Holiday inn entrepreneur profile

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Holiday inn entrepreneur profile

  1. 1.
  2. 2. Holiday Inn<br />1<br />Entrepreneur’s Profile<br />
  3. 3.
  4. 4. A Brief Introduction<br /><ul><li>Holiday Inn is a franchise of Intercontinental Hotels Group
  5. 5. Intercontinental Hotels Group (IHG) is the world’s most global hotel company and the largest by number of rooms
  6. 6. Holiday Inn started its operations in Lahore in 1996
  7. 7. Holiday Inn is the only international hotel brand working in Lahore</li></li></ul><li>A Young and SuccessfulEntrepreneur<br />KHAWAJA KHURRAM<br />d<br />
  8. 8. Facts about KhawajaKhurram<br /><ul><li>Born on 24th December, 1968
  9. 9. In 1989, went to Texas USA and studied hotel management
  10. 10. Part time worked in various hotels during studies, mainly in Starwood Hotel
  11. 11. In 1995, came back to Pakistan
  12. 12. In 1996, turned his passion into reality by acquiring the rights of Holiday Inn and started his own venture in Lahore</li></li></ul><li>According to Mr. Khurram<br />“Inspiration, motivation and experience is always important”<br />
  13. 13. A Personal interaction withKhawaja Khurram<br />?<br /> What ignited the spark in you to start a new business venture?<br />
  14. 14. What do you think are the top three skills needed to be a successful entrepreneur?<br />
  15. 15. SUCCESS FACTORS<br /><ul><li>Self awareness</li></ul> Know who you are.<br /><ul><li>Courage</li></ul> The willingness to take risks.<br /><ul><li>Accepting failures</li></ul> Mistakes are your best teachers. <br />
  16. 16. As a franchised entrepreneur, why did you choose Holiday Inn?<br /><ul><li>Most well known and best loved brand in the world
  17. 17. The powerhouse of the ‘IHG’ engine(intercontinental hotel group)</li></li></ul><li>Personality Traits<br />
  18. 18. Traits or characteristics of Khawaja Khurram<br /> Hard worker <br /> Risk taker<br /> Innovative<br /> Self-confident<br /> Strong leader<br /> Creative<br /> Energetic person<br />
  19. 19. “Everyone has got a talent, what is rare is the courage to nurture it.”<br />
  20. 20. Holiday Inn<br />2<br />Vision and Mission<br />
  21. 21. VISION<br />
  22. 22. Question <br />What was your vision behind this venture?<br />A<br />
  23. 23. *Vision is the art of seeing <br />what is <br />invisible to others*<br />
  24. 24. VISION<br />Definition: <br /> Corporate vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms<br />
  25. 25. Vision<br /> To win in service by proactively offering customers the most valuable assistance, information and support in uniquely warm and caring manner<br />
  26. 26. MISSION<br />
  27. 27. Mission<br />A mission statement is a formal short written statement of the purpose of existence of an organization<br />
  28. 28. Mission<br />“Great hotels guests love”<br />
  29. 29. Key Success Factors<br />
  30. 30. Key success Factors<br />“The factors that determine a company’s ability to compete successfully in an industry”<br />
  31. 31. Key success Factors for Hotels<br /><ul><li>Tight cost control
  32. 32. Trained and honest employees
  33. 33. Close mentoring of waste
  34. 34. Site selection
  35. 35. Maintenance of food quality
  36. 36. Consistency
  37. 37. cleanliness</li></li></ul><li>Holiday Inn<br />3<br />Product Knowledge<br />
  38. 38. HOLIDAY INN LAHORE <br />
  39. 39. ROOMS<br />Total Rooms 120 <br />Standard Rooms 92 <br />Suite 08<br />Executive Rooms 20<br />Total Rooms 120<br />Standard Rooms 92<br />Suite 08<br />Executive Rooms 20<br />
  40. 40. ROOMS<br />PRIORITY FLOOR<br /><ul><li>SINGLE / DOUBLE
  41. 41. DELUXE / EXECUTIVE SUITE</li></ul>EXECUTIVE CLUB FLOOR<br /><ul><li>SINGLE / DOUBLE
  42. 42. DELUXE / EXECUTIVE SUITE</li></li></ul><li>Restaurants<br />Lahore Gates Café<br />China Grill<br />Only Pool Side Roof Top BBQ Restaurant<br />
  43. 43. Lahore Gates Café<br />Menu Buffet / à la carte<br />Location Ground Floor<br />Capacity 115<br />Entertainment Live Singing<br />
  44. 44. China Grill<br />Menu à la carte<br />Location Ground Floor<br />Capacity 100<br />Entertainment Chinese Music<br />
  45. 45. BBQ Restaurant<br />Menu Buffet / à la carte <br />Location Roof Top<br />Capacity 100<br />Entertainment Traditional Music<br />
  46. 46. Banquets<br />Daffodils Hall<br />Blossoms Hall<br />Executive Board Rooms<br />
  47. 47. Daffodils Hall<br />Located on the Lower Ground Floor, with the following Banquet capacities:- <br />
  48. 48. Blossoms Hall<br />Located on the Mezzanine Floor, with the following Banquet capacities:-<br />
  49. 49. EXECUTIVE BOARD ROOMS<br />
  50. 50. HEALTH SERVICES<br />Gymnasium<br />Swimming Pool<br />Sauna and Jacuzzi<br />Steam Bath<br />
  51. 51. OTHER SERVICES<br />DRINK OF THE MONTH<br />ELITE CLUB<br />MEN HAIR SALOON<br />WEDDING FUNCTIONS<br />IN-HOUSE MOVIES / TV PROGRAMMES<br />INTERNATIONAL DIRECT DIALING (IDD)<br />PHOTOGRAPHER<br />ELECTRONIC SAFE DEPOSIT BOXES <br />
  52. 52. Holiday Inn<br />4<br />SWOT Analysis<br />
  53. 53. QUOTATIONS<br />"Problem-solving" is not planning<br />"Planning" is not the same as "problem-solving"<br />Effective planning can not be done without addressing the problems that are critical<br />Not all problems deserve attention. Some just go away.<br />
  54. 54. S<br />W<br />S<br />O<br />T<br />
  55. 55. SWOT Analysis<br />SWOT Analysis is the Key Component of Strategic Development. <br />It can prompt actions and responses<br /><ul><li>Internal
  56. 56. External
  57. 57. Build on strengths
  58. 58. Exploit opportunities
  59. 59. Resolve weaknesses
  60. 60. Avoid threats</li></li></ul><li>SWOT Analysis<br /><ul><li>Successful businesses build on their strengths, correct their weaknesses and protect against internal vulnerabilities and external threats.
  61. 61. They also keep an eye on their overall business environment and spot and exploit new opportunities faster than competitors.
  62. 62. Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis is atool that helps many businesses in this process. </li></li></ul><li>QUESTION<br /><ul><li>How important is for you to build on your strength in the face of weaknesses?</li></ul> <br />
  63. 63. STRENGTHS<br />
  64. 64. STRENGTHS<br /><ul><li>Definition of strength
  65. 65. Strengths are the positive internal factors that a company can use to accomplish its goals and objectives</li></li></ul><li>STRENGTHS<br />STRENGTHS OF HOLIDAY INN LAHORE<br /><ul><li>Only international chain hotel in Lahore
  66. 66. Completely renovated with international standard</li></ul> and quality in Pakistan- a novelty with<br /> contemporary feel<br /><ul><li>Sales team willing to create a difference
  67. 67. Excellent recreational facilities
  68. 68. Food quality and Presentation</li></li></ul><li>WEAKNESSES<br />
  69. 69. WEAKNESSES<br /><ul><li>Negative internal factors that inhibit company to accomplish its goals and objectives</li></li></ul><li>Weaknesses<br /><ul><li>Being on the road , lot of hurdles in selling the hotel because of security point of view
  70. 70. Limited F&B outlets
  71. 71. Limited rooms facilities
  72. 72. Parking is not properly maintained</li></li></ul><li>How did you turned the challenges into opportunities ?<br />
  73. 73. OPPORTUNITIES<br />
  74. 74. Opportunities<br /><ul><li>Positive external factors that a company can use to accomplish its goals and objectives</li></li></ul><li>Opportunities<br />With PC under great threat it opens door to attract their customers Changing trends in the industry<br />
  75. 75. THREATS<br />
  76. 76. THREATS<br />Negative external factors that inhibits a company to accomplish its goals and objectives<br />
  77. 77. Threats<br /><ul><li>Terrorist activities in Pakistan
  78. 78. Possibility of political instability
  79. 79. Reduction of rates by the competition-discounting tendencies
  80. 80. Lack of business activities & tourist influx
  81. 81. Negative propaganda of competition</li></li></ul><li>Holiday Inn<br />5<br />Organizational<br /> Structure<br />
  82. 82. Organizational Hierarchy<br />
  83. 83. Service Profit Chain<br />
  84. 84. Service Profit Chain<br /><ul><li>The service-profit chain is a powerful phenomenon that stresses the importance of people – both employees and customers – and how linking them can leverage corporate performance.
  85. 85. The service-profit chain is an equation that establishes the relationship between corporate policies, employee satisfaction, value creation, customer loyalty, and profitability.</li></li></ul><li>
  86. 86. Main Benefits<br />Customers stay with the company longer <br />Customers deepen their relationship with company <br />Customers demonstrate less price sensitivity<br />Customers recommend company's products or services to others <br />
  87. 87. Holiday Inn<br />6<br />Market Analysis<br />
  88. 88. Market analysis<br />Why market analysis is Important?<br />Competitive intelligence<br />
  89. 89. Competitors<br />
  90. 90. Main competitors<br />
  91. 91. General trends<br />Construction cost have risen over 25% since 2007<br />The hotel pipe line is strong and getting strong<br />Awareness<br />
  92. 92. Industry Analysis<br />
  93. 93. Hotel industry analysis<br />Properties by size<br />Holiday inn 120<br />Avari 186<br />PC 526<br />
  94. 94. Hotel industry analysis<br />Average Room Revenue<br />Holiday inn, Rs 7345<br />Avari, Rs 8250<br />PC, Rs 7345<br />
  95. 95. Hotel industry analysis<br />Occupancy<br />Holiday inn 62.08<br />Avari 48.5<br />PC 34.7<br />
  96. 96. Room revenue<br />Holiday Inn 16.9m<br />Avari 18.24m<br />PC 22.75m<br />
  97. 97. What price for loyalty?<br />Holiday Inn customers are more brand loyal and less price focused<br />Key accounts<br /><ul><li>Man diesel
  98. 98. Sanofi Aventis
  99. 99. Tera data
  100. 100. HBL
  101. 101. JSI Research
  102. 102. AVICONAviation
  103. 103. Nestle
  104. 104. ATCO</li></li></ul><li>Holiday Inn<br />7<br />Strategies<br />
  105. 105. Question<br />What are the best strategies that you have adopted to retain your current customers and attract new customers is the face of stiff competition ?<br />
  106. 106. Answer<br />Unique selling proposition<br /> "Be clear – if you cannot identify any competitive advantages offered by your existing products or services, than you need to improve them so that you can." <br /> (Phil Stone )<br />
  107. 107. USP Continued…<br />A unique selling proposition (USP) defines your competitive advantage Your must identify what makes you different from your competitors and emphasize these advantages in your marketing<br />
  108. 108. Strategies<br />
  109. 109. Strategy<br />Positioning<br />Positioning refers to the perception<br />of a property by the guest<br />It is the property's image<br />or uniqueness--which gives you the<br />wherewithal to sell it to your guests <br />Knowing your product and how to<br />position it is a fundamental key to<br />success in the hotel business<br />
  110. 110. Sales Goals & Objective<br />Since marketing goals cannot be<br />met without sales, it is wise to look<br />at each revenue-producing center<br />and set goals for each.<br />
  111. 111. To Increase the Annual Room Revenue<br />72% Occupancy<br />7345 ARR<br />
  112. 112. Sales strategy<br />“80% of the results come from 20% of the causes. A few things are important; most are not." <br /> (Richard Koch) <br />
  113. 113. <ul><li>Focus every salesperson's effort on the 20% of products that generate 80% of sales, and on the 20% or customers who generate 80% of sales and 80% of profits
  114. 114. 80% of any industry's profits come from 20% of its customers; </li></li></ul><li>Key to the 80/20 Success<br />Customer retention<br />Customer intimacy<br />Customer delight<br />Superior customer value<br />Customer care<br />
  115. 115. Action plan implementations<br />Action speaks louder than words but our action speaks care and concern<br /><ul><li>Sales calls to Multinational companies
  116. 116. Extensive telemarketing
  117. 117. Follow ups </li></li></ul><li>“It is not enough to stare up the steps – we must step up the stairs."<br />Vance Havner<br />
  118. 118. Suggestions <br />More team work <br />Creative approach towards customer service <br />More empowerment of employees<br />
  119. 119. It's People, Service, Profit,  not Profit, Service, People."<br /> Fred Smith, Founder, Federal Express<br />

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