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Strategic Management Ibis
Content Part 1 General Information of Ibis Huamark Hotel Background – Accor Group  Location   Major Product and Service Pa...
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 Etap ibis All seasons Suitehotel Mercure Novotel Sofitel
Location 30 min Concept Comfortable, reliable and   affordable!  Simple Ibis, think Ibis!
iCafe   Meeting Room   Swimming Pool Bar   Major Product and Service Standard Room   Superior Room
Part 2 Ibis Huamark Hotel Business Description
Business planning Vision Mission Core competency value of money  cleanness of rooms   Competitive Advantage   strong distr...
Market Segmentation <ul><li>Thailand 32% </li></ul><ul><li>Japan 11% </li></ul><ul><li>Malaysia 8% </li></ul><ul><li>Taiwa...
Marketing mix <ul><li>Distribution  </li></ul><ul><li>P owerful internet booking   system  </li></ul><ul><li>direct contra...
Part 3 Analysis
OT <ul><li>Opportunities </li></ul><ul><li>T o gain more market share due to the location and brand value </li></ul><ul><l...
SW <ul><li>Strength </li></ul><ul><li>Cleanliness  </li></ul><ul><li>CRM </li></ul><ul><li>Brand Value of Accor </li></ul>...
Porter’s Five Forces Analysis Pros Cons <ul><li>New Entrants Barrier  – Low   </li></ul><ul><li>H otel operating license <...
3 Generic Strategies
Matrix Analysis Novotel Maxx Ibis Alexander   Dynasty   Royal  Pacific  <ul><li>Novotel Suvarnahumi  - biggest competitor ...
FIT Rate market share(%focus on leisure FIT)   Price is important for FIT or not   FIT didn’t care about little difference...
Service Quality market share(%focus on leisure FIT)   Service Quality is important for FIT or not   Service quality is imp...
Service Quality FIT Rate Value of FIT guest   Ibis has much better Value compare to other competitors. Novotel Royal  Paci...
Group (same size) rate   market share (%focus on leisure group)   Price is important for group or not   Price is a very se...
Service quality market share (%focus on leisure group)   Service Quality is important for group or not   Service quality i...
Service Quality Leisure Group Rate Value of leisure group guest   Ibis has much better Value compare to other competitors,...
Chinese market   Ownership/management independent   Who will prefer Chinese more   Ibis is not really suitable in this par...
Brand Value market share (%focus on leisure group)   Strong brand should focus more on group sales or not   The brand valu...
Thai people rate   - foreign rate   market segment(%focus on corporate group)   How profitable of Thai guests   Ibis set a...
International awareness   market share (%focus on leisure FIT)   How the international awareness help the leisure individu...
Ibis hotel relies too much on Chinese tour groups to occupy their occupation Ibis hotel has higher service quality, guest ...
Analyzing the Firm’s Capabilities Functional Areas Value chain Benchmarking
Ibis out sources food & beverage as well as laundry as a result major part of the supply chain is cut down. Hence the supp...
Functional Areas Functional Areas Promotion Sales and Distribution Information Management Corporate Management
Benchmarking Need improvement SCM – They can make standard process Lobby – Extend space, Ibis may use indoor car parking a...
Part 4 Recommendation
<ul><li>F ocus more on business segment and individual traveler </li></ul><ul><li>E nlarge the lobby space </li></ul><ul><...
Part 5 Conclusion
Thanks for your attention Q & A
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Strategic Management

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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/

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Transcript of "Strategic Management"

  1. 1. Strategic Management Ibis
  2. 2. Content Part 1 General Information of Ibis Huamark Hotel Background – Accor Group Location Major Product and Service Part 2 Ibis Huamark Hotel Business Description Vision & Mission Market Segmentation Marketing mix Part 3 Analysis OT/SW Analysis Five Forces Analysis 3 Generic Strategies Matrix Analysis Firm’s Capabilities Part 4 Recommendation Part 5 Conclusion
  3. 3. Part 1 General Information of Ibis Huamark Bangkok Hotel
  4. 4. Background – Accor Group 2347 hotels 1186 hotels 169 hotels 160 hotels 153 hotels 135 hotels 21 hotels
  5. 5. Hotel Brands – Accor Group Etap ibis All seasons Suitehotel Mercure Novotel Sofitel
  6. 6. Location 30 min Concept Comfortable, reliable and affordable! Simple Ibis, think Ibis!
  7. 7. iCafe Meeting Room Swimming Pool Bar Major Product and Service Standard Room Superior Room
  8. 8. Part 2 Ibis Huamark Hotel Business Description
  9. 9. Business planning Vision Mission Core competency value of money cleanness of rooms Competitive Advantage strong distribution channels & brand value
  10. 10. Market Segmentation <ul><li>Thailand 32% </li></ul><ul><li>Japan 11% </li></ul><ul><li>Malaysia 8% </li></ul><ul><li>Taiwan 6% </li></ul><ul><li>Singapore 4% </li></ul><ul><li>Thailand 90% </li></ul><ul><li>U.S.A </li></ul><ul><li>Singapore </li></ul><ul><li>Thailand 24% </li></ul><ul><li>U.S.A 10% </li></ul><ul><li>Singapore 5% </li></ul><ul><li>Australia 4% </li></ul><ul><li>Korea 4% </li></ul><ul><li>China 30% </li></ul><ul><li>Korea 25% </li></ul><ul><li>Taiwan 20% </li></ul><ul><li>India 10% </li></ul><ul><li>Hong Kong 5% </li></ul><ul><li>Total Market </li></ul><ul><li>China 21% </li></ul><ul><li>Korea 18% </li></ul><ul><li>Taiwan 14% </li></ul><ul><li>Thailand 13% </li></ul><ul><li>India 7% </li></ul>
  11. 11. Marketing mix <ul><li>Distribution </li></ul><ul><li>P owerful internet booking system </li></ul><ul><li>direct contract to oversea agents </li></ul>Promotion The first booker gets the cheapest rate. Cooperated with All Season Hotel Pattaya Accor members Price FIT 2200Baht BI 1500Baht BG 1300Baht LI 1200Baht LG 800Baht
  12. 12. Part 3 Analysis
  13. 13. OT <ul><li>Opportunities </li></ul><ul><li>T o gain more market share due to the location and brand value </li></ul><ul><li>Strategy </li></ul><ul><li>B uild better CRM </li></ul><ul><li>Threats </li></ul><ul><li>More number of new hotels </li></ul><ul><li>S ubstitute </li></ul><ul><li>Unstable political situation </li></ul><ul><li>Strategy </li></ul><ul><li>Travel agent preference </li></ul><ul><li>Build better CRM </li></ul>
  14. 14. SW <ul><li>Strength </li></ul><ul><li>Cleanliness </li></ul><ul><li>CRM </li></ul><ul><li>Brand Value of Accor </li></ul><ul><li>Value of money </li></ul><ul><li>Prompt reply </li></ul><ul><li>Attractive packages and better relationship </li></ul><ul><li>Strategy </li></ul><ul><li>Maintain and improve 15 minutes service guarante e </li></ul><ul><li>Continuous training </li></ul><ul><li>Continuous employee motivation </li></ul><ul><li>Weakness </li></ul><ul><li>Lobby / breakfast area Limitation </li></ul><ul><li>Small Meeting Room </li></ul><ul><li>Swimming Pool </li></ul><ul><li>Lack of Twin rooms to feed travel agents’ needs </li></ul><ul><li>Strategy </li></ul><ul><li>Increase the size of the lobby, meeting room and swimming pool </li></ul><ul><li>Increase the number of twin rooms </li></ul>
  15. 15. Porter’s Five Forces Analysis Pros Cons <ul><li>New Entrants Barrier – Low </li></ul><ul><li>H otel operating license </li></ul><ul><li>C apital requirement </li></ul><ul><li>B uilding distribution network </li></ul><ul><li>H uman resource requirement </li></ul><ul><li>Rivalry – High </li></ul><ul><li>M any Competitors </li></ul><ul><li>E xit barrier </li></ul><ul><li>Bargaining Power of Suppliers – Low </li></ul><ul><li>M any suppliers </li></ul><ul><li>S witching cost of suppliers </li></ul><ul><li>Bargaining Power of Buyers – High </li></ul><ul><li>S witching cost </li></ul><ul><li>A dvance technology </li></ul><ul><li>Substitutes – Low </li></ul><ul><li>R eadily available and attractive priced </li></ul><ul><li>N ot comparable </li></ul><ul><li>S witching Cost </li></ul>
  16. 16. 3 Generic Strategies
  17. 17. Matrix Analysis Novotel Maxx Ibis Alexander Dynasty Royal Pacific <ul><li>Novotel Suvarnahumi - biggest competitor in leisure FIT market </li></ul><ul><li>L ocation, airport hotel </li></ul><ul><li>U sing same marketing channel(Accor group website) </li></ul><ul><li>N ovotel has stronger brand awareness. </li></ul><ul><li>S tay over one or two night, there is not an absolutely amount of cost saving compare from these two hotels. </li></ul>
  18. 18. FIT Rate market share(%focus on leisure FIT) Price is important for FIT or not FIT didn’t care about little difference of price much Novotel Dynasty Royal Pacific Ibis Alexander Maxx
  19. 19. Service Quality market share(%focus on leisure FIT) Service Quality is important for FIT or not Service quality is important for FIT guest. Novotel Dynasty Royal Pacific Ibis Alexander Maxx
  20. 20. Service Quality FIT Rate Value of FIT guest Ibis has much better Value compare to other competitors. Novotel Royal Pacific Ibis Alexander Maxx Dynasty
  21. 21. Group (same size) rate market share (%focus on leisure group) Price is important for group or not Price is a very sensitive factor of travel agent Novotel Royal Pacific Ibis Maxx Dynasty Alexander
  22. 22. Service quality 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. Novotel Royal Pacific Ibis Maxx Dynasty Alexander
  23. 23. Service Quality 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. Novotel Royal Pacific Ibis Alexander Maxx Dynasty
  24. 24. Chinese market Ownership/management independent Who will prefer Chinese more Ibis is not really suitable in this particular market Novotel Royal Pacific Ibis Maxx Dynasty Alexander
  25. 25. Brand Value 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. Novotel Royal Pacific Maxx Dynasty Alexander Ibis
  26. 26. Thai people rate - foreign rate 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 Novotel Royal Pacific Maxx Dynasty Alexander Ibis
  27. 27. International awareness 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. Novotel Royal Pacific Dynasty Alexander Ibis Maxx
  28. 28. Ibis hotel relies too much on Chinese tour groups to occupy their occupation Ibis hotel has higher service quality, guest satisfaction and strong brand value compare to other hotels. Ibis needs put more tactics to focus on FIT leisure travelers. Matrix Conclusion
  29. 29. Analyzing the Firm’s Capabilities Functional Areas Value chain Benchmarking
  30. 30. Ibis out sources food & beverage as well as laundry as a result major part of the supply chain is cut down. Hence the supply chain of Ibis is very small. Ibis revenue is around 5 to 7 million per month. There are no cash flow problems faced by Ibis unlike certain other hotels of the same standard. They may take less risk to develop the government officer market which may slow down the cash flow. W ord of mouth M aintain a personal relationship with the customers M aintain good relationship with the agents. Strong Brand Value People and companies are able to book their reservations via the internet. 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 15 minutes On Thursdays it is set aside to handle the major complaints. Ibis keeps in contact with the guests in order to retain their customers. Value Chain Finance SCM Marketing & Sales Operations CRM & Services Value chain
  31. 31. Functional Areas Functional Areas Promotion Sales and Distribution Information Management Corporate Management
  32. 32. 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 edge of these functions Royal City Hotel, Royal River Hotel Benchmarking
  33. 33. Part 4 Recommendation
  34. 34. <ul><li>F ocus more on business segment and individual traveler </li></ul><ul><li>E nlarge the lobby space </li></ul><ul><li>C hange the room design </li></ul><ul><li>O ne click Ibis service </li></ul>Recommendation
  35. 35. Part 5 Conclusion
  36. 36. Thanks for your attention Q & A
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