisure travelers.
Matrix Conclusion
Analyzing the Firm’s Capabilities
AAAAAAAAAA A AAAA
Value chain
A AAAAA AAAAAA
FinanceSCM Marketing AAAAA&
Operations CRM &Services
Value chain
Ibis out sources food & beverage as well as laundry as a result majo
r part of the supply chain is cut down. Hence the supply chain of Ibi s is very small.
Ibis revenue is around 5 to 7 million per month. There are no cash fl ow problems faced by Ibis unlike certain other hotels of the same st
andard. They may take less risk to develop the government officer market which may slow down the cash flow.
W ord of mouthM aintain a personal relationship with the customersM aintain good relationship with the agents. Strong Brand Value
People and companies are able to book their reservations via the in ternet.
The employees are trained well hence the error is less than 1 %.
T he best value for money as well as for its cleanliness.S ervice guarantee 15minutes
On Thursdays it is set aside to handle the major complaints. Ibis keeps in contact with the guests in order to retain their custom ers.
Value Chain
AAAAAAAAAA A AAAA
Functional Areas
Corporate Management
Information Management
Sales and Distribution
Promotion
A AAAAA AAAAAA
Benchmarking
Need improvement SCM – They can make standard process
Lobby – Extend space, Ibis may use indoor car parking areas to enlarge its lobby space
F irms that are known to be at the leading e dge of these functions
Royal City Hotel, Royal River Hotel
Part 4 Recommendation
F ocus more on business segment and individual traveler
E nlarge the lobby space
C hange the room design
O ne click Ibis service
Recommendation
Part 5 Conclusion
Q & A