PI Project report

Premier Inn
Bradford Central
Consultancy Report
“The impact of Westﬁeld’s Broadway shopping centre on
the Premier Inn Bradford Central Occupancy, Staff and Thyme restaurant.”
ACADEMIC YEAR 2013/2014
Mentor: Simon Murphy, General Manager Premier Inn Bradford Central
Project Supervisor: Vicky Harte
Consultancy Team
Mehran Habib
Federico Raviele
Sidhant Bhadauria
Asma Shah
LEEDS
METROPLITAN
UNIVERSITY

EXECUTIVE SUMMARY............................................................................................. 1
CHAPTER – 1: INTRODUCTION:................................................................................3
Background on premier inn Bradford Central............................................................3
Key Issues..........................................................................................................4
Project Objectives................................................................................................4
CHAPTER – 2: RESEARCH METHODOLOGY:...............................................................6
PRIMARY RESEARCH:...........................................................................................6
GUEST SURVEY:...............................................................................................6
Value to the client:...........................................................................................7
staff survey:....................................................................................................8
value to the client:...........................................................................................8
approach to data collection:...............................................................................8
sampling:........................................................................................................8
questionnaire making & pilot research:.................................................................8
INTERVIEWS.......................................................................................................8
Value to the client:...........................................................................................9
RESEARCH ETHICS:.............................................................................................9
SECONDARY RESEARCH:.................................................................................... 10
RESEARCH LIMITATIONS:.................................................................................... 10
CHAPTER – 3: SECONDARY RESEARCH ANALYSIS & DISCUSSION:............................... 12
COMPETITOR ANALYSIS..................................................................................... 12
Threat of new hotels and restaurants:................................................................ 12
Threat of substitutes for the hotels and restaurant:.............................................. 13
The power of buyers:...................................................................................... 13
Competitive rivalry in hotels and restaurants:...................................................... 13
Premier inn & hilton (the bradford hotel):............................................................14
Premier inn vs travelodge:................................................................................14
Premier inn vs jurys inn:...................................................................................14
Thyme competitive rivals:.................................................................................15
Thyme & frankie & bennys:...............................................................................15
Thyme & nando’s:........................................................................................... 16
WESTFIELD BRADFORD.......................................................................................17
Bradford Retail and leisure Study........................................................................17
LIVERPOOL UPLIFTING PLAN:............................................................................. 18
BCCAAP- BRADFORD CITY CENTRE AREA ACTION PLAN:........................................19
The need for Bradford City Centre Action Plan;...................................................20
Current Key Issues faced by the City Centre;........................................................21
CONTENTS

BCCAAP-The impact of Bradford City Centre Area Action PLAN;........................... 22
Bad Image of Bradford.....................................................................................22
CHAPTER – 4: FINDINGS, ANALYSIS & DISCUSSION OF PRIMARY RESEARCH:............... 23
FINDINGS FROM THE GUEST SURVEY:.................................................................. 23
Variabe no. 1: Purpose of stay:......................................................................... 23
Variable no. 2: First visit or not?....................................................................... 24
Variable no. 3: Number of visits to pi bradford.................................................... 24
Variable no. 4: Satisfaction from the stay at pi.................................................... 24
Variable no. 5: Westfield construction impact...................................................... 25
Variable no. 6, 7 & 8: Stay diruption factors........................................................25
Variable no. 9: Likeliness of stay after westfield opening....................................... 26
Variable no. 10: Meals consumed in thyme restaurant.......................................... 26
Variable no. 11: How pleased with quality of meals provided.................................. 27
Variable no. 12: Number of drinks taken............................................................. 27
Variable no. 13, 14 & 15: Changes required for the meals...................................... 28
Variable no. 16: Ethnicity.................................................................................28
Variable no. 17: Age........................................................................................29
Variable no. 18: Weekday or weekend guest....................................................... 29
GUEST SURVEY ANALYSIS:.................................................................................30
Purpose of Stay * Number of Visits to Premier Inn Bradford................................... 31
Purpose of Stay * Number of drinks taken.......................................................... 31
Purpose of Stay * Meals consumed in the Premier Inn restaurant............................ 31
Number of drinks taken * Respondents Age........................................................ 32
Respondents Ethnicity * Purpose of Stay............................................................. 32
Purpose of Stay * Weekdays or Weekend........................................................... 33
Sat. from the stay at Premier Inn Bradford*Likeliness of stay after Westfield opening.33
N. of Visits to Premier Inn Bradford*Westfield Construction negative impact?Y OR N.34
FINDINGS FROM THE STAFF SURVEY:..................................................................34
Variable no. 6: Duration of work at premier inn bradford...................................... 35
Variable no. 7: General satisfaction from job.......................................................35
Variable no. 8: Satisfaction from salary.............................................................. 36
Variable no. 9: Satisfaction with amoumt of leave............................................... 36
Variable no. 10: Satisfaction with security of employment..................................... 37
Variable no. 11: Satisfaction with flexibility of working hours................................ 37
Variable no. 12: Sat. From opportunity for training & development........................ 38
Variable no. 13: Satisfaction from opportunity for promotion................................. 38
Variable no. 14: Working in 2 years time............................................................ 39
Variable no 15: interest in westfield jobs............................................................ 39
STAFF SURVEY ANALYSIS:..................................................................................40
Means for the satisfaction level questions........................................................... 41
Satisfaction from salary...................................................................................42
Satisfaction from opportunity for training & development...................................... 43
Satisfaction from opportunity for promotion........................................................44
FINDINGS FROM THE INTERVIEWS:......................................................................46

Interview 1 leeds city centre:............................................................................46
Interview 2 doncaster central:........................................................................... 47
INTERVIEWS ANALYSIS:..................................................................................... 49
CHAPTER 5: CONCLUSIONS:..................................................................................50
Westfield Impact on Occupancy of PI:...................................................................50
Westfield Impact on Staff of PI:........................................................................... 51
Westfield Impact on Thyme restaurant of PI:.......................................................... 51
CHAPTER-6: RECOMMENDATIONS:.........................................................................53
BIBLIOGRAPHY:....................................................................................................58
APPENICES:.........................................................................................................62
Appendix – 1: guest questionnaire:.......................................................................62
Appendix – 2: staff questionnaire:........................................................................66
Appendix – 3: mastcraft-london investment group.................................................. 68

1
EXECUTIVE SUMMARY
EXECUTIVE
SUMMARY
The background fact of the report states that “In the city of Bradford, the under construction shop-
ping centre ‘Westfield’ is due to open in Autumn 2015 opposite to the Premier Inn (PI) Bradford
central hotel”.
The consultancy team was provided with a mission to find out a positive or negative impact of
Westfield on the three elements of the PI hotel, these are: occupancy, staff and the inbound
restaurant ‘Thyme’.
In addition to above the consultancy team aimed to discover recommendations for the PI by carry-
ing out internal and external analysis, in order to manage the impact from Westfield plus increase
the occupancy and improve business operations.
A constructivist research approach was used by the consultants which is a combination of both
qualitative and quantitative research. For Primary research, the methods of investigation were one
Guest survey, two Staff surveys and three Interviews with the management of PI Leeds city centre
and PI Doncaster central.
A secondary research was followed by the consultants which was targeted towards achieving the
objectives such as competitor analysis for both PI hotel and inbound restaurant Thyme, In-depth
analysis of the Westfield shopping centre and the assessment of the plan proposed by the Brad-
ford local Government called as Bradford City Centre Area Action Plan (BCCAAP). This plan was
linked with the Upliftment plan of Liverpool which has recently transformed hotel industry in the
Liverpool city centre.
Various type of key findings were explored from the surveys and interviews, for instance the con-
struction work impact on PI, the likeliness of stay among guests after Westfield opening, change
factors for Thyme restaurant, satisfaction level of the staff, likeliness of working in Westfield and
the impact of shopping centres on PI Leeds city centre and PI Doncaster central.
The valuable analysis that were made by the consultants include “the cross tab analysis of guests
stay purposes with the meals they consumed in Thyme”, “Number of drinks taken with Respon-
dents age,” “the satisfaction of guests with their likeliness of stay at PI after Westfield.” From

2
EXECUTIVE SUMMARY
the staff survey the key analysis were “the means derived for the staff general satisfaction and
satisfaction from different aspects of their job” and also “the cross tab analysis of the staff plans
in coming two years with their interest in Westfield Jobs.” In the interview analysis the important
discussion is about the performance of hotels based in the city centres, the impact of shopping
centres and some important facts such as over capacity were discovered.
The conclusions were based on the whole report both primary and secondary research which stat-
ed that the impact of Westfield on occupancy of PI will be positive, the impact of Westfield on PI
staff will be in the middle (the reasons are explained under conclusions section) and the impact
of Westfield on Thyme restaurant will be quite negative.. The consultants have also observed a
perfect competition environment for PI.
Practical recommendations have been drawn by the consultants to improve occupancy and other
elements of PI which can also minimise the negative impact of Westfield, for instance the Overca-
pacity reduction of the hotel through conference rooms and Lease to Gym, Value deals on dinner,
Profitable Networks with Westfield management, Tie-ups with nearby popular restaurants and a
staff Retention Plan.

3
Chapter 01 INTRODUCTION
Chapter 01
Introduction
The purpose of this report is to provide
the general manager of Premier Inn
(PI) Bradford Central with a clear
picture about the positive or negative
impact of the upcoming Westfield
shopping centre on first occupancy
of the hotel, second on staff turnover
and third on the Thyme inbound
restaurant. In addition to this, the
consultancy team will provide practical
recommendations for increasing
hotel occupancy and improving
the operations of the business.
This report is based on the
assessment of a series of internal
and external factors that are affecting the occupancy of the hotel.
After observing the daily operations of the business and gathering
information from the hotel as well as its employees, customers and
competitors, the consultancy team prepared a comprehensive analysis
of the business. This analysis consists of an examination of the internal
and external factors of the business, as well as the correlation of the
business issues and opportunities with its surrounding area. Coupled with the identification
of the key business issues are prepared viable recommendations to address those issues.
The outcome of the recommendations are to be useful and implemented so that Premier
Inn Bradford Central can achieve a higher level of success and reach its full profit potential.
Background on Premier Inn Bradford Central
Premier Inn Bradford Central is a branch of
Premier Inn Hotels, a well-established budget
hotel chain with over 650 hotels in the UK,
Ireland, United Arab Emirates and India. This
hotel has been recently built with 118 bedrooms
and a Thyme branded on site restaurant open
for breakfast and dinner 7 days per week
(Premier Inn, 2014).Opposite to the hotel
is Westfield Bradford construction site
which is due to open in December 2015
and will feature more than 70 retail units,
1,300 new car parking spaces, restaurants
and cafes. (Westfield, 2014).
Premier Inn
Bradford
Central
Westfield
construction
site

4
Key Issues
These issues were explored from the theoretical analysis such as Porter’s five forces model plus in
discussion and meetings with the client.
Theidealprofitabilityrateinthehospitalityindustryisreachedwhentheoccupancyratesisequaltothe
hotel’sabsorptivecapacity.DespitePremierInn’soverallsuccessinhoteloccupancy,theBradfordbranch
is not performing well, the occupancy has improved just from 20% to 50% since opening of the hotel.
From the consultants’ perspective, the key issues hindering profitability are:
• Impact of the Bradford construction work of Westfield shopping opposite to Premier Inn
Brad ford central on the customers of Hotel.
• High level of competition with hotels and restaurants in the same area.
• Poor image of Bradford.
• Performance of the Thyme restaurant is quite poor (Currently 50% guests take breakfast
and only 28% take dinner).
Project Objectives
In terms of objectives we proposed to achieve short term and long term objectives. The reason
behind short term and long term objectives is that short term objectives are for the here and now
and the long term objectives are more theoretical and suggestions that PI need to consider further
down the line and how they might address them. |Long term objectives are included because to
some extent they are affecting the hotel now but these are issues that can’t really be addressed
until Westfield is finished.
The short-term objectives were:
1. To find out positive or negative impact of Westfield opening on the occupancy, staff and
restaurant of the hotel.
2. To determine the causes of current low occupancy.
3. To assess the impact of the construction work opposite to the hotel.
4. To find out why thyme restaurant is not performing well.
5. To carry out a competitor analysis from city centre hotels and restaurants.
6. What is the Customer satisfaction level?

5
7. The Likeliness of stay at Premier Inn Bradford after the opening of Westfield.
8. To forecast possible staff turnover ratio and cost by assessing staff motivation, needs and
satisfaction
The long-term objectives were:
1. To assess how the Bradford City Centre Area Action Plan (BCCAP) will affect Premier Inn
and its surrounding area.
2. To carry out a competitor analysis (Bars and restaurants) from upcoming Westfield shop-
ping centre.
3. Research about the new shopping centre in terms of its structure, potential customers
and type of retailers.
4. Evaluation of the Liverpool development plan and comparison with the BCCAP.
5. To draw recommendations for the performance improvement of the Hotel, restaurant and
bar.
6. To investigate the performance and impact of shopping centres of other Premier Inn ho-
tels based in other city centres in the vicinity of shopping centres.

6
Chapter 02 RESEARCH METHODOLOGY
Chapter 02
RESEARCH METHODOLOGY
GUEST SURVEY
Initially, the consultants proposed two separate questionnaires for hotel customers and Restaurant
& bar customers. Questionnaires are predominantly a quantitative approaches and are commonly
used as a means of collecting numerical data with some textual information from a wider sample.
The information gathered can be limited but defines clear facts about the contexts in which the
research is undertaken (Wilson, S., 1977). The consultants used the questionnaire as a first instance
technique as they wanted to follow up on the experience that customers had at Premier Inn and its
Thyme restaurant. The client was not fully convinced on this approach as client suggested that the
footfall in restaurant & bar is not adequate presently and they were concerned that the consultants
will struggle to gain good number of respondents by doing separate questionnaires. The supervisor
also specified that in doing so the analysis for two separate questionnaires will be challenging
and time consuming for the consulting team,
considering the allotted time frame. Therefore,
the consultants decided to address both the
customers through a single questionnaire as
it was more likely that some of the customers
that are answering questions regarding their
stay at the hotel, will have either had breakfast
or dinner at the restaurant or attended the bar
at the restaurant. This would also provide the
data of the customers that are only staying at
the hotel and not having any meals and drinks.
The consultants were advised to make the
required changes in the methods of investigation
that were proposed in the project proposal of
the PI Bradford. The whole concept of research
approach remains the same as constructivist
which is the combination of both qualitative
and quantitative research (Cresswell, J, 2009).
But as it was mentioned in the project proposal
that operationality of the research will mainly
depend on the client choices, so after discussion
with client on the actual proposal, the feasible
methods were followed, that are explained below.

7
Value to the client
“Some of the valuable analysis for the client through this questionnaire is about the impact of
Westfield construction work, the positive or negative impact on occupancy after opening of
Westfield, the performance of the hotel, the customer satisfaction level from the hotel itself
plus restaurant and bar. It also helped to provide the recommendations for changes in the
hotel food services.”
We used close ended questionnaires in order to survey the customers. Closed or Structured
Questionnaires is a quantitative method of research popularly advocated by Emile Durkheim
(1858 - 1917). It is a positivist research method where a series of questions are posed before
a respondent. If constructed well and administered in a sensible way, they are capable of
providing statements about the entire population. They provide statistical information.
Approach for data Collection
The agreement was made on the following method; that the consultants should personally visit
the hotel on some of the weekdays and weekends
to have a good combination of leisure and business
respondents. The consultants were suggested to
approach the customers professionally and humbly
to request them for filling out the questionnaires.
The suitable timing for data collection process was
proposed from early morning till mid-day, which is
the normal check out time for the hotel. The above
process was followed for consecutively one month.
The method of doing face to face questionnaires with customers was very helpful for the
consultants as they were able to get maximum responses for all the question included in the
Guest questionnaire. (Refer to Appendix 1). If for example customers had difficulty in answering
some of the questions such as the customers were new to the questions about Westfield, so
consultants have a chance to explain them that what these questions are really about and what
type of response is expected. Even some of the customers were not aware of the Westfield then
the consultants had an opportunity to pass on more details about the Westfield project, which
they really found interesting and also helped them to answer the questions more straight forward.
Sampling
The targeted sample size remain the same as 1/3 of the monthly customers. It is important
to mention that the client highlighted in the meeting that only 10% feedback is possible in
the type of surveys which the consultants were intending to undertake. In general, sample
size is the fraction of population that the research is to be conducted on. There are various
arguments regarding what an ideal sample size should be in order for the research to be
reliable (Creswell, 1998). However, numerous factors can also determine the sample size
(Guest , Bunce and Johnson ,2006, p.59). According to grounded theory sample can be
between anything above 30%. However, later on it was advised my many researchers and
theorists like Creswell that anything between 20-30% is acceptable (Creswell , 1998, pp/128).
The consultants were successful in achieving a sample of 135 respondents which is equal to the
30% of monthly population of the hotel. The ratio between business and leisure customers was
alsonearlyequal.Thesefactscanpresumablymaketheresearchworkmorereliablefortheclient.

8
STAFF SURVEY
This was the method
of investigation from
the staff members. The
approach to collect data
from staff was changed
on the client advice.
Value to the client
“The value that the client would obtain through this questionnaire relates to the satisfaction level
of all the staff members, their career plans, their plans about remaining with the same employer
and their point of interest in the job opportunities in upcoming Westfield shopping centre. Which
may eventually derive the staff turnover ratio for the client. This is related to the positive or
negative impact of Westfield on staff turnover.
Approach to Data Collection
Data collection remained dependent upon the client because the client management took the
responsibility of distributing the questionnaires among all the staff and return it to the consultants
as completed rather than consultants doing the process by themselves.
The questionnaires were delivered on time to the client management but the process was extended
for longer which was due to the non-availability of the staff members and also their unwillingness
to complete the questionnaire. Please refer to Appendix – 2 for staff questionnaire.
Sampling
The population of staff working at PI Bradford is around 35 to 38. The consultants targeted to
undertake census in this survey but due to the reasons highlighted in above paragraph, the total
responses received from staff member were 16. The consultants allowed more than the set time
for the data collection process but some of the staff were unwilling to fill out a questionnaire so
stressing more would have created a bias in the analysis. Also, as discussed earlier the ideal sample
size is anything more than 30% and the 16 responses makes about 45% of the PI staff population.
Questionnaire making & Pilot Research
For the pilot research, the finalised questionnaires were sent to the client to be tested and approved.
The client recommended some changes such as regarding the meals that are provided by the hotel
restaurant and for amendments in the staff departments. These were further discussed among the
team and with the supervisor, which resulted in some additions such as in the aspects of the job
to measure their satisfaction on.
INTERVIEWS
As planned in the Project proposal, the consultants carried out 2 interviews with the managers
of Leeds city centre Premier Inn and Doncaster Central premier Inn. The specific reasons
behind these options were first that they were the main city centre hotels of Premier Inn
chain and second both of these hotels are adjacent to the shopping centres and they are
also utilising the shopping centres as their selling points for the hotel. The Leeds city centre
Premier inn was examined in relation with Leeds Trinity shopping centre and the Doncaster

9
It is important to mention that the nature of qualitative
data collected from both interviews was different and
significant to their own cases. As in the case of Leeds
City Centre PI, Trinity shopping centre was built recently
and the hotel has been there from many years, so it was
more specific to the actual project whereas in case of
Doncaster central the Frenchgate shopping centre has
been existed for longer than the hotel so the analysis
from this interview were more general
Value to the client
“The value which these interviews will bring for the client is the idea about the performance of
PI hotels in other city centres located in the vicinity of shopping centres that ultimately helped
the consultants to compare it with the performance of PI Bradford central and also to predict the
measurement of impact of the shopping centre on Bradford central PI in terms of occupancy, staff
and restaurant in comparison with above hotels.”
The method of interview which was used, is Standardized, open-ended interview - the same
open-ended questions are asked to all interviewees; this approach facilitates faster interviews that
can be more easily analysed and compared.
It provides wide in depth information of qualitative nature. An insight about the point of view of
the interviewee. As the interview goes on, the probes become specific and the interviewer can
gain in depth information about the subject area (Foddy, William, Cambridge University , 1993).
RESEARCH ETHICS
The ethical concerns usually develop in the process of designing and planning research and after
that in seeking access to organisations and individuals and in collecting, analysing, managing
and reporting the data. Ethics are generally the standards of behaviour that direct the conduct in
consistent to rights of those who are the focus in the research work or have some kind of influence
from the research. (Thornhill, A, Lewis, P, Saunders, M, 2012)
In terms of the Ethics, as expected, the consultants faced problems which affected the time plan
for the project. As Premier Inn is a large global organisation so running a consultancy project with
such organisations involve further sensitivity and confidentiality in terms of data collection from
the hotel staff and customers. This is why the consulting team received their ethics approval
somewhat late from their organisation.
Another ethical condition was that the consultants were also required to get a written approval
from the head office of Premier Inn in order to approach their customers which resulted in the
late start of data collection process. Legal requirements were also made clear to the consultants
in approaching the customers of the hotel.

10
SECONDARY RESEARCH
The following objectives were achieved
through secondary research.
1.To carry out the competitors analysis
from city centre hotels and restaurants.
A comprehensive and in detail competitor
analysis for PI hotel and Thyme restaurant
that conclude who the competitors are and
why they impact upon PI but also how do all
the competitors stack up compared to PI.
2.Westfield Bradford: Expected footfall,
Competitors in Westfield for Thyme
restaurant and Competitive wages that
can lead to staff turnover for the hotel.
Also the Retail Impact Assessment (RIA)
related to Westfield.
This objective is mainly related to Westfield
and its impact on PI. The RIA is actually
the Bradford council retail and leisure study which is assessed to provide the retail forecasts in
Bradford.
3.The analysis of Liverpool uplifting plan and its relation with BCCAAP
For the above objective, the consulting team will also undertake data evaluation of the development
plan of Liverpool; the city has recently gone through a transformation phase and was named the
European City of Culture in 2008. Therefore from the secondary data the consulting team will
critically analyse that how the city has been changed in terms of structure and tourism and how
the businesses specifically from hotel industry have been affected. This will then be related to the
development plan of Bradford. The Liverpool uplifting plan and BCCAAP analysis is important for
the client because it will provide a forecast for the client in relation to that how the hotels in the
Bradford city centre will be benefited from the BCCAAP as it has been experienced in the case of
Liverpool city centre.
4.To assess the Bradford City Centre Area Action Plan (BCCAAP) and how it will affect Premier
Inn and its surrounding area.
As the project is mainly related to the city centre area, therefore, the consulting team has chosen
Bradford City Centre Area Action Plan (BCCAAP) as a secondary research analysis. This research
analysis will provide the client with prospective advantages or disadvantages to the hotel from
these projects.
RESEARCH LIMITATIONS
According to Kumar, (2014), Research limitations are associated to structural problems relating
to methodological aspects of the project (Kumar, 2014). The consulting team authors recognise

11
various issues that can limit the project objectives.
The surveys have limitation as they are conducted with customers of Premier Inn hence the
consultants have no insight about people who did not chose to stay at Premier Inn and the reasons
why they did not chose to stay at the Hotel . However, we can conclude or arrive at those reasons
by the negative experiences that are shared with us by the samples of customers of Premier Inn.
The sample for the Thyme Restaurant is limited to the total population of guests that were
surveyed; opportunity to eat at the restaurant was available to all guests so it is a total population
of number of guests surveyed i.e. 135. However, deeper insight on what promotes the use of in
hotel diner and what could further add to its success through customer insights about what could
be done to improve the experience.
If it was feasible in the given time frame, the consultants would have organised one to one
interviews with the staff in order to gain more in depth information, which could be helpful for
more critical analysis of the working conditions in the Premier Inn Bradford central.
Due to the short time frame, interviews were conducted with only 2 other Premier Inn hotels that
are based in city centres near to shopping areas. By interviewing some other similar type of hotels,
further research will increase the options to relate with Westfield and Bradford central PI and the
concept about the performance of hotels in city centres and the impact of shopping centres would
be more vibrant.
In competitor analysis the consultants had limited access to the internal data of competitors.
The BCCAAP analysis is limited from the detail discussion of whole Bradford development plan.
Say why. It was due to limited time frame and also the project is more related with Bradford city
centre area only.
The secondary data analysis can only be used to draw conclusions based on precedent and insights
of Hotel industry trends and may not hold true for the scenario faced by Premier Inn, Bradford due
to complex nature of the problem.

12
Chapter 03 SECONDARY RESEARCH
Chapter 03
SECONDARY research
ANALYSIS & DISCUSSION
COMPETITORS ANALYSIS
This competitors analysis for PI Bradford is based on the Porter’s Five Forces model designed
initially in the project proposal. The analysis will cover some of the key factors such as prices and
occupancy rates. However the consulting team have ensured to highlight the elements that are
valuable for the client.
THREAT OF NEW HOTELS AND RESTAURANTS
As the threat of new businesses in the industry is controlled by the factors known as barriers to
entry, which needs to be overcome by new businesses to compete in the similar industry. (Johnson
& Scholes, 2011). By assessing the type of entry barriers to start new hotel or restaurant in
Bradford City centre, the consulting team found that, in terms of hotels the Bradford city centre is
much saturated with some popular brands like The Bradford hotel (previously Hilton), Holiday Inn.
Travelodge, Jury’s Inn and Premier Inn so it will be very challenging for any new hotels to compete
with these top brands until the new hotel has similar brand awareness and value. For instance
Intercontinental Hotel group opening in Bradford city centre will seemingly make a difference as
THREAT OF NEW
HOTELS AND
RESTAURANTS
THREAT OF
SUBSTITUTES
COMPETITIVE
RIVALRY
POWER
OF
BUYERS
COMPETITORS
ANALYSIS

13
it is the third Hotel in top ten UK Hotel groups 2013 by number of hotels, after Premier Inn that is
on the top position. (Mintel, 2013).
As discussed later in the report, Bradford’s City Centre Growth Zone, which is a £35 million initiative
arrangement to back up new businesses and existing business growth plus the development of
Westfield shopping centre, these kind of Government support plans make the entry barriers low
for new entrants either for hotels or restaurants in existing case. For example mentioned by the
client about new hotel opening in front of Westfield.
Currently, in the case of new restaurants the Bradford city centre is saturated with all the typical
food franchises and takeaways. In contrast, upcoming restaurants in Westfield that have been
mentioned under the section on Westfield Bradford can become an ultimate threat for existing
businesses including Premier Inn.
THREAT OF SUBSTITUTES FOR THE HOTELS AND RESTAURANT
Substitutes are basically products and services that provide similar kind of benefits to the industry.
(Johnson & Scholes, 2011). In terms of Hotels, as the main focus of the report is Bradford City
centre, so the boutique hotels in the area such as Great Victoria, The Woodlands are an ultimate
threat to the Hotel groups like Premier Inn and Hilton, even the boutique hotels might be more
expensive in comparison.
In terms of the substitute threat for restaurants like Thyme, the big fast food chains present at
the city centre like McDonalds and KFC are apparently the most worrying substitutes.. Additionally
the client mentioned that a large number of their customers are from Asian Community and due
to large Asian population, the city has a good number of quality Asian restaurants and takeaways
that is in the city centre as well like Akbar’s Raja’s, so they can act as major substitutes for Thyme
and can ultimately increase the customers switching rate.
THE POWER OF BUYERS
The power of buyers is high because of the low switching costs. Due to variety of options for both
hotels and restaurants, customers have strong negotiating position in Bradford city centre and they
have a huge impact on the prices set by various hotels and restaurants. (Johnson & Scholes, 2011)
COMPETITIVE RIVALRY IN HOTELS AND RESTAURANTS
The organisations that offer similar products or services to similar customer group are seen as
Competitive rivals. (Johnson & Scholes, 2011). For PI hotel the consulting team aimed to analyse
the Hilton, Travelodge and Jurys Inn that are also based in Bradford city centre as its competitive
rivals. Although the class of these hotels is different in broader view but from the client perspective
and from the research of consulting team which pointed out the similarity in their prices, these
hotels appear as the most immediate rivals.
The consulting team was able to find some of the important competitor information through
telephone contact with the managers of these hotels, this is now explained in comparison to PI.
In terms of current occupancy Hilton stated as 75% (Zara receptionist, 2014) and Jurrys Inn 70%
whereas the occupancy of PI is about 50% at the running time of this project. The convergence rate
of occupancy into breakfast for Jurrys Inn was recorded as 85% which was greater from the 50%
of PI. For the dinner the conversion rate for Jurys Inn was 70% and for PI it was only 28%, also the
restaurant of Hilton is performing well with inclusive dinner plus walk in customers. (Dan General
Manager, 2014) The consultants also received information from another immediate competitor of
PI that is Travelodge. The team had an opportunity to see the Hotel manager Amanda (2014),
she pointed out the occupancy as 83.7%, which was the highest of all hotels under assessment,
though the Travelodge doesn’t have any restaurant.
The main points from the above discussion which need consideration are firstly the low occupancy

14
for Premier Inn in comparison to other hotels. Following is the more thorough comparison of
Premier Inn with each of the above hotels. It also includes the Hotel restaurants.
Premier Inn & Hilton (The Bradford Hotel)
The consultants determined that the Hilton hotel in Bradford city centre has been recently converted
to The Bradford Hotel with the takeover of London Investment group Mastcraft (refer to Appendix
- 3). The official date of conversion was 31st May 2014. This transformation and its consequences
will be discussed more in detail in the conclusions section but first the comparison should be made
between the formerly known Hilton and Premier Inn based in Bradford city centre. (Telegraph &
Argus, 2014).
As mentioned earlier in the report, that it might seem surprising by comparing one Hotel in different
class and which is operating in the area for more than 40 years with the hotel that is still in the
growth stage in the specific area but as the client has specified Hilton Bradford as their direct
competitor plus the consultants found out that the price difference in between the two hotels was
something appealing, for example:
In the beginning of this research the prices for Hilton and Premier Inn were almost similar. The
consultants assumed that the customers will prefer Hilton on Premier Inn if the prices are same
because Hilton has got that high brand awareness edge and general customer perception about
Hilton brand is positive normally. But in case of Hilton Bradford city centre, the reason for low
prices might have been the hotel services and standards that were not something which is Hilton
Group known for, which was also one of the main reason for its sell-off.
The number of rooms in both hotels is also nearly similar that is Hilton with 121 rooms and Premier
Inn with 118 rooms. So, a bias in occupancy rate is low in the competition.
Since the transformation of Hilton to the Bradford Hotel, its prices have moved slightly such as
one adult room for one night stay, the price for Premier Inn is £61 and for the Bradford Hotel its
£70, these are without breakfast. The consultants assume that the significant reasons that are
maintaining occupancy for the Bradford hotel at decent rate could be first the additional services
they are providing such as free passes to the near gym, second the impact of brand awareness but
it will be interesting to see the performance of hotel after the rebranding. Third, the performance
of city 3 restaurant and bar is greater with their international dinning.
By comparing the Menus of Thyme and City 3, the consultants discovered that the prices for thyme
are slightly high from city 3 for instance in Appetisers, thyme offer Smoked Salmon at £5.50
whereas similar item is valued as £4.50 at City 3, similarly the mixed grill steak in thyme is priced
as £16.99 and in City 3, the price is £16.
Thyme has widen its meal options by burgers and Pizzas in its Menu, which City 3 is lacking
also the variety in Thyme desserts and drinks seems more fascinating in comparison to City 3.
The consultants were not provided with exact conversion rates of diners and breakfast in City 3
restaurant, but the general observation from the management was that the restaurant is performing
satisfactory which is contradicting to the observations from Thyme. More prominent reasons for
the poor performance of Thyme will be discovered from the analysis of primary surveys.
Premier Inn vs Jurys inn
Jurys Inn Bradford central is considered as one of the major rivals by the client. It has also been
recognised as a main rival by the consultants due to various facts such as its number of bedrooms
is fairly high in comparing to Premier Inn, that is 198, but even with that high number of rooms,
the hotel occupancy is above average that is 70%, which gives a perspective that Premier Inn
could be losing customers mainly to Jurys Inn.
Jurys Inn is a small group of hotels, it is situated in 30 city centre locations across the UK that
include Jurys Inn Bradford hotel. With the basic and modern facilities what Jury inn offer extra
from Prmeier Inn is the In-house Cardio Gym for all the guests plus the additional meeting rooms
for business guests. Jurys Inn states that, with small number of hotels, they can easily provide
something little extra for their customers. (Jurys Inn, 2014).

15
The consultants found out that the prices for Jurys Inn are slightly higher comparing to Premier
Inn for both Weekend and Weekdays. For instance as by now for the weekend one night stay,
Jurys Inn is charging £79 for double room bed and breakfast and for similar package Premier inn
is charging £72.75. For the weekdays, the similar deal costs for £69 in Jurys Inn and £64.75 in
Premier Inn. The question that can be raised here is that how is Jurys Inn performing better than
Premier Inn and maintaining its occupancy at good rate? As the business operation period is same
for both of the hotels. According to the consultants research and analysis, the reasons for higher
performance of Jurys Inn could be the extra facilities they are providing like cardio Gym, there
rooms are more stylish, the various kind of deals they are providing for instance summer stay,
sunny prices, last minute booking deals, Exeter romantic package for two.(Please check Jurys Inn
website for details). Another important reason can be their restaurant, as the consultants were
informed by the Jurys Inn management that its conversion rate to breakfast is 85% and dinner is
70%.
The quality of the Jury Inn restaurant can be predicted from the above conversion rates and the
consultants found out that the prices for both Jurys Inn restaurant and Thyme are competitive that
is for some items Jurys Inn has very affordable prices comparing to Thyme but for other items
Thyme prices are lower. For instance, Jurys Inn restaurant offer 2 course meal at £17.95 and 3
course meal at £20.95 whereas Thyme provide 2 course meal at £22.99. Jurys Inn restaurant has
some set prices in its menu such as all starters are priced at £4.95 and different mains at £14.95
while thyme prices varies from item to item, for example in starters tempura prawns costs £5.99
and crispy chicken wings at £5.50. Similarly in main courses Asian feast is valued at £14.30 and
Ultimate full house at £16.50. In steaks, Jurys Inn restaurant charges high from thyme such as
Salmon steak is at £11.99 at thyme while it is offered at £14.00 in Jurys inn. From this comparison,
it appears that the main reason for good conversion rate of diners and breakfast could be mainly
the quality of food that is customers are more satisfied with the food with affordable prices.
Thyme competitive rivals
In the above discussion the comparison of Thyme has been made with the restaurants associated
with other hotels. The consultants also carried out the competitor analysis of thyme with its rival
restaurants, which according to client are Frankie & Bennys and Nando’s as these are the main
restaurants to which thyme is losing its customers.
This discussion will highlight some factors, which are the reasons for under performance of thyme.
Also it will make it easy to understand that if big restaurant such as the above are present at the
same corner then it will have a huge negative impact on the In-house hotel restaurants like Thyme
in PI Bradford central. The customers coming to Premier inn, my not be aware of thyme restaurant
but it is more likely that they will know about restaurants like such as the above two.
Thyme & Frankie & Bennys
The difference starts from the variety of meals and sub meals both restaurants are offering for
example just in starters Frankie & Bennys offer some items which thyme doesn’t have any like
balsamic chicken and meatballs. Similarly in steaks they have variety of options which thyme is
missing such as blackened steak. The price range at Frankie & bennys will be higher presumably as
mentioned before, it has the high brand awareness and the quality food, which attract customers
even with high prices for example the mixed grill steak costs £20.95, which is offered in thyme
at £16.99.

16
Thyme & Nando’s
In Nando’s, what make the extra difference is their peri peri items such as in starters Houmous
with Peri Peri Drizzle. At Nando’s the items are oriented to the restaurant tradition and they are-
highly different from thyme restaurant. For example in burgers, nando’s has big variety such as
Butterfly Burger and Portobello Mushroom and Grilled Halloumi Cheese Burger. The customers has
also different price options at Nando’s in terms of meal sizes and the prices are lower than thyme
as well. For instance chicken burger at Nando’s is for £8.95 while in thyme it is for £12.10, the
veggie burger costs £8.70 at Nando’s and in thyme it is priced at £11.30. So, it makes it easy for
loyal customers of Nando’s to treat themselves with their favourite food with affordable prices.
Below table provides a glance of the key factors determined in the above analysis.
Occupancy Rates Cost of main meals Cost of meal deals
Premier Inn 50% Breakfast: 50%
Dinner:28%
£14,60 £22.99
Travelodge 83.7% n/a n/a n/a
Jury’s Inn 70% Breakfast: 85%
Dinner: 70%
£14.95 £20.95
The Bradford Hotel 75% n/a £16 £17.95

17
WESTFIELD BRADOFORD
Westfield Bradford is the name of the upcoming shopping
centre complex in Bradford which is due to open in
December 2015. The construction work started in 2007
but due to recession the project was mothballed and work
began on creating a temporary park on part of the site
( Rush, 2010). In January 2014, the temporary park was
demolished, and work restarted on the construction.
The shopping centre is part of the wider urban regeneration
master plan being led by Bradford Council within their City
Plan (BCCAAP).
Debenhams, Marks and Spencer and Next will be the key retailers of Westfield shopping
centre. Fast food and casual dining restaurants will also be there. KFC, Burger King,
Wagamamma and Pizza Express have already signed up for opening their branches in
Westfield. Also the surrounding streets will be redeveloped and upgraded, the idea is to have a
strong restaurant and food offer in this area.
Even though Westfield Bradford will not be on the same scale as the other Westfield Shopping
centres in London and Stratford, the Broadway Bradford is expecting to put the city back on the
retail map and establish quality retail within the city centre. Thanks to its unrivalled location at the
heart of the UK, Bradford has a market segment of almost one million consumers with a weighted
annual spend potential of £623 million. This is forecast to grow by more than £250 million on
completion of the Broadway development highlighting the massive potential for retailers to capture
spend (Leeds and Partners 2014). According to CACI, one of the UK’s leading retail analysts,
Bradford lies in the top ten new UK retail opportunities. The confidence from retailers in investing
in Bradford is increasing day by day.
In terms of competitors for bar and the restaurant in Westfield, the consultants found out that at
the current stage the only confirm restaurants are the fast food chains such as KFC and Burger
king which are not direct competitors to Thyme restaurant however they will be coming up as
the substitutes for Thyme. Although, in one of the upper floors has been assigned for restaurants
specifically but no information is presently available about the restaurants that will operate in this
area. Therefore, further study will be required after the restaurants in the Westfield food courts
are confirmed.
Bradford Retail and Leisure Study
The Bradford retail and leisure study consists in an analysis of the retail provision in the main
centres within the Bradford district. This study was commissioned by Bradford Metropolitan District
Council
in March 2012 to assess the retail and leisure needs/capacity over the period to 2028 and to
provide an up-to-date review of the performance of all centres in the district.
The study has showed that the retail property landscape across the UK has changed significantly
over the past 50 years, from post-war regeneration in town centres, through to the emergence
of retail warehouse parks and out-of-town regional shopping centres. During this time, retail and
leisure sectors have experienced significant expenditure growth, which has been accredited to
various factors, including greater disposable income, availability of credit, cheaper prices, new
technology and a common increase in our standard of living. On the other hand, the recent
economic recession has had a clear impact on expenditure and goods spending. Also the way in
which goods are bought has also changed because of the the maturity of ‘e-selling’. (Experian
Retail Planner,2012)
The current retail picture in Bradford shows that there is an increasing interest for well-located and
appropriately configured floor space in the city centre.
Bradford city centre is the main centre in the district, however the centre is performing poorly in
Westfield
Bradford

18
terms of vacancy rates, with some large
and long-term vacant units identified
in the centre which are making a
negative impact on the environment.
Some investment has been made in
the city centre during the recent years.
However, Bradford has suffered from
the effects of the economic recession.
The delay in the completion of the
Westfield Broadway Centre scheme,
has impacted on the investors’
confidence, but recent announcements
show that the scheme is progressing
well with significant capital now being
spent on implementing the project.
Westfield shopping centre appears to be one of the most relevant factors that could change
the destiny of Bradford city centre area. According to WYG Planning & Environment (2013) the
implementation of the Westfield Broadway Centre in the next two to three years is expected to
produce an increase in the market share secured by Bradford city centre as the redevelopment
encourages more shoppers to visit the city centre from the surrounding area through its improved
retail and leisure offer.
Moreover the introduction of the Westfield shopping centre will result in an increase in the market
share from 28.8% to around 35% with inflow increasing from 4.5% to around 5% (WYG Planning
& Environment, 2013).
Bradford city centre is identified as the main focus for economic, educational, administrative and
cultural activity within the district and the completion of Westfield Broadway Centre seems to be
essential in order to secure a successful and vital city centre.
LIVERPOOL UPLIFTING PLAN
In the early 80’s Liverpool was
suffering from a negative image,
poor infrastructure and little
tourism.
The problem had started back
in the late 70’s due to the
recession caused by sudden
‘deindustrialisation’ and the global
restructuring of businesses. There
was a massive job loss in the city
and a widening gap between job
availability and population. Due to this there was a population collapse in Liverpool
and residents migrated from the city. There were fights between trade union and the
factories which further escalated into a massive riot in 1981. This spoilt the image of
Liverpool.
To control the situation the local government of Liverpool started measures against the central
government that initiated more conflicts between political and even militant or ‘separate groups’.
This made the city unsafe. The security issues further hit the image of Liverpool.
Thereafter, the city’s tourism was hit badly. This is when the Merseyside Development Corporation
took the city as a challenge with corporation from the national government in developing Liverpool.
There were allotted a central regeneration budget.
Another campaign of Liverpool Capital of Culture Company proved yet another. Another turning
point for the city? The government pushed Liverpool as ‘A European renaissance city’? By mid
City
of
Liverpool

19
1990s on significant new layers of investment started pouring in from the European Union and
thus the dramatic remaking of economic structure of the city took place. The government marked
certain strategic investment areas as a focus for the development. As a result there was a surge
in jobs, the population decline ended and there was cultural resurgence that led to the bad image
of the city slowly be turned into good one. People now started seeing Liverpool as a city of
history and culture than chaos. A new airport was opened that offered global connectivity and
put Liverpool on the global connectivity map. Liverpool also started to be denoted as the index of
European Union’s development as most of its funds were financed by EU.
The similarity between Liverpool and Bradford cannot be understated. Bradford is facing the same
issues today as Liverpool did in the 1980’s.
Bradford is the sixth largest city in the United Kingdom with a population over 5, 01,700 people.
It was once known as the wool capital of the world and was an industrial powerhouse. The decline
of Bradford was due to the decline and legacy of social deprivation due to the recession and this
also fuelled the racial tensions that resulted in the Bradford riots of 2001. Rather being hailed as
a vision of diversity Bradford is become the symbol for problems of multi cultureless.
How government has put a brilliant plan to uplift the image of Bradford as we know it and the
work is already in progress.
BCCAAP - BRADFORD CITY CENTRE AREA ACTION PLAN
The main objective from BCCAAP
and Liverpool uplifting plan analysis
is to provide a forecast for the client
in relation to how the hotels in the
Bradford city centre will benefit from
the BCCAAP as has been experienced
in the case of Liverpool city centre.
The sixth largest city of United of
Kingdom is struggling hard to survive
in this ruthless market of development
and competition. If it isn’t able to revive itself in the coming years it will be extremely difficult for
the city council and the people of Bradford to save their city from the cutthroat competition from
other cities. The high level of crime rate is also an important factor to be noted. To battle these
challenges, the city council has come up with a plan to revive the city.
The City of Bradford Metropolitan District Council as part of the Local Plan is making the Bradford
City Centre Area Action Plan (BCCAAP) for Bradford.
The Area Action Plan will guide the makeover of the city centre upgrading the area up to 2028.
It will identify the location of new development and provide detailed policies to help make
decisions on planning applications. It will also influence decisions about transport, infrastructure,
community facilities, economic development and future investment. Bradford Centre Regeneration
was established in February 2003 and one of its first tasks was to set out a vision for the city
centre (Bradford Gov, 2008) This was undertaken by Alsop Architects and was set out on four
principles: Repositioning Bradford i.e. looking at the function of the city and defining a distinctive
role in relation of surrounding centres; Revealing Bradford – exploring the hidden assets of the
city; Reshaping Bradford– setting out a physical master plan for the city centre and, upgrading
Bradford– delivering the master plan over time (Bradford Metropolitan City Council, 2005). The
Bradford City Centre AAP will be subject to an EIA, which is a process, designed to ensure that a
policy, project or scheme does not discriminate against any disadvantaged or vulnerable people
within society. The protected characteristics groups include: age, disability, gender, race, and
ethnicity.

20
The figure given below describes the proposed development of the city.
People Place Property Prosperity
People Plan Bradford City Centre
Area Action Plan
Property Plan Economic
Development Plan
Focus on how
people live, work
and enjoy the city
centre.
Key Themes:
• Residential
offers.
• Nighttime
events.
• Economy.
• Education, skills
and well being.
• Social
developing.
• Community
development.
The Statutory
Development Plan.
Key Themes:
• Vision and
Objectives for the
City Centre.
• Allocation of land
use.
• Delivery of
infrastructure
for future
development
• Planning Policies.
• Delivery
framework for
next 15-20 years.
Focuses on how we
will seek to create
the mechanisms for
investment.
Key Themes:
• Development
Investment.
• Partnership
working
with
Developers and
local partners.
• Reducing
vacancies.
• Vibrancy.
• Property
forum.
The element of the
plan where both the
Districts economy and
the City’s economy are
woven.
Key Themes:
• Economic
wealth and well
being.
• Employment
growth
• Innovation.
• Investment.
• Enterprise.
Source: http://www.bradford.gov.uk/NR/rdonlyres/490FF2CB-9EA5-4332-B1D6-4C983B714B8F/0/CITYCENTREA-
AP.pdf (Accessed on 11/09/2014)
The need for Bradford City Centre Action Plan
• The Bradford City Centre Action Plan is needed to deliver the proposed growth of the city over
the next 15 years, through series of planning policies and development proposal statements.
• This plan will provide certainty to investors, developers and landowners.
• Protect and enhance built heritage whilst proactively accommodating new developments.
The aim of this approach is to promote the boost in the economy, inspire better quality development
and create a city Centre that is used and cared for by all of the city’s different cultures.

21
Current Key Issues faced by the City Centre
• The size of the primary shopping area.
The current extent of the shopping area is spread over a wide area with little cohesion between
the areas. With the proposed development of the Broadway Centre there are major possibilities
for change
• Lack of better connections between shopping areas.
The Local Transport Plan 3 (LTP 3) is the statutory plan for transport in West Yorkshire and sets
out the needs, objectives, ambitions and strategy over the medium to long term as well as detailed
spending proposals in its first 3 years.
• Expansion of the leisure offer in the area.
Historically, for a city of its size, Bradford has been under provided for in terms of leisure
• Encouraging the nighttime economy, while safeguarding the amenity of the
city center residents.
Developers have shown strong interest in providing residential accommodation in the centre in
recent years. But as more residential units are created and more people live in the centre, there is
more likelihood of possible conflicts between the wish for peaceful living conditions and the noise
and general disturbance that can be associated with late night uses such as pubs and nightclubs
• Developing the city’s cultural assets.
Bradford City Centre is rich in culture, history and diversity. The city centre offers a range of
attractions spanning history, architecture, the arts, culture, fun and general leisure. A major issue
for the plan is how to exploit the cultural assets of the city centre, so that Bradford city centre can
become a recognised destination in its own right.
BCCAAP-The impact of Bradford City Centre Area Action PLAN
Due to this action plan Bradford city will have advantages like job creation, infrastructure
development and there will be stable economic factors in the city for living. This will also create
demand for other businesses to invest in the Bradford city due to continuous development and
support for new business, city council will also be able to revive its current position and it can take
Bradford’s development to next level through new business entrants and investors. The action plan
will also help them to go in a subtle direction of growth with the brands like Premier Inn entering
the market and giving a boost to its hospitality sector in Bradford. The planned provision of an
improved night time leisure uses are measured to increase movement and footfall within the city
centre during evening and night time hours, thus adding towards a reduction anti-social behaviour
and fear of crime. This is considered to aid in abolishing victimisation of protected characters, as
these groups can often be targeted by criminal activity (during evening / night time hours after
trading hours) in areas with little or no activity or footfall in ‘empty’ streets within the centre. Thus
turning Bradford into the tourist friendly city and giving a boost to its tourism. Growth in tourism

22
will have a direct impact on the occupancy of all the hotels situated in the city.
As discussed earlier in the Liverpool upliftment plan, the city centre upliftment plan has changed
the whole scenario of the hotel industry in the city of Liverpool. This plan has helped in increasing
the occupancy level of the hotels on one hand and job creation on the other. The year 2013 was
the turning point in the weekday occupancy. Looking at the year 2013. £40 million was invested in
the hotel resulting in the opening of 6 new hotels. This created 170 new hotel jobs. The average
occupancy rate has also increased from 69.5% to 71.4% in this year and 404 rooms were created.
In the year 2012, 1.326 million rooms were sold. Currently £100 million is being invested in the 5
new hotels adding 606 new rooms. (Liverpool vision; 2013).
Bad Image of Bradford
According to the Telegraph (2010) a survey done by Travelodge, the city of Bradford is the least
attractive place for visitors followed by Wakefield, as stated by the news report. According to the
survey, the Yorkshire town of Bradford has been branded ‘’dangerous, ugly and boring’’ and where
travellers least want to go. The city of Bradford ha a population of 501700. The crime rate is quite
higher in Bradford as compared to other cities. This city has one of the highest numbers of car
theft in the entire UK as stated by the West Yorkshire Police department (Rob Parsons, 2013). The
street level crimes are also a great matter of concern for the people. This factor plays an important
role in tourism of the city. (Telegraph and Argus 2014).
Due to this bad image the hotel may face hurdles and due to this reason they have to keep their
prices lower as compared to the other major city hotels as Bradford is not a favourite city among
the masses. The other impact on the hotel will be on the brand name, if they don’t match up with
their standard as compared to other major cities, due to the bad image and negative image of the
city. Due to this, they’ll have to make it people friendly. It needs to be made sure that they make
a positive impact throughout the market by unique strategies since it is such a risky market. Due
to the negative image of the city, tourism is effected and people from the other places would not
like to visit which has negative image based on the experiences of the previous visitors. Hence
city’s image matters a lot since it resembles the safety and living conditions in that specific area
which allows people to make a judgement to travel or visit a specific city.

23
Chapter 04 FINDINGS AND ANALYSIS
The consultants have used the SPSS software to extract the findings and analysis from both
guest and staff surveys. The basic breakdown of findings is given below:
FINDINGS FROM THE GUEST SURVEY
In total 18 variables were formed from out of 13 questions because of the inclusion of multi
response questions.
Variable n°1
Purpose of stay
Regarding the purpose of stay
the consulting team determined
that in the sample of 135 guests
65 (48.1%) were leisure guests,
57 (42,2%) were business
guests and 13 (9,6 %) stayed
in Premier Inn Central for both
reasons. It was also seen that
the number of the business
guests were more prevalent
in the weekdays and the
weekends had mostly leisure
guests staying in the hotel with
their families and friends.
Statistics
Valid 135
Missing 0
Chapter 04
FINDINGS, ANALYSIS & DISCUSSION
OF PRIMARY RESEARCH

24
Variable n°2: First visit or not?
Concerning the frequency of guest
visits in the sample of 135 respondents
only 1 has not answered while 78
guests (57,8 %) have already stayed
in Premier Inn Bradford Central and for
56 guests (41,5 %) it was their first
visit. The team also noticed that many
guests who came to the hotel were
the frequent visitors of the hotel.
Statistic
Valid 134
Missing 1
Variable n°3: Number of visits to PI Bradford
From 78 guests that have stayed before
in Premier Inn Bradford Central, 43
(31,9%) said that they stayed between
1 to 3 times, 28 guests (20,7 %) said
that they stayed from 4 to 10 times, 4
(3%) stayed from 11 to 20 times and
the remaining 3 guests (2,2 %) stayed
over 25 times.
Statistic
Valid 79
Missing 56
Variable n° 4: Satisfaction from
the stay at PI
From 135 guests, 134 answered the
question regarding the satisfaction
level during the stay; 53 (39,3%)
said that were extremely satisfied
with that stay in the hotel, 69
(51,1%) were quite satisfied and
12 (8,9%) were neutral or with no
opinion. The team hardly found any
dissatisfied customer. Though most
of the guests complained about the
parking spaces.
Statistic
Valid 134
Missing 1

25
Variable no° 5: Westfield construction impact
Regarding the negative impact of
the Westfield construction work 25
guests (18,5%) said that they were
affected by the construction and the
remaining 109 (80,7%) said that the
construction site didn’t bother them
while only 1 guest didn’t answer the
question. The affected number of the
guests were those who had the room
facing towards the construction side.
Statistics
Valid 134
Missing 1
Variable N°6, 7 & 8: Stay Diruption Factors
As discussed earlier only 25 guests had a negative impact of the construction site of which 60%
said that their stay was disrupted by the construction noise while 28% said that they were not
happy with the view which faces toward the construction work moreover the remaining 12% was
disrupted by the dust.
Construction
Frequencies
Number of responses Percentage of
responses
Percent of cases
Constructiona
Stay disrupted by con-
struction noise

15 60% 60%
Stay disrupted by dust 3 12% 12%
Stay disrupted by
unsightly view from
bedroom
7 28% 28%
TOTAL 25 100% 100%

26
Variable no°9: Likeliness of stay
after westfield opening
Concerning the future interest of the guests,
44% said they were very likely to stay in
the hotel after the opening of the Westfield
Mall, 23% were extremely likely and20.7%
were quite likely. On the other hand 8%
were slightly likely and the remaining 3%
were not at all interested in staying after
the opening of the mall.
Statistics
Valid 134
Missing 1
Variable n°10: meals consumed in
thyme restaurant
As the table shows, there are no missing
values and in the sample of 135 guests
(100%), 71 guest had their breakfast at the
hotel restaurant, the number of diners is 16,
there were also some guest which preferred
to have both of their breakfast and dinner
at the hotel restaurant, which were 24 in
total. Out of 135, 24 didn’t choose the hotel
restaurant for their meals. Only 2 respondents
mentioned the reason of not eating in, 1
reason was because the respondent went
out for the meals and 1 reason was the
respondent found the meals too expensive.
Statistics
Valid 135
Missing 0
dVafrf

27
Variable n°11: How pleased with quality of meals provided
About18.5%ofthedinersatThymeRestaurant
were extremely pleased with the food. About
34.1 were very pleased followed with 24.4%
of diners that were quite pleased. Only about
4.4% answered as slightly pleased.
Therefore, according to the cumulative
statistics found, the data shows that about
94.5% of the people who chose to dine at
Premier Inn, Bradford’s Thyme restaurant
were satisfied and pleased by the food
provided. There was no missing frequency
amongst the 135 total surveys.
Statistics
Valid 109
Missing 26
Variable n°12: Number of drinks
taken
Amongst the total diners surveyed, 54.1%
did not have any drinks at the hotel. About
21.5% had only one drink followed by
20.7% who had about 2 to 5 drinks. Only
about 3% of those surveyed had more than
5 drinks at the Hotel. About 48% of the
customers have had drinks at the hotel.
There was one missing variable.
Statistics
Valid 133
Missing 2

28
Variable n°13, 14 & 15: Changes required for the meals
Case Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
$Changesa
109 80.7% 26 19.3% 135 100.0%
a. Dichotomy group tabulated at value 1.
$Changes Frequencies
N Responses Percent of Cases
N Percent
changesa
Quality 28 23.0% 25.7%
Variety 39 32.0% 35.8%
Value 55 45.1% 50.5%
Total 122 100.0% 111.9%
Amongst the surveyed customers, 122 out of 135 ate at the Thyme Restaurant . Out of the 122,
about 23% would like the quality of food to be improved, about 32% would like to have more
variety and about 45% would want the value aspect to be looked at. It was found that amongst
the diners, a majority found Thyme to be expensive.
Variable n°16: Ethnicity
Amongst the customers, about 58.5%
visiting were of white ethnicity.
About 24.4% were Asian, 9.4% were
African/Caribbean/British Africans and
about 5.9% were of Mixed /Multiple
ethnicity.
Statistics
Valid 134
Missing 1

29
Variable n°17: Age
The About 39.3% of the total surveyed
customers belonged to the age group of
35-44 followed by the 24.4% of the age
group 25-34, 19.3% to the age group 45-
55 , 8.9% under 25 and only 8.1 % above
the age of 55.
Statistics
Valid 135
Missing 0
Variable n°18: Weekday or week-
end guests
Among the 135 collected questionnaires,
60% or 81 were collected on a weekday
and about 40% or 54 responds were
collected on the weekend.
Statistics
Valid 135
Missing 0

30
GUEST SURVEY ANALYSIS
Our analysis is aimed at finding out factors affecting the stay of customers at Premier Inn, Bradford
in order to analyse their impact on the performance of the hotel and Thyme restaurant. It is
a detailed investigation of the factors influencing and affecting the Hotel’s business aimed at
providing meaningful insight in order to help the business analyse its current position and thereby
draw recommendations to further improve the business and overall profitability.
Our main objectives in broader perspective were:
After carrying out the detailed analysis we shall be able to answer the above. We are providing a
descriptive analysis of the gathered data by cross examining the relating factors. This will help us
analyse the customer base and the strengths and weaknesses of the hotel as an experience from
the point of view of the customers.
Todeterminetheeffectof
othercausesof currentlow
occupancylikenoisefrom
constructionsite.
Toanalysethecausesleading
topoorperformanceof
Thymerestaurant.
Tomeasurecustomer
satisfactionlevel.
Todeterminethelikelinessof stayafter
theopeningof Westfield.

31
Purpose of Stay * Number of Visits to Premier Inn Bradford
Our data signifies that Premier Inn receives
more business customers than leisure. Overall,
business travellers have stayed more than
leisure. Also, business travellers tend to stay
more number of time or repeatedly than leisure
customers. Hence, we can comfortably conclude
that Premier Inn, Bradford receives more business
travellers than any other.
Purpose of Stay * Number of drinks taken
An analysis between the customers’ purpose of
stay and the number of drinks taken by them
shows that business travellers tend to consume
more drinks at the hotel than leisure travellers.
Out of 64 leisure travellers, 39 did not have any
drinks at the Hotel while 13 had at least one,
10 had between 2 to 5 and just 2 had more
than 5. This brings the total number of drinkers
25 out of 64 total leisure travellers. While in
case of business travellers, out of 56, 26 had
no drinks, 12 had at least one, 14 between 2 to
5 drinks and again 2 had more than 5 bringing
the total number of drinkers to 30 out of 56.
Purpose of Stay * Meals consumed in the Premier Inn restaurant
According to the survey, a total of 70 customers
out of 134 have had breakfast at Thyme, just
16 had dinner and only 22 have had both
the meals. Lesser business customers have
consumed breakfast as compared to leisure
travellers. However, more business customers
have consumed dinner or both meals as
compared to Leisure guests. A total of 22
guests have consumed no meal at all at the
Hotel in the two weeks.

32
Number of drinks taken * Respondents Age
The survey indicates that amongst non-
drinkers, the age group of 35-44 had
the highest number of non-drinkers
followed by 25-34 with 18 customers,
age group of over 55 with 9 customers
and only 6 non-drinkers amongst the
age group of under 25.
However, the age group of 35-44 again
has highest number of only one drink
consumed category with 12 people.
Followed by the age group 25-34, 45 –
55 with 7 customers and finally over 55
with just one customer.
The age group 35-44 also leads in the
category of between 2-5 drinks. Only 4
customers have had more than 5 drinks
and 2 are again from age group 35-44
while other two lie in age group under
25 and 25-34 each.
Respondents Ethnicity * Purpose of Stay
Leisure travellers have been mainly of
white ethnicity with over 40 customers
out of 65 totals. In the same way,
business customers were of mostly of
white ethnicity with 34 out of total 56
customers. This was followed by Asian
business travellers with 18 for leisure
and 12 for business.

33
Purpose of Stay * Weekdays or Weekend
Premier in receives only about 23%
of leisure guests in the weekdays as
compared to about 35% of business guests
as well as 7% for both while weekends
receive more of Leisure guests with 42%
for leisure and only about 7% for business.
Satisfaction from the stay at
Premier Inn Bradford * Likeliness of
stay after Westfield opening
Amongst the Extremely satisfied customers of
Premier Inn Bradford, about 88.6% customers
responded that they are extremely likely to
stay at the Hotel after the construction of
Westfield shopping centre. Amongst those,
quite satisfied about 91.3% stated that will
be interested in staying at the hotel after the
construction of Westfield shopping centre.

34
Number of Visits to Premier Inn Bradford * Westfield Construction negative im-
pact? Yes OR No
Amongst the customers who have visited
the Hotel over 25 times, 50% expressed
their concerns about a negative impact on
their stay due to the construction work at
the Westfield area. In total only about 20%
of guests had experienced trouble due to
the construction work.
FINDINGS FROM
THE STAFF SURVEY
From the staff survey, 15 variables were created due to the reasons that question was a multi
response question and question 4 was split into 4 different variables to measure satisfaction from
various aspects of the job.
For the variables related to the satisfaction level, ranking from 1 to 5 was used with 1 as Very sat-
isfied, 2 as Satisfied, 3 for Not sure, 4 as Dissatisfied and 5 for Very dissatisfied.
Variable n° 1, 2, 3, 4 & 5: Job department
Case Summary
Cases
Valid Missing Total
N Percent N Percent N Percent
$department 16 100.0% 0 0.0% 16 100.0%
a.Dichotomy
group tabulated
at value 1.

$ d e p a r t m e n t
Frequencies
N Responses Percent of Cases
Percent
septa
Reception 7 33.3% 43.8%
Kitchen 3 14.3% 18.8%
Housekeeping 3 14.3% 18.8%
Restaurant 8 38.1% 50.0%
Total 21 100.0% 131.3%

35
As the above table shows the number of responses as 21 which is due to the multi
response from the respondents, it can be explained as out of 16 respondents, 5 was
working both on reception and in the restaurant whereas 2 were at reception only
and 3 in the restaurant only. Also, 3 respondents were from housekeeping depart-
ment and similarly 3 works in the kitchen of PI Bradford.
Variable n°6: Duration of work at Premier inn Bradford
In the chart it can be seen that 12
respondents (75%) have been working
in PI from more than 1 to 3 years, 3
respondents (18.8%) have job duration
of in between 6 months to 1 year and
only 1 respondent (6.3%) has been
working from less than 6 months.
Variable n°7: general satisfaction from job
As the figure illustrates, in the response
to overall satisfaction from the job the
majority of respondents that is 14 (87.5%)
responded as satisfied and 2 (12.5%) of
the respondents indicated very satisfied
as general satisfaction.

36
Variable n°8: Satisfaction from salary
In terms of salary for variable number 8, the
results show that 11 (68.8%) respondents
were satisfied from their current salary,
2 (12.5%) respondents were not sure
or neither satisfied or dissatisfied and 3
(18.8%) respondents were dissatisfied from
their salary.
Variable n°9: Satisfaction with the
amount of leave
For the satisfaction from amount of
leave provided by the hotel, 10 (62.5%)
respondents indicated that they were
satisfied only, 3 (18.8%) respondents were
very satisfied, 1 (6.3%) respondent is
not sure about that and 2 (12.5%) of the
respondents marked dissatisfaction to the
amount of leave provided.

37
Variable n°10: Satisfaction with
security of employment
It was found from the survey that 12 (75%)
of the respondents were very satisfied from
their security of employment within PI and 4
(25%) of the respondents are satisfied only.
Variable n°11: Satisfaction with with flexibility of working hours
When the respondents were asked about their
satisfaction with flexibility of working hours,
so the findings were as following; majority
of the respondents that is 10 (62.50%)
were satisfied another dominant number of
4 (25%) replied with not sure about it and
2 (12.50%) respondents specified as very
satisfied.

38
Variable n°12: Satisfaction from opportunity for training and development
Most of the respondents that is 6 (37.50%) are
dissatisfied with the opportunities of training
& development provided by PI, however 5
(31.25%) stated that they were satisfied, 4
(25%) respondents shown that they were
not sure about these opportunities and only
1 (6.25%) respondent is very satisfied.
Variable n°13: Satisfaction from opportunity for promotion
The below findings state that out of 16
respondents 9 (56.25%) were not sure
about the opportunity of promotion in the
PI Bradford while 4 (25%) respondents were
dissatisfied from promotion opportunities.
Also, it can be seen that 2 (12.50%)
respondents were very dissatisfied whereas
only 1 (6.25%) respondent was satisfied.

39
Variable n°14: Working in 2 years time
The respondents were also asked about
their plans for coming 2 years. In reply to
that, 8 (50%) respondents stated that they
are not sure where 5 (31.25%) replied that
will be still working in the PI Bradford and
3 (18.75%) of the respondents believe that
they might be working in another PI in
coming 2 years.
Variable n°15: Interest in Westfield job opportunities
This is one of the important findings
in terms of the project objectives. The
above chart shows that 8 (50%) of the
respondents have possible interest in the
upcoming Westfield job opportunities
while 4 (25%) respondents have main
interest and 4 (25%) have no interest in
these job opportunities.

40
STAFF SURVEY ANALYSIS
In analysing the findings from
staff survey, the consultants’
first need to address one of
the main objectives projected
out of this survey, which was
“To forecast possible staff
turnover ratio and cost by
assessing staff motivation,
needs and satisfaction”. It
should be noted that staff turnover has been measured mainly with opening of Westfield in
premises of the hotel. The consultant will here want to highlight the theory of staff turnover to
make the concept clearer for more critical analysis.
The CIPD (2013) defines staff turnover as “the percentage of employees who leave an organisation
over a set period (often on a year-on-year basis), expressed as a percentage of total workforce
numbers”.
In the process of staff turnover, the organisations are more concerned about the costs related to
turnover. In 2013, a study was conducted by McManus, L & Guilding, C, on the costing of staff
turnover procedures in the hospitality industry. A costing model was developed across five cost
categories and numerous cost sub categories, these are listed as below:
1.Separation costs:
• Exit interviewer.
• Employee exit interviewer.
• Paperwork processing.
• Severance pay.
2.Recruiting & Attracting costs:
• Advertising.
• Search and agency fees.
• Internal referral fees.
• Managerial pre-employment administrative functions.
• Applicant travel.
• Recruiter time.
• Miscellaneous.
• HR pre-employment administrative functions.
• Managerial administrative functions.
3.Hiring costs:
• HR administrative functions.
• Managerial administrative functions.
• Relocation costs.
• Signing hours.
• Orientation.
• Formal training.
• On the job training.
• Uniforms.
• Security.
• Informational literature.
4.Lost productivity costs:
• Vacancy cost.

41
• Pre-departure productivity loss.
• Learning curve (cost incurred & lost revenue).
• Errors and waste.
• Supervisory disruption.
• Peer disruption .(Hinkin & Tracey, 2000).
In addition to the costs of turnover, Lashley, (2000) has proposed some push and pull factors that
are related with staff turnover. Push factors are those which are experienced by the staff inside
the organisation and push them to leave and pull factors are specific attractions in working with
other organisations. These factors are listed below:
Push factors:
• Lack of training.
• Dissatisfaction with superiors.
• Poor organisational image.
• Poor terms and conditions.
• Uneven work patterns.
• Poor pay.
• Inappropriate hours of work.
• Lack of autonomy.
Pull factors:
• Better salaries.
• Good hours.
• Permanent employment.
• Alternative employment.
• Improved career prospects.
• Enhanced training and development.
• Empowerment.
The above discussion is the theoretical perspective of staff turnover process; the consultants are
also required to provide the position of PI Bradford in relation to staff turnover and staff relations.
In this analysis, it is important to first measure the satisfaction level of the current staff. This has
been calculated by deriving the mean of responses to the entire satisfaction related questions. The
below table provides more explanation.
Gener-
al sat.
from
Job
Sat.
from
salary
Sat. with
amount
of leave
Sati.
with
security
of em-
ploy-
ment
Sat. with
flexibility
of working
hours
Sat. from
opportu-
nity for
training &
develop-
ment
Sat. from
opportu-
nity for
promo-
tion
Valid 16 16 16 16 16 16 16
Missing 0 0 0 0 0 0 0
Mean 1.8750 2.5000 2.1250 1.2500 2.1250 2.9375 3.4375
Minimum 1.00 2.00 1.00 1.00 1.00 1.00 2.00
Maximum 2.00 4.00 4.00 2.00 3.00 4.00 5.00
Means for the satisfaction level questions.

42
As the ranking options were mentioned for these questions in the above questions, the above
table illustrates only the minimum and maximum ranking selected by the staff. Overall the general
satisfaction from job and satisfaction from various aspects of the job is in the range of 2 to 3 which
means from satisfied to Not sure. But it is important to highlight those findings which need a
consideration from the PI management to overcome the consequences of staff turnover and other
staff related problems such as low motivation and recognition.
Satisfaction from salary
Frequency Percent Valid Percent Cumulative
Percent
Valid Satisfied 11 68.8 68.8 68.8
Not sure 2 12.5 12.5 81.3
Dissatisfied 3 18.8 18.8 100.0
Total 16 100.0 100.0
For instance, the first important aspect is the salary provided by PI. Although it can be found in
the above tables that majority of staff is satisfied with the salary with a ranking mean of 2.5 but
still 3 members of staff has shown their dissatisfaction plus the 2 members that are not sure about
their attitude towards salary could also be counted as dissatisfied. As mentioned in theory from
staff turnover dissatisfaction with salary can lead the staff to leave their job and can result in the
above listed costs for PI. Also problems with salary can not only be the cause of staff turnover but
also for the demotivation of the staff because as Herzberg (1959) defines salary as one of the main
hygiene factors of the working environment for staff motivation and Taylor, F, (1911) also argues
that salary is the most important factor in motivating the staff to gain better efficiency. However
focusing only on salary does not ensure long term motivation as there are other factors identified
by Herzberg (1959) such as recognition, responsibility and nature of work.
In describing the Pull factors for staff turnover better salary was the most relevant as one of the
attractions from other organisations, therefore the consultants will now highlight which employers
from Westfield may provide this pull factor for the staff of PI and can ultimately lead to staff
turnover.
The upcoming shopping centre will offer a wide range of job opportunities from customer service
to management positions. It is estimated that it will create more than 2,500 retail jobs when it
will be in operation (Bradford Telegraph and Argus 2014). In relation to the expected stores in
Westfield the consultants have investigated on the wages they will provide, and the result shows
that those employers pay between -5% and +3% of the market average (payscale.com 2014). For
instance Sainsbury’s (one of the expected store in Westfield) pays between £6.71 (cashier position)
and £7.76 (store team leader). The consultants believe that PI might face a medium turnover
rate in its unskilled and semi-skilled divisions such as housekeeping and waiting staff. These
kind of workers may shift to other employers once Westfield will be opened since there will be
many similar options available with slightly competitive wages. In terms of costs, these positions
normally involve limited training to reach full efficiency, so replacing personnel will not have much
impact on the business of PI.
Similarly, the lack of opportunities for training & development can demotivate the staff of PI
(Herzberg, 1959). Also it can act as push or pull factor for the staff turnover in PI as discussed
above. The ratio of dissatisfied staff with opportunity of training & development is quite noticeable
for the client, these are presented in the below table. The ranking mean for this aspect of job was
2.93, which bend mainly towards dissatisfaction.

43
Satisfaction from opportunity for training & development
Frequency Percent Valid Percent Cumulative Percent
Valid
Very satisfied 1 6.3 6.3 6.3
Satisfied 5 31.3 31.3 37.5
Not sure 4 25.0 25.0 62.5
Total 16 100.0 100.0
It is also important to mention the employers from Westfield might provide better training & de-
velopment opportunities comparing to PI and can pull the PI staff towards their organisations.
Many stores that will open their doors in Westfield place high priority on employee development.
Topshop, a British multinational retailer which specialises in fashion clothing, shoes, make-up and
accessories, has a specific development and training programme that focus on supporting whatev-
er choices the employee makes in his career through providing structured, bespoke, development
opportunities to get him there (Topman.com, 2014).
The highest rate of dissatisfaction was found in the aspect of opportunity for promotion within PI
where only one staff member was satisfied and the ranking mean was 2.43 highly towards dissat-
isfaction.
Satisfaction from oppurtunity for promotion
Frequency Percent Valid Percent Cumulative Percent
Valid
Satisfied 1 6.3 6.3 6.3
Not sure 9 56.3 56.3 62.5
Very dissatisfied 2 12.5 12.5 100.0
Total 16 100.0 100.0
In his theory Adams (1965) describes the important factors that affect the motivation of staff is
their individual perception of the situation. Adams (1965) proposed a scale in his Equity theory that
consist ‘inputs’ like effort and time on one side and ‘outcomes’ like pay and promotion on other
side. The balance between the inputs and outcomes is important for staff motivation and subse-
quently for high job performance. From the above findings that PI might be having that unbalance
because it is acceptable that the staff might be performing according to the needs of organisations
but if they are not receiving their desired outcomes so it may also impact the inputs they provide
towards their jobs and that can be a hurdle in the organisation success and can also give a com-
petitive edge to the competitors with better promotional opportunities for staff.
This factor can also play major role in the staff turnover for PI. The organisations from Westfield
can possibly pull the staff of PI with improved career prospects related to promotion opportunities.
In terms of other aspects of the jobs such as security of employment and flexibility of working
hours the ranking mean is more towards high satisfaction although 2 of the staff members were
dissatisfied with the amount of leave provided by PI that can act as push factor of poor terms
and conditions to leave PI and possibly consider the organisations in Westfield that provide bet-
ter amount of leave related with the job. For instance Boots (one of the many stores that will be
in Westfield Bradford has different schemes to support their employees to progress their career
(Boots.jobs, 2014). Career development is vital for any employee to achieve greater happiness
and fulfilment and at the same time is beneficial for the employer Providing constructive career

44
development opportunities to employees is paramount to retain top talents, boost engagement,
generate knowledge transfer and retention.Although it looks like from the analysis that satisfaction
level of majority PI staff is quite adequate that is generally and with most of the aspects of job
but the below cross tab analysis of last two variables that are plans of the staff for coming 2 years
with the staff interest in Westfield job opportunities is also alarming in relation with staff turnover
as explained below;
The consultants assume that respondents that have replied with possible interest in the Westfield
jobs are considering these jobs and which can probably mean that their interest will increase with
the pull factors from organisations in Westfield discussed in the above paragraphs.
The respondents were first asked about the plans of working in 2 years’ time and then after the
interest in Westfield job opportunities. The above chart describe that out of 5 respondents who
said that they will still be working in PI in coming 2 years, 2 (12.50%) of the respondents has
shown interest in the Westfield job opportunities and also the same amount were not interested
whereas 1 (6.25%) respondent had possible interest.
The above chart also describes that all the respondents specifically 3 who replied that they will be
working in another PI in coming 2 years are interested or have possible interest in the Westfield
jobs. This will depend how their satisfaction level is maintain in the PI chain and what is more
suitable for them by comparing other PI jobs with the Westfield ones.
The rate of interest was high amongst those staff who responded that they have no idea about
working in 2 years’ time as out of 8 respondents, 5 (31.25%) have possible interest and 1 (6.25%)
had definite interest and only 2 (12.50%) were not interested. These staff members may more
likely move towards the Westfield jobs because they have no fix plans and when Westfield was
provided to them as a choice in the next question then they found it as an interesting opportunity
if they can be benefited from it.

45
Moreover in comparing the interest of respondents in Westfield jobs with their duration of work
at PI, it was determined that most of the respondents are working from 1-3 years in PI and their
satisfaction level is also suitable but still the interest of most among them is high that can be due
to the reason of their dissatisfaction with specific aspects of the job as discussed above. These
results need consideration from the client because loosing long term employees can lead to costs
and lack of experienced staff.
The impact of shopping malls on the staff turnover of adjacent hotels was also determined in the
interviews conducted within Leeds city centre PI and Doncaster central PI. In which, the consultants
found out that in one case where the shopping centre was built after the PI, there was no impact
on staff turnover and similarly in other case where the shopping centre that has been existing in
the area from many years and PI was launched in the premises after it, has also no affected staff
turnover since the operating time of hotel.

46
FINDINGS FROM THE INTERVIEWS
Below is the summary of key findings from both of the interviews with the manager of Leeds city
centre PI and Doncaster central PI.
INTERVIEW 1 LEEDS CITY CENTRE:
Interviewer: Asks about the restaurant in the Leeds city centre PI?
Respondent:
• There is no restaurant in Leeds city centre Premier Inn.
• TGI Friday adjacent to the hotel run the breakfast for hotel on Premier Inn standards.
Interviewer: Mentioned about the universal operational model followed by all PI hotels.
Respondent:
• Premier Inn has revenue team in head office that look at the competitors and the performance
of Premier Inn hotels yearly.
Interviewer: The launching date of this hotel?
Respondent:
• Launched about 18 years ago.
Interviewer: How many rooms?
Respondent:
• 140 rooms.
Interviewer: The occupancy rate?
Respondent:
• Weekly occupancy depends was quite at the current week because of school holidays but
normally its in 89 – 90%,
• The hotel is very busy, Monday to Thursday are business people and leisure guests are more
as families staying in mainly for events like competition going on leeds south.
Interviewer: Any impact from the construction of Trinity?
Respondent:
• There was no direct impact of the construction work of trinity on the hotel.
• Construction workers were staying at the hotel
• No construction work done around the hotel
Interviewer: Any staff turnover recorded after the launch of Trinity?
Respondent:
• No impact of staff turnover after the opening of trinity.
Interviewer: Any impact on occupancy after Trinity?
Respondent:
• No impact on occupancy after trinity, it is slightly better because of the leeds arena
• Just selling the image of trinity on the website because it’s something new and because
have had never anything like that, it was still good for shopping.
• Trinity is like an option if our guests ask where to go we will tell them about trinity and
other shopping centres. Leeds city is ver different to Bradford because of the factors like
football, rugby, Headingly cricket

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