Inflation and Pestle Analysis

Pestle Analysis A pestle analysis is one of the most popular and effective methods of analysing the external macroeconomic factors that could impact on a business within a specific industry. Commonly, a pestle analysis will be used alongside other analyses that focus on internal factors. The combination of the pestle analysis with other factors will allow a company to create a strategic management plan of how to move its business forward in a way that maximises the opportunities available to it, externally.A pestle analysis comprises of six factors, namely political, economic, socio-cultural, technological, legal and environmental. The latter two have been recent additions to the pestle analysis (formerly known as pest) and reflect the growing importance of the environment and regulation to companies across all industries. Pestle Analysis – Political Political issues as part of the pestle analysis include all sorts of factors that normally derive from the government in the for m of policies or legislation.For the purposes of the pestle analysis of a self-employed beautician, there is little in the way of trade restrictions and tariffs to be concerned about. With the government currently encouraging parents (and specifically single parents) back to work the beauty industry should see a growing number of workers available. As peak times generally evenings and weekends, this could certainly fall in line with the political drive to encourage mothers back to work as this would be the times where alternative childcare would not be available.Pestle Analysis – Economic The pestle analysis then goes on to look at the economic impact on beauty industry. Key areas for the pestle analysis include inflation rates, interest rates and general economic conditions. The Beauty therapies are usually considered luxury products; therefore, when there is an economic downturn, the number of customers is likely to reduce. Where individuals have less disposable income due to high inflation levels, they will be less inclined to spend money on luxuries.The current economic climate is relatively weak and individuals are not feeling sufficiently wealthy to spend large amounts of their income on beauty treatments. As the pestle analysis has indicated, this to be a particular threat to the beauty industry and this should be something that management looks at mitigating. Typically, this could include reduction in costs and enhanced services for clients. Pestle Analysis – Social When conducting a pestle analysis on beauty therapy, the area of socio-culture presents a much more positive outlook.This part of the pestle analysis considers demographics such as age and wealth as well as issues including career aspirations and general interest in beauty issues. In this case, the beauty industry is doing extremely well. With a growing number of young women carving lucrative careers, there is an increasing demand for beauty therapy. Not only are greater numbe rs of younger individuals earning good wages, but the grey pound is also increasing in strength. There is a growing demand from older people for beauty treatments and an increasing ability by these individuals to be able to afford such treatments.These changing demands have led to substantial diversification and new opportunities within the beauty industry. Pestle Analysis – Technological On the face of it, technological developments may not appear to be particularly relevant to a beauty business. However, in conducting a more detailed pestle analysis, it becomes clear that the beauty industry as it stands has relatively high barriers to entry by virtue of the level of expertise and technology required. As established in the earlier part of the pestle analysis, consumers are becoming more demanding and experimental in the area of beauty therapy.As such, there is a growing need for beauty treatments to ensure not only that they have the latest technology, but also that beautic ians are trained to use such equipment. Whilst basic beauticians may find that they are not prohibited from entering the market by virtue of their lack of technology, the pestle analysis in relation to socio-cultural issues has shown that in order to establish a truly competitive position, companies will have to offer the latest technology and a wide range of options.Pestle Analysis – Legal When looking at the beauty industry from a pestle point of view, it is not surprising that health and safety legislation is both plentiful and restrictive. It is necessary for all beauticians to comply with the basic health and safety regulations, but they should also pay attention to treatment specific requirements. All beauticians will have to be suitably qualified. Insurance will have to be maintained and all necessary employment law provisions complied with.As the workforce is likely to be largely part time and possibly even self-employed, attention will have to be paid to ensure that the correct taxes and paperwork requirements are complied with. Pestle Analysis – Environmental The issue of environmental factors has only just been added to the pestle analysis in a bid to recognise how important this factor can be to the success of a business. Traditionally, in the pestle analysis, a company would consider the environmental issues with which it must comply.In the case of a beauty therapy, this is largely likely to be in relation to dangerous substances such as massage oils and cleaning chemicals. However, a slightly different approach which the pestle analysis reveals is that the environment could, in fact, bring opportunities to a beauty therapy with a growing demand for organic and natural products. Many consumers (as previously analysed in the pestle analysis) will pay a premium for natural products and, as such, being seen to be environmentally friendly will not only ensure regulatory compliance, but may also encourage more customers at a higher value.

Choosing the Best Method of Service Desk Automation for a Growing Government

Organizations and companies come up with plan that are aimed at ensuring their success in meeting the needs of their customers as a step towards the achievement of organizational goals. Therefore, planning is the first step towards the realization of a companies goals as laid down by its vision and mission statement. Coming up with a good policy is not good enough if any organization is to meet its goals and thus communication of the goals to all members of the organization is equally important in the realization of the goals.The communication mechanism and the means adopted are the key aspects that determine the success of this phase and therefore they have to be well researched on and be relevant to the organization. The formulation and the communication phases are just the fist two steps which act as a guide toward the implementation phase in strategic planning. The implementation phase in strategic development can be described as the action phase. Therefore, as much as the formul ation and communication phase play important roles in the strategic development, much emphasis is placed on implementation.Formulation and implementation are a must and communication is considered a means to the success of the process. Thus the implementation phase is one of the most monitored and resource intensive phase in strategic development to ensure effectiveness and efficiency in delivery and thus the success of the entire strategic development. The importance of information in the modern information conscious society can never be under stated. As it is often the case, effective management of information system is not a Sunday afternoon walk on the beach.It is far from defined and is often filled with uncertainties. Furthermore, the benefits of automating the implementation have been too tempting for most organizations and thus the emergence of a system that allows for automation of the last two processes in strategic planning is seen as inevitable in organizations that are serious about staying afloat. The question is no longer about automation but rather about how to go about it. Problem Statement Two approaches to the development of automation for organization that are moving from a manual system have been adopted.An organization moving from an old system may choose to either develop their own or buy an already made system. There are several issue involved in deciding on whether to buy or to build a system and thus every organization must look at these factors keenly before making a decision as it has a great bearing on the effectiveness of the organization in meeting the needs of its customers and their expectation at the time of implementation and in future. Furthermore, such strategic decisions that affect an organization's future invariably have an effect on almost all aspects of the organization including the stakeholders.Development of in-house software requires long term commitment in terms of resources and time from developers who often have too much to do and not enough time (Jenny, 2004). On the other hand, if a company decides to purchase the software it effectively enters a long term business relation with a vendor who not only charge high amounts for the purchase of the license but a considerable chunk of the organizations finances will be directed towards the customization and installation of the software.The organization which is medium sized and in its active growth period faces a tough decision on the implementation of the software especially in consideration of the relative advantages and disadvantages of each approach. The advantages of building an automated help desk support system may include the reduction of the cost involved, moreover the organizations labor force are presented with a chance to understand the in details with regards to the working of the automated support system.Furthermore, the need for training of supports staff for information technology is eliminated as they are responsible for the s ystems existence and are thus well conversant on its operations. On the other hand, the disadvantage may include the need for IT labor can be significant in the organizations budget, furthermore the approach does not have any form of guarantee that will help the organization in recovery in case the system crashes as they are solely responsible for the existence and maintenance of the system.In addition, the approach is associated with a considerable amount of pain experienced by the customers and the end users of the system in case of system malfunction or lapse in performance. Lastly the building process can be so demanding on an in-house IT department or team that is not well conversed with the application that the organization intends to come up with. A decision to buy the office help support system involves a thorough survey and the calculation of the total cost involved in ownership, determination of the best software company and product and the actual purchase of the automated office support system (Coldwell, 1999).The determination of what the company needs is a very critical part in the decision making process as most individuals and executive often fail at this phase and instead state what the organizations wants. Moreover, the considerations on the financial stability of the software company and their level of experience all come in handy in the decision making process. After the determination of all these, the focus hen shifts to what the organization needs after which a purchase is made.Some of the benefits associated with this approach include increase in user satisfaction, well developed user support, reduced need for internal help support and easy access to support any time of the day. The disadvantages may include increased cost associated with training of staff on the use of the new software, furthermore the process of buying which is quite length may ignore some aspects leading to the purchase of a poor help support system. Lastly, customizat ion of the systems to meet the needs of the customers is done by an outsider which often lead to conflict of interest. Significance of the StudyUsing a help desk management software leads to the increase in efficiency in operation as it allows for the solution of some of the redundant issues over call. This has the effect of reducing traveling costs and man-hour billing to field engineers as they go to customer sites. Research Question The purpose of this research is to determine whether purchasing COTS or building a service desk tracking application is best for the automation and tracking of the GovComm, Inc. Engineering Support Services’ Helpdesk. To answer this question, this research must explore: ? The entities of GovComm, Inc.Engineering Support Services’ Helpdesk ? Based on advantages and disadvantages, which qualities of each configuration best adhere to Engineering Support Services automation and asset tracking; ? If these applications fulfill stakeholders' re quirements Design and Methodology This research is qualitative, drawing mostly from a review of the literature on the subject of Helpdesk/support desk tracking applications and the battle of building versus buying to determine which application structure provides efficient asset tracking, failure notification, and metrics collection. GovComm, Inc.’s Engineering Support Services will be reviewed to discover details that might affect the factors that will contribute to the decision of choosing build or buy. From the review of the internal workings of GovComm, Inc. ’s Engineering Support Services a decision will be made upon comparison with the inherent nature of the two systems of implementation. Chapter 2 Literature Review Automated office systems support (AOSS) is a model made up of teams of technicians in computer who are charged with the responsibility of providing a variety of support activities in a desktop computer environment and area networks for any organizatio n.To ensure the provision of high quality services and products, each of these teams must follow the processes, standard and procedures. A process referred to as quality assurances is used in monitoring and evaluation of the level of adherence to the procedures processes and standard in a bid to determine the potential quality that the product will attain. Therefore, QA involves review and audit of the services and activities as a means of verification of their compliance with the relevant procedures and standards so as to assure the appropriate results are seen.The question of whether to buy or build an AOSS is one of the very complex decisions that an organization has to deal with in its daily activities. It is in deed a perpetual dilemma for the organizations that are contemplating on automating their office activities. Buying implies purchasing an off-shelf Automated office systems support that are produced in mass by some software company, more often multinationals (Leopoldo, 1 999). The products typically contain contents that are not unique to a particular organizations or user population needs.Moreover, it is the general trend in the software industry to create new softwares that do no conflict with the existing and thus the technology can be implemented without conflict with the existing systems. Build imply the creation of Automated office systems support from scratch (Leopoldo, 1999). Therefore, the process of building requires the determination of the organizational needs, the data and information nature and needs of the organization, design of the system an the actual implementation of the system.The process of building may and often include testing the end product to ensure that its functionality are as per the objectives that acted as the basis for its formulation (Leopoldo, 1999). A decision to buy or build a Automated office systems support may seem to be complex but in reality it can be reduced to three considerations: Resources, Needs and uni queness. The organization must clearly determine its needs and wants before a decision is made, this may involve identification of features which are critical in meeting the organizations needs. In determination of the organizational needs they must consider the following:? Organizational objectives ? Skills ? Information needs ? Culture ? Corporate direction. Meeting all the needs is an impossible event and therefore setting priorities is inevitable. Resources Resource as a factor is one that many organizations and individual would quickly jump at an opportunity to ignore. However, examination of resources is a very important aspect to the development agenda. Moreover, many organizations make the mistake of viewing resource in the monetary dimension only. Although money as a resource is quite critical, two other pieces; time and personnel, need to be considered to complete the puzzle (Shrapre, 1999).Time When taken in the context of either building or buying a Automated office syst ems support, time takes the following into account: ? The time that will taken in decision making. ? The developmental time of the Automated office systems support including the time taken in testing. ? The time taken in rolling out the Automated office systems support or implement it within the organization. Analysis of organizations against the three time variables helps in the determination of the importance of time in deciding whether to buy or build. Decision makingThe time taken by the organization in making decision is quite varied and cannot be correctly determined as the nature of the problem and other variables that can never be determined nor controlled easily have a great bearing on the total time (Curan & Mitchell, 2001). The nature of the organization and the kind of decision to be made also have a bearing on the time taken. It time critical decision making the aspects of time is important and the challenge thus lies in coming up with sound decision within limited time (Curan & Mitchell, 2001).Most theories adopted in decision making leave out the time taken in selection of actions which is often considerable in organizations where the decisions are viewed differently by constituent members (Curan & Mitchell, 2001). Coming up with a solution that are made without consideration of a well carried out problem solving session could lead to solutions that lack in operational significance, thus any decision making should be aimed at finding the solution that is either associated with the least cost or most returns of the total costs (Curan & Mitchell, 2001).In coming up with the cost, organizations must include the cost and effort taken in thinking and coming up with a plan or a policy in determination of the time taken in decision making. The problem with time considerations is that complex problems may hinder the development of best solutions (Spezzano & Mertens, 1999). In some instances, coming up with the best solutions could be within organization s grasp but the cost associated with such may not be acceptable to the organization. The organizational structure plays a great role in the speed of the decision making process (Spezzano & Mertens, 1999).A structure whereby all members of the organization have to be involved is time consuming (Kaplinsky, 2007). Such an approach is inclusive and the decisions made from this approach are more likely to meet both the needs and wants of the organization. The implementation of such policies is often smooth as those charged with the responsibility of carrying out the policies are well aware of the good and thus have the motivation required for the implementation. The tread off in this approach is the time taken; the approach requires organization wide consultation and is time intensive.Getting the opinion of each and everyone in a medium or large organization and coming upon with a decision based on their varied views can be demanding on an organization's financial resources and time. Mos t organizations have adopted a mechanism where the executives and top managers exclusively take part in the formulation of the policies. Such an approach is time conscious and often leads to timely formulation of policies. Despite this, the relevance of the policies to the needs of the organization is brought into question as the people charged with the responsibility of implementation are not included in the formulation.Policies implemented through this mechanism often address what the organization wants rather than what it needs since organizations are best known by the people charged with the duty of policy implementation. Deciding on the correct approach is thus complicated as both time and relevance of decisions are very important, moreover, company heads have in a number of occasions made decisions that have turned out to be for the good of organizations without necessarily involving everyone, this complicates the issue even further.Therefore, organizations have to consider al l the factors inherent of their organization that affect the decision making effort and thus the cost of decision making associated with each approach before deciding on whether to buy or build Automated office systems support. Developmental Time The time taken in the development of Automated office systems support varies with the approach employed. Other factors inherent of an organization also play an important part in the determination of the total time the organization will take in coming up with a new system (Tapscott, 1998).The developmental time can be viewed in two contexts; the time taken in building an Automated office systems support and the time taken in buying an off-shelf Automated office systems support. The time taken in building a new Automated office systems support is generally larger than that taken in buying (Tapscott, 1998). Moreover, the factors that are influential on the overall time taken in building are more compared to those in buying.The total time taken in building is influenced by internal and external factors which include; the availability of resources, the organization and coordination of all those involved in the implementation of the project. The level and the availability of the required expertise within the organizations working environment is a consideration. The availability of the required software and hardware components necessary in coming up with Automated office systems support is fundamental. The software and the hardware components must be as per the required functionality set by the organization needs.Change in government policies and market trends may greatly affect the availability of the required components and thus have an effect n the developmental time (Tapscott, 1998). In addition the needs of the users often change with time and this may require the modification of components that are already in place which lead to delay. The time taken in buying a new system is highly dependent on external factors that a re not within the control of the organization (Tapscott, 1998). In most cases organizations lose time in this stage for reasons that are not within their reach or control.Buying as a process requires a well established resource base and a good legal framework to fully engage the system as a whole (Kenyon, 2001). The market conditions are influential on the speed of purchase and thus very important in the determination of the total developmental time. The actual location of an organization is also important in evaluating the total buying time. An organization in an urban setting find it easy to buy software and hardware components as the availability and cost associated with their purchase is small compared to those in a rural setting.Personnel This is also one of the most overlooked factors (Kenyon, 2001). In consideration of the personnel, decision on whether to buy or build an Automated office systems support requires company wide consultation (Kenyon, 2001). As organizations anal yses their resources they must determine what they have and the needed personnel required for the implementation of the Automated office systems support. The organization should determine the number of available technical staff available for the support.If organizations lack or anticipate a lack of personnel, they must decide on when and where the required staff will be obtained from, which may involve the determination of the cost of the support (Kenyon, 2001). Money Money is an important consideration in strategic development as it affects the nature of the budget. A limited or unlimited budget has a great bearing on the choice of whether to buy or build an Automated office systems support (Katzan, 2002). In consideration of the budget both individuals and organizations must consider the short and long term benefits that will be accrued by the implementation of either methods.This may also involve the analysis of the effects of the non-implementation of the alternative. The import ance of money is such that without it the project is non-existent (Levy, 2001). Therefore, organization are required to accurately estimate their resource requirements before a decision on whether to buy or build an Automated office systems support is made. The cost involved in both cases have to be estimated and any other factors that may affect the estimated cost determined.Moreover, since all factors can never be determined accurately, including a contingency or escape plan in the formulation of the original policy will ensure that the organization is well prepared for any eventuality (Kenyon, 2001). The effect of money on the total time taken also depends on the government policies, market and industry condition that can affect the availability of resources especially money (Carter, 1999). Expected change in areas that currently affect the availability of funds largely determines the feasibility of the project in future.The availability of additional funding and all the factors that affect it, which may include legal and political issues all play important roles. Uniqueness The nature of organizations differ and therefore their requirements may vary though the degree depends on the organizations being considered. A major consideration is thus the uniqueness of the needs of the organization. In determination of the uniqueness of an organizations needs the following have to be looked into: ? What are the needs of the organization? ? What are the objectives in the implementation of Automated office systems support What are the connections between the available of the shelf-software and the needed capabilities in what the organization looks for in Automated office systems support? ? Does the implementation of the system go in line with the industry and market needs? ? What is the relationship between the methodology of choice and the organizational culture? The determination of the answers to this question as per the context of the organization helps in coming up with the level of uniqueness needed for the Automated office systems support and thus plays a very important role in the determination of whether to buy or build.The needs of an organization are defined as its requirements to perform in the industry (Herbert & Sparck, 2004). The needs are thus the components that are necessary for the survival of a business in the industry that it is in. The needs are the basic components of the operational environment. Determination of the needs requires one to look deeply into the processes and establish their requirements, outputs, behavior and interaction before any modification aimed at the improvements of the processes is made.It is noteworthy that every process has a number of factors that affect it both from its external and internal environment. Moreover, every activity or operation than an organization may undertake in can be broken into a number of processes and thus determination of the needs of the organization is done effectively i n an efficient manner. The implementation of developmental agenda in any organization is best done through strategic planning (Buckingham, 2006). Strategic planning involves the formulation of a plan aimed at development of some project(s) so as to ensure organizational growth.Any plan that is developed with success in mind must have a well laid out action plan that is characterized by well intentioned and realistic objectives. It is important that the objectives of any plan be in line with the actual needs of the organization. Therefore, the objectives of the organization in coming up with an Automated office systems support must be established and documented clearly so that the guidelines in the implementation of the policies that arise as a result of the consideration of the objectives be in line with the organizational goals.Moreover, the objectives in the implementation of a plan differ according to the priorities of the organization and are therefore unique to the problem bein g addressed and the organizational approach to problem solving. After the determination of the exact needs of the organization, the available software and software components have to be evaluated. An important consideration is that in either case the organization has to buy either software components to, or the full Automated office systems support since the organization does not engage in the manufacture of softwares (Gibson, 2004).Thus, determination of the needs of the organization and the available software capability in meeting those needs must be established. Moreover, organizations must effectively determine any addition capabilities possessed by the available softwares that may enhance service delivery. These capabilities which meet the wants of the organization must be addressed clearly and effectively if the investment is to be a success. Industrial and market considerations also contribute a great deal in deciding whether to build or buy Automated office systems support.A n industry is defined as a collection of businesses and related economics (Gibson, 2004). The industry is thus one of the factors that is influential on the strategic development of any organization. Companies may choose to either go with the trends of the industry or adopt a trend that can be considered as being contrary, in either case there are pros and cons that must be considered. The effects of the trends in an industry do impact on its players. Moreover, how the effect is felt by the constituent members depend on their abilities and thus differs across the industry.An occurrence in an industry may be viewed by the sector players as an opportunity or a threat depending on their policies, resource base and technical capabilities (Gibson, 2004). Policies implemented by organization under the consideration of the industry may be aimed at measuring up to other players in the industry or gaining an edge over them. In either consideration the nature of the organization in question p lays a great role in the strategic direction adopted. The market is a very important consideration in deciding on what strategic direction an organization will adopt in pursuing its vision.Most organizations are in business for the sole aim of meeting their customers' needs and thus their strategies are often biased towards the achievement of this cause. The customers needs are an aspect of business that is nearly impossible to predict. The requirements and the expectation often shift with changes in technology, industry, preferences, fashion and taste. The social, environmental, legal, political and economic factors all have a great bearing on the market and thus on the decision.Moreover, in market considerations, expected growth in the future plays a central role in formulation of current market strategies. In consideration of the market needs, the policies formulated are often aimed at coming up with directions that will best meet the needs of the market so as to either match the other players or earn a reputation and thus a competitive advantage. Organizational culture Organizational culture is defined as the shared values and beliefs within an organization (Wilkes, 2000).The culture also comprises of the norms and beliefs and is thus an in build system within an organization (Wilkes, 2000). Thus organizational culture is specific to an organization and it defines the relationship and the nature of the interaction between members of an organization and is influential on the nature of the relationship with outsiders (Wilkes, 2000). The culture is also definitive of the goals that are set for each member of the organization and is seen to go in line with thee vision of the organization. From the clear definition, goals, guidelines or expectations are developed; these constitute the norms.The management may try to instill some kind of a culture on its employees, this type of culture is thus described as corporate culture and is more specific (Wilkes, 2000). T he classification of culture takes on diverse dimensions and therefore the analysis of the effects must also take on the same trend. The following are some of the factors that are used in classification of organizational culture: ? The expected differences in power levels. ? The extent to which the organizations members are willing to take risks. ? The level of collectivism or individualism in an organization. ? Gender aspects.? Orientation, which can either be short or long term. Any strategy that an organization comes up with must be within the organizational setting and thus be relevant to the organization culture. A clash between the strategies and the organizational culture will lead to the flop of any program, therefore all organizations must ensure that their development plans are in line with the culture, failure to which the implementation will be a flop. Support for the policies After the analysis of needs, resources and uniqueness, there is an additional factor that must be considered in coming up with a decision; support.The organizational support to the mode chosen is very critical in the determination of the success of the mode of choice in meeting the needs of the organization. This is because it affect how members of the organization receive the decision. Support can be categories into three: ? Upper level support ? Like/ Colleague level ? End user support Management The reasons for support by upper management staff and executives is quite clear. The main reason for their support is the power they posses in the implementation of the plan especially in resource allocation and policy formulation (Woodruff, 2005).Moreover, the obvious nature of the need to influence the top executives often lead to concentration on them and thus ignoring the other members. Organizations must ensure that such occurrence are minimized and if possible eliminated as they can cause failure of well intentioned plans. Colleagues This group is made up of all those that th e organization have to interact with in their daily undertaking (Woodruff, 2005). The importance of this group lies in counteracting the power that the organizations executives have on the decision making process.The support of the members of the organizations operational environment plays a very important role in influencing the decision. Therefore, enlightening the colleagues on the importance of Automated office systems support will go in line with drumming up support for the implementation of the approach of choice. In addition, enlightening the colleagues to understand the implementation of the plan, which it is meant for and the effect of its implementation on their jobs will go a long way in influencing their support.End Users Even though they have the power to influence the success of a plan, the end user are often ignored in lobbying for support (Woodruff, 2005). The end users have the power to render the plan a failure by deciding not to use the product, which will have th e effect of changing the attitude of the colleagues and the management executives on the effectiveness and efficiency of the adopted Automated office systems support acquirement mechanism.Moreover, the sabotage need not be intentional; the failure of the system may be due to their lack of understanding of why the product is necessary or as a show of their lack of support of the governance model adopted. Furthermore, the products failure in meeting the needs of the end user could lead to failure and thus the importance of the end user in deciding on whether to buy or build Automated office systems support can never be downplayed.The Decision Process Whenever an organization decides to buy, the decision is always an aftermath of a series of processes. The decision may be instantaneous or take a long time though buying is a process and not an event (Woodruff, 2005). No matter the length of the process the origin is when a company becomes aware of the need (Woodruff, 2005). The need is then identified and the organizations searches for avenues through which the needs can be met.In the process of information or data gathering, the criteria that will be used in buying affects the buying process and should therefore be evaluated and refined. It is advisable for organizations to choose a few alternatives that are considered to be the best from the lot. Once a decision in reached and a choice made the purchase is made which is another process that can be quite time consuming (Woodruff, 2005). In summary, the decision to buy can be broken into five stages in which the first three are also constituted in a decision to build:? Identification ? Searching ? Evaluation ? Decision ? Purchase ? Reevaluation i. Identification This is the phase in which the organization realizes that it has a need that can be met by an Automated office systems support. The identification could be as a result of the failure of the system that they are using, increased competition from their rival s who have automated or as a strategy to gain some competitive leverage on players in the industry who are still implementing the manual system or are using a poor automated system.ii. Searching This is more of a research phase where the organization analyses itself, processes together with the industry to come up with the aspects in which it is lacking (Woodruff, 2005). Moreover, the organization can establish areas in which it can improve in so as to aid the establishment of its presence in the industry. iii. Evaluation In this phase the results from the searching p

Social Work Psychosocial Assessment

APRIL’S PSYCHOSOCIAL ASSESSMENT Referral April was not a referral client; rather she did her own research after feeling unsupported by her previous therapist. She found this practice on the Pratt Institute listserv as she was looking for a psychologist close to school. According to April, she received a diagnosis of stage three Non-Hodgkin Lymphoma five weeks ago and had not told anyone close to her. She wanted to talk to someone â€Å"objective† to figure out what steps to take next. Client IdentificationDemographics: April is a 23 year-old woman who currently lives on campus at Pratt Institute studying architecture and urban planning. Her parents are married and she has a 21 year-old brother, Daniel, who has a diagnosis of Down syndrome. Her father used to be in the army and now works for the US Department of Veterans Affairs, her mother cares for her brother. Employment/Education: April is in her second year at Pratt and presents to overwhelmed with current workload, yet managing to get by.She seems focused and undeterred by her presenting issue to complete her education. It is unclear if April is employed, she did not mention it. Income and Source: As stated above, it is unclear if April is currently working, receiving financial help from her parents, or receiving government loans and bursaries. Further information on her sources of income may need to be clarified to determine as this could have an impact on the care available to her in the near future. However, her interest in alternative medicine could mean she is not worried about finances.Living Environment: The specifics of April’s living environment are unknown. She has not stated any concerns about her living situation. Sources of Information The information contained in this assessment was acquired in an in person appointment with April that she scheduled. No information was obtained from any other sources. Problem Definition April was diagnosed five weeks ago with stage three N on-Hodgkin Lymphoma. April stated she feels â€Å"tired† and has been experiencing â€Å"night sweats† lately.Although, she states that she â€Å"knows† she has cancer, she seems to be in denial about the severity of her illness. April has a hard time talking about her diagnosis (she had to write it down), and seemed to be avoiding what she came to talk about although she expressed wanting to talk with someone objective who was not personally invested in her well-being. April was previously seen by a Pratt therapist, which she stated did not go well though she found her old psychiatrist â€Å"nice enough†, she felt that she was only a good listener with â€Å"nothing to say†.She seemed to be annoyed with the previous therapists attempts to contact her after she decided to stop going, although she did not let her know she would not be returning. April became very defensive when talking about her family, when this worker asked if she felt that her br other took up most of her mother’s time, she quickly shot the idea down. She presents as being exceedingly independent, yet extremely loyal to her family. April communicated that she is falling behind on her schoolwork, she seems particularly concerned with maintaining her current life and does not appear to be taking her diagnosis seriously.April expressed wanting to explore her other options of acupuncture, herbal therapies, and meditation even though her oncologist suggested she begin chemotherapy immediately. April appears to be experiencing an internal conflict and seems to have a hard time trusting others or asking for help. History/Antecedents: April stated that she had a cough that would not let up, as she grew tired of coughing in class she finally went to the health counter at Pratt. She was prescribed antibiotics, which did not help her cough.She had resigned herself to wait to speak to her dad, a retired army official now working for the US Department of Veterans Affairs. When she began experiencing night sweat she returned to the health center, where she was annoyed to be accused of taking diet pills or using cocaine. After being sent to the Brooklyn hospital for a chest x-ray, a big mass was discovered behind her spine. A bone marrow biopsy was done and she was diagnosed with stage three non-Hodgkin lymphoma. It has been five weeks since April’s diagnosis and she has not told her parents or anyone close to her.It is unclear if April is aware of the magnitude of her illness, though she stated she knows she has cancer, she does not appear to be taking the diagnosis seriously rather she is carrying on with her life as if nothing has changed. April expressed that perhaps she does not want treatment and maybe she would rather die than put her life in someone else’s hands. It is unclear if April truly believes that she has cancer. Past Solutions: As indicated previously, April received her diagnosis five weeks ago and presents as b eing in denial as to the seriousness it entails.She previously was seeing another therapist, however she did not like her and stopped going after only two sessions. It is not clear as to what was discussed in these sessions, as April only said that her previous therapist was not much older that her, had â€Å"nothing to say†, and told her â€Å"the same story twice†. She stated that she stopped going without telling her therapist she would not be returning and was overtly annoyed when the therapist tried to reach her many times after, which she felt was â€Å"over the top†.April stated she has not yet began seeking medical treatment, nor has she confided in her family as to her situation for their support. April seems overly concerned with the reaction her family will have upon receiving the news of her illness. It is likely that she is keeping this information from her family to protect them as well as to maintain her independence. Contributing Factors: Aprilâ €™s diagnosis of non-Hodgkin lymphoma was not brought on by any factors determined in the session. However, April’s tiredness and night sweats are probable symptoms of her illness.It is likely that April’s independence is making it hard for her to tell her family and friends about her illness. She also stated that her brother’s autism took up a lot of her mother’s time and that â€Å"no one talks about her† this could show where her independence developed from. April spoke about her recent break up with her boyfriend who she remains good friends with but has a new girlfriend from a well off family. April stated that she has not told her boyfriend or friends about her diagnosis; April may be believing her denial of her diagnosis and keeping it to herself, makes it less real.Her inability to talk about her diagnosis may be a factor of her need to control her life as an independent young woman and not wanting to ask for support with her illness sh ould be further explored. The Client System Functioning: April became defensive several times during this interview. She stated that she did not want to talk about her cancer diagnosis many times during the session. She expressed that she has been feeling tired and having trouble sleeping, experiencing night sweats and waking up in a soaked bed. Other than the above April appears to be still functioning at a high level nd is able to get to school and besides her recent assignments is doing fine at school. It should be noted that April appears physically to be in good health, she is a well-dressed, attractive young woman. She appears to be well spoken and intelligent, yet she is in denial about her illness. Strengths/Coping Skills: During this interview April was commended for her independence, also her loyalty towards her family was also a strength brought to her attention. April seems to have a strong support system, although she is not using it at the moment. She has family and fr iends who care about her.April’s ability to remain in school and continue on with her studies is also a strength to be noted. Her communication skills are well developed, even though she was unable to express herself in this meeting there is potential for it in the future. Relationships and Social Support: It is unclear what the extent of April’s relationship with her family, friends, or community is. As stated earlier, April is a very independent young woman and though she did mention her family in the interview, she has not told them about her illness as she does not want to put any stress on them.Further exploration regarding the depth and quality of her relationship is needed. During the interview, April expressed that she and her ex-boyfriend are still â€Å"good friends† and that they get along great. He however is unaware of her diagnosis. April mentioned she has other friends but no other details were provided. April seemed to take a liking to this worke r, and expressed being happy that this worker was older than she had expected. She seemed to have an easy time talking as long as she was guiding the conversation but closed up upon being asked questions she did not feel like answering.Resources/Obstacles: April acknowledged that she does not like to ask for help, she stated that she was able to go see a therapist at school. Though the sessions were quickly terminated they lead to her finding this practice and setting up an appointment. Although, she finds them inefficient, April identified the school’s health center and her oncologist as a present resource available to her. April mentioned her family but it is unclear if she sees them as a resource. She stated her brother suffers from autism and takes a lot of her mother’s time, and father is often busy.April also mentioned she has a good relationship with ex-boyfriend but acknowledged that she does not confide in him or her other friends. This suggests that April is used to fending for herself and her independence is an important resource to her. April’s need to control a situation presents as a obstacle for her, as she seems to close people off when they get too close to asking information she is not ready to share. This may have been the case with her previous therapist who she stopped seeing, claiming she was â€Å"incompetent†. April did not mention any other support systems.It is unclear if she has other individuals she can rely on and appears to have issues with relatedness. Professional Opinion April appears to be in denial about her diagnosis of stage three non-Hodgkin lymphoma and what it entails. April appears to be taking the diagnosis as a big inconvenience rather than recognizing the seriousness if holds. April has not began treatment, although her oncologist has recommended that she begin immediately. She appears to be an intelligent, independent, young woman; it is possible her apprehensions on sharing her diagnosis with family are related to her not wanting to lose her independence.April appears to be more concerned with what her family’s reactions to diagnosis will be and the stress it may cause them, rather than what the diagnosis means for her health. It is this workers opinion that April is used to taking care of herself and is fearful that her parents will not be there to support to her if she puts herself out there. April’s having chosen to look into alternative medical treatment, even with her oncologist’s advice to begin immediate treatment, shows her need to be in control of her life.It is this worker’s opinion that April is fearful of giving up the one thing she has depended on her entire life; her independence and ability to care for her. During the interview, April mentioned other relationships; her ex-boyfriend, his new girlfriend, and friends. While these people maybe able to provide support to her in the future, April is currently not ready to share her diagnosis or ask them for help. Plan An intervention plan was not created as April left without formulating a plan or scheduling a second session.However, it is this worker’s opinion that the following steps need to be taken; April needs to recognize that there is no shame in asking for help or relying on others in her time of need, April should talk to her oncologist about her considering alternative medicine and see how she thinks she should proceed, and April needs to tell her parents about her diagnosis. As she left without scheduling an appointment and this worker is unaware if she will call to schedule one, it is unclear of what will transpire. However, this plan will be further discussed with April if she does make a second appointment.

Introduction to International Business Essay Example | Topics and Well Written Essays - 1250 words - 2

Introduction to International Business - Essay Example Dells’ competitive environment, target market in other countries and communication strategy are also detailed in this paper. Dell Inc: Business and Market Overview Dell Inc designs, develops, manufacturers and markets computers, computer accessories and software products for both the customers of US and other countries. Dell Inc has long been marketing its computer products primarily based on a very strong marketing strategy of ‘going direct’ to its customers. In 2008, Dell was able to be placed as second in the worldwide PC market just behind Hewlett-Packard company. Dell has been gaining considerable growth in its market share during 2008 and 2009, with an increase of 1.2% growth which was the highest growth in the market (Gartner, 2009). The market share and related statistics of the major market players in 2010 show that Dell grew by 11.5 percent which is relatively less as compared to HP’s growth rate of 19.8 percent and Acer’s growth rate of 13 .5 % (Magee, 2010). ... In accomplishing this target, Dell will be meeting the customer expectations of highest quality, leading technology, competitive prices, accountability, flexible customization and financial stability (Farfan, 2011). Product Strategy Dell has been prospering on innovation and product differentiation as well. in 2003, Dell has been offering Latitude laptops, that were designed and developed to help business, government and institutional customers fulfill their computer-needs, and Inspiron laptops that were developed for users seeking the latest technology and high performance in more stylish and affordable packages (Ignatiuk, 2009, p. 20). Later, Dell added a number of different computer lines, they are Vostro, Precision, Alienware etc, to facilitate customers use different computers for their varying requirements. Distribution Strategy Dell is very known for ‘direct marketing’ as it has directly been selling its computer and accessories to the customers. Customers choose their items and order through either mail, or phone calls and the company send items to customers through its own delivery services or third party delivering facilities. As Bozarth (2005, p. 22) stressed, Dell’s direct-marketing strategy has been primarily based on a build-to-order manufacturing system. It means that Dell manufacturers computers only when they have actual customer orders and demands and this has been a reason why Dell succeeded within few years despite rigorous competition in computer marketing. Thomas (2002, p. 163) stated that Michael Dell has long been pursuing ‘going direct’ to customers approach, being aligned with virtual integration strategy. The company was using web-technology to blur

Please briefly elaborate on one of your extracurricular activities or Essay - 2

Please briefly elaborate on one of your extracurricular activities or work experiences in the space below (1000 character maximum) - Essay Example Initially, I was afraid that using the video editor software can become difficult for me as I had no prior experience of using it. However, this feeling quickly went away just when we performed the first scene. I felt as if I had worked with the software before because everything came to me very easily and quickly. In the end, I would say that the project not only introduced me to a potential field of work but also helped me develop an interesting hobby. Video games are not only a form of entertainment for me but also a rite of passage of sorts. One Saturday afternoon, when my friends and I were playing a computer game called Minecraft, we thought to create our own private server where we could have an entire world for us to play around in. This new and exciting idea became a passion for us as we started creating new worlds with marvelous new features. The idea had its fair share of challenges. For example, there were a number of coding errors to be fixed in the server software. After 6 hours of hard work and determination, my friends and I made the best server possible. Now, my friends and I play on our server with no coding issue. What started as nothing more than an idea for us has became a reality and it all has happened due to our understanding of modern technology, imagination, and an appreciation of software and its endless majesty. In the end, I would say that private server creation has become a hobby of mine and I have bec ome expert in creating efficient servers with innovative

Classical Christology II Essay Example | Topics and Well Written Essays - 1500 words

Classical Christology II - Essay Example This is evident as seen in the clarification of the meaning of one of the articles in the Nicene-Constanti-nopolitan Creed â€Å"he became flesh†¦ and was made man.† (Kereszty, 263). Early theologians therefore had a task of explaining how Jesus Christ could be the son of God; born to man and God himself at the same time. As seen in the article, Christians are taught to confess one and the same Son Jesus Christ who is same in divinity and humanity. Jesus Christ is thus truly God and truly man. We therefore need to acknowledge Jesus Christ in two natures (physis), that is the son and the same time God himself. This is Chalcedonian definition of the Trinity, which is rather a synthesis of some of the best elements in the Antiochene and Cyrillian tradition. The definition of the trinity has also been influenced by the western theology and doctrines of Tome of Flavian. Theologians of middle ages like Saint Bernard of Clairvaux (1090-1153 AD), followed on the beliefs of the trinity and teachings of Jesus but shifted from the traditional view of redemption from Objective to Subjective (Kereszty, 267) Aside from the belief in Trinity, Christians also believe in eternity, which is life after death. This implies that humans believe that at the end there will be judgment, followed by punishment or reward at the end. This belief grew from the theology of the New Testament which based its origins on the death (crucifixion) of Christ (Kereszty, 269). This brings the question why crucifixion was necessary in the first place. In his great work Cur Deus Homo (why God became man), Saint Anselm of Canterbury (1033-1109 AD) raises the question why God became man (Kereszty, 272). This he does in an effort to explain why Jesus had to die for our sins. He further points out the importance of incarnation and the death of Jesus which was necessary to help preserve the order of the Universe given that humans had sinned. To explain meaning and

Employee Reward nd Development Essay Example | Topics and Well Written Essays - 1500 words

Employee Reward nd Development - Essay Example Organizational learning has been proposed as a fundamental strategic process and the only sustainable competitive advantage of the future (Vera and Crossan, 2004) as it increases the rate of change, provides flexible organization of structures, continuous improvement, and organizational interactions are actively managed and optimized (Easterling, n.d.). Smith, Araujo and Burgoyne (Vera and Crossan et al (2004) developed a theoretical model with 4I framework linked by four social and psychological processes like intuiting, interpreting, integrating and institutionalizing. Organizational learning is viewed as a process of change in thought and action among individual and group which is embedded in and affected by the institutions of the organization. It is further argued that tension between assimilating new learning (exploration) and using what has been learned (exploitation) is the basic challenges of organizational learning. The learning organization concept is about building learni ng and knowledge creating capacity in individuals and enabling the effective dissemination of this knowledge through the organization. The learning organization is the product or result of a critical combination of internal change mechanisms concerned with structure, process and human capability allied to continuous environmental reviews which is intended to improve performance (Thomas and Allen, 2006). According to Egan, Yang and Bartlett (2004) organizational learning culture can enhance employee’s job satisfaction and both of these variables influence the organizational outcome variables of motivation to transfer learning and turnover intention. The analytic framework of the learning organization developed by Watkins and Marsick (Egan, Yang and Bartlett, 2004) provides a lucid and broad definition of the construct of learning organization which not only identifies underlying learning organization dimensions but also integrates such dimensions in theoretical framework which specifies interdependent relationship and was also agreed by Ortenblad (Egan, Yang and Bartlett 2004)). Vince (2001) while examining the organizational learning in Hyder Plc mentioned that the conceptualization which indicates that â€Å"individual staff can benefit from on-the-job learning and training which is highly practical and applied† (p.1326) and further argued that organizational learning is visible in the organizational dynamics which is created from the interaction of politics (power relations) and emotions. According to Miner and Mezias (1996) various theories have tacitly assumed a fixed world of exogenous conditions to which organizations must adapt while ‘learning’ carries a positive connotation in many cultures. Behavioral learning scholars claim that incremental learning is common and has useful outcomes. It is pertinent to mention that incremental and radical learning are both meaningful concepts that enhance survival and prosperity while may c ause damage the organizational culture. According to Yeo (2002) behavioral or adaptive learning approach clarifies that learning is directly associated to some action which follows it. Cognitive learning assumes that learning is more than just applying rules or responding to small scale problems and making basic elements of a subject. Sanchez, Vijande and Gutierrez (2010) mention that

Instructional leadership and curriculum Assignment

Instructional leadership and curriculum - Assignment Example Apropos to students’ situation, there is needed to take careful examination on their differences for instance multicultural, international travelling and many others. (Mc Caleb, 2013). Knowing a learners condition will assist in fair learning process for all learners since they are the center of learning and great concern is required. After knowing the learners situation, the leaders should consult the situation at the family level. Teachers and educational supervisors should involve parents through visits. Parents can be invited over to assess their children in the classroom or within the school. Alternatively, they can visit students at their homes in presence of the parents to inquire what they might consider to be part of the curriculum. After which support opportunities are created for dialogue between parents, teachers and educational leaders to improve student learning. From family level, the school should create bonds with the local residents and community organization during the process of curriculum implementation and planning (Mc Caleb, 2013). There is great need for partnership strategies to reach educational stakeholders creating an environment for change. This will ensure addressing of cultural differences, community cries and data collection on areas of weaknesses. By doing all, these there will be tremendous change in education sector and better learning strategies to match current educational

Form Case Study Example | Topics and Well Written Essays - 500 words

Form - Case Study Example Furthermore, technological advancement and economies of scale necessitates the need to apply project management skills and know if quality services and goods are to be delivered to the customers. Shell is an American based company that specializes in oil and petrochemical product. It is a company that has an excellent record in its provision of goods services not only in America but also other countries around the world. Part of the success of the company especially considering its scale of operation can be attributed to excellent project managers with outstanding project management skills. Project managers at Shell follow a specific pattern of ensuring maximum profits and quality delivery of goods and services. The first initiative is the project estimation process. Undertaking this activity enables the managers to determine the feasibility of a particular project by considering resourcing and expenditure. Prior knowledge of such enables the managers to know it the project is worth undertaking. Information on resource capability proves critical to the success of the business. Analysis of resource capability of a project equips the managers with the necessary skills to improve productivity of the business and be able to manage customer expectation. Such a scenario would ensure that whoever is seeking services from such a company would not be disappointed as one gets what is promised. Project planning is the other crucial factor in project management. It enables the concerned parties to organize projects in cases of large organizations and also the various activities within a project. Project planning requires careful analysis of the situation putting into consideration uncertainties that may affect the cost and timely completion of the project. Improvement of budget and cost control proves vital to the success of a business. Project managers at Shell scrutinize minor details of an existing business and upcoming projects. Such an activity would ensure that

Oligation portfolio(Law) Essay Example | Topics and Well Written Essays - 2000 words

Oligation portfolio(Law) - Essay Example Contract Law is one of the branches of this law. The Law of Obligations and Contracts deals with the obligations, rights and duties concerning with agreements and contracts. Public law is a set of discipline empowering by public bodies which include government departments, local authorities and many more. We can say that this law deals with the state. Examples of this law are these two: tax law and criminal law. Assault, fraud, murder and theft are just four of the examples of crimes. I have read news published on April 5, 2010 by someone not mentioned. He gave an example of a crime happened during the 19th century which was a test of necessity. The Mignonette sank and the three crew members and Richard Parker, a young cabin boy were trapped in a raft. The young cabin boy was closed to death. Due to hunger, the crew killed and ate the poor young boy. The crew survived and were rescued but put on trial for murder. They argued that it was necessary to kill the sick young cabin boy for them to survive. The crew members were sentence to death but many complained that it was just right to preserve their lives. At first they were sentenced to hang but many people are in favor of them. Those people agreed that it is right to preserve lives though it means killing one. In the end, they were only sentenced to six months to jail. It was right to save lives, but saving lives doesn’t mean killing one. It was so sad to think that the crew members agreed to kill the 17 year old cabin boy and ate his flesh just to survive from hunger. They did not even think of other ways on how to survive on this situation. Maybe they thought that this child will just soon die so they decided to kill him. They did not even think that this child may survive from the sickness. It did not come to their minds that it would be happier if all of them will survive with the help of each other. Instead of killing him, they must suppose to offer some comfort to the child. They

Implementing MBO System in a Burger King Franchise Essay

Implementing MBO System in a Burger King Franchise - Essay Example The Burger King franchise in Maine has one owner, with four permanent staff and 28 part-time employees. The four permanent staff members are assistant managers, two of who are in the kitchen and two who are on the floor. Employees work in two shifts, each shift has a kitchen and a floor manager with fourteen part-time employees as cooks and waiters. Staff turnover is as much as 7 a year and may be contributed to working hours and/or work conditions. When looking at the income statement it is clear that profit is directly linked to sales, minus liabilities. Now firstly looking at sales and taking into consideration that this is a fast food business, we know for certain the profit will depend on the amount of sales, and to sell we need customers. This the first key business goal must be customer satisfaction. Taking our customer into account, we need to find out what will satisfy their needs and make them come back for more, and being in the fast food business with a drive through, we know that speed of food delivery is important. Next customers like to have a choice and as Burger Kings strategic statement implies "Have it your way", it is important to cater for customer's choice. Furthermore customers always appreciate a warm and friendly service from staff, which is one reason they will return. So our first goal of insuring customer satisfaction could be realised by objectives such as reduced turnaround time, offering the custo mer a wide verity of food, delivered in a warm and friendly manner. Customer satisfaction can then be measured by the retention and hopefully increase of customers base by the end of 2006, against past data. Next we need to look at liabilities which also impact the profit margin of the business. Liabilities are expenses that are paid out of the net income of the business and if it can be reduced, the profit margin will be increased accordingly. It must also be realised that expenses such as advertising and promotion if implemented correctly, if increased could result in an increase in sales. Food cost including packaging, is the stock that has to be bought and maintained to ensure the ability of the business to deliver a product to its customers continuously. Is it possible to reduce these costs Yes, by looking at alternative cheaper packaging expenses could be reduced. Then how much wastage takes place during preparation of the food, or during wrong orders. Just by cutting out wastage and through better food ordering and preparation processes food cost could be reduced by at least 5 percent. Improving these processes may also reduce the amount of staff that are needed currently and could result in reducing staff, in turn reducing wage expenses. Our second key goal is this to reduce expenses, and this we can achieve by setting a moderate target of reducing expenses by at

Miss Havisham Essay Example for Free

Miss Havisham Essay Satis house, where Miss Havisham lives, is seen as gothic and strange. The house had all the windows walled up symbolising that Miss Havisham is trapping herself from reality. Dickens also highlights her frailty as if the natural light could struck her to dust suggesting that shes almost vampiric or supernatural, adding to the Victorian audiences fascination. Additionally, the repetition of the house being rustily barred can reflect the house as being a prison as Miss Havisham has imprisoned herself, Dickens could also be trying to represent her feelings of insecurity and decay. The first sight the reader gets of Miss Havisham is of her sitting in an arm chair, with an elbow resting on the table this image is one of resignation and dejection as there is a sense that Miss Havisham has given up. She was wearing a wedding dress, symbolising that she is trying to preserve the identity as an expectant bride. It was made of rich materials- satins, lace and silks emphasising her wealth, however these rich materials that were once white are now yellow The syntax shows that even though time has moved on, Miss Havisham is locked in a moment of stasis. Pips narrative voice explains her to the strangest lady I have ever seen, or shall ever see The adjective strange qualifies how odd and perverse Miss Havisham appears and the additional clause or shall ever see further qualifies how her strangeness is extraordinary. Dickens, however, denies sympathy for Miss Havisham as his gothic depiction of her, causes her to become a freakish object of ridicule. She appears as a skeleton in the ashes of a rich dress that has shrunk to skin and bone. Dickens shows that there is a physical and emotional decay that appears gothic and skeletal. She has become withered making her the complete realisation of the ghastly waxwork at the fair. Dickens purposely states her as the waxwork at the fair as these freakish displays were shown as a form of popular Victorian entertainment. His physical description of Miss Havisham is seen as monstrous and grotesque embodying the form of a gothic monster, therefore making it difficult for the reader to sympathise with her. The language, Dickens uses, is associated with death as he is implying that love humanises and offers life and hope to people, whereas Miss Havisham has locked her heart away, therefore making it seem as though she is deathly. Furthermore, the image of Miss Havisham looking at herself in the mirror shows how she is uncertain of her identity, as she tries to fix herself as an expectant bride. The way she views herself is different to how she seems, so new to him, so old to me: so strange to him, so familiar to me she has locked herself in the past and is unable to move on from a time she was happy. Pip forces Miss Havisham to think and look at herself differently. The syntaxs new-old and strange-familiar shows how she is moving in and out of different perspective. The use of the words as opposites shows how she has a completely misplaced view of herself. Alternatively, in chapter 49, Miss Havisham becomes humanised. Her appearance is acknowledged as Pip finds her sitting in a ragged chair which presents a sense of decay and lost worth. There was a new expression on her face, but her eyes pained, her face was worn by something more than age and her appearance overall is described as more haggard and withered than ever. She was staring at the ashy fire lost in contemplation, in this image Dickens appears to play on the myth of the phoenix as the ashy fire implies that Miss Havisham, like the phoenix rising form the ashes, wishes to be reborn in order to atone her malice. Miss Havishams freakish appearance at the start of the novel changes as Dickens humanises her to point where she cries. She dropped on her knees at my feet and held her hands out hung her head and wept showing the physical image of Miss Havishams repentance makes her seem vulnerable as it is the first time the reader sees her cry and showing her feelings, especially to a man. The crying humanises her as we see her real emotions, it also links to the myth of the phoenix as the tears are said to heal. In the process of Miss Havisham setting alight; Pip sees her running at me, shrieking, with a whirl of fire blazing all about her Dickens in this image presents Miss Havisham as devilish as she runs towards Pip. However, it relates to the myth of the phoenix and shows that through the burning of her dress she is forgiven and extends the idea of being cleansed as it purges all evil. As Pip tries to distinguish the flames, he drags down the great cloth from the table and with it dragged down the heap of rottenness and all the ugly things that sheltered there and wrapped it around Miss Havisham, showing his care and consideration that has grown for Miss Havisham. Whilst Pip cradles Miss Havisham on the floor, the beetles and spiders were running away over the floor whereas before the spiders were nibbling at Miss Havisham, again a sense of purging, cleansing and healing. As they lay Miss Havisham on the table with a white sheet loosely covering her suggests that she is finally at peace and furthermore gives a sense of purity and cleansing with the pure white sheet. The phantom air of something that had been and was changed Dickens shows the reader that Miss Havisham has changed during this and has become reborn. To conclude, Dickens presents Miss Havisham as a challenge to Victorian society. He also shows that love is redemptive and necessary and without it, we are nothing. Within Miss Havishams reformation Dickens shows the strength of her character. His intentions in creating Miss Havisham were to try and show the hardship that women who were rejected by the Victorian society had to go through and how cruel the society have been in marginalising them. By doing so Dickens has cleverly began to deconstruct the stereotype of a spinster and questions expectations. Show preview only The above preview is unformatted text This student written piece of work is one of many that can be found in our GCSE Great Expectations section.

Pan Pacific Kuala Lumpur Airport Hotel Business Strategy

Pan Pacific Kuala Lumpur Airport Hotel Business Strategy 5.0 Key Factors for Success Key factors for success (KFS) are the critical factors or activities required for ensuring the success of a business. They need to be identified so that an organization can ensure that they can delivers value that meets and exceeds the expectations of its targeted customers better than competitors (Bowie and Buttle, 2007). Two key factors for success have been identified for PPKLIA hotel. The hotel physicals condition and hotel website. PPKLIA established 11 years ago, the exterior of the hotel building now seems aged and the exterior image of the hotel is in old condition with an unattractive design. At first sight, it does not bring an impression of the hotel being a 5-star luxury hotel. This can be considered as one of their weaknesses since there is often an intuitive feeling that effective design can attract customers from the desired target market segment and enable the hotel to price accordingly while operating the unit in an efficient way with the result of this greater market awareness and customer volume is increased profits (Ransley and Ingram, 2001). Hence, PPKLIA should have a refurbishment plan to upgrade the hotels design in order to achieve what had stated by Ransley and Ingram. The hotel web site is another factor which is considered critical to the hotel. To hospitality practitioners, the internet offers a means for them to sell their products to global customers without any geographical or time constraints (Huizingh, 2000). The driving force for hospitality suppliers to establish their web sites includes lower distribution costs and thus higher profits, and a larger potential market. Similarly, consumers can search for their needed information and directly communicate with suppliers at any time and in any place (Waller, 2003). Thus, the web site is an important medium for the hotel to communicate with their markets. 6.0 Mission Statement Organizations develop corporate mission statement in order to share them with their managers, employees and in many cases, customers and other publics (Kotler et al., 2006). According to Pearce and Robinson (1991), mission statement can be defined as broad statement of characteristics (product and market), goals (profit and growth) and philosophies of a business or simply its purpose and philosophies (Byars, 1984). Mission statement below is based on current situation and potential development of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel will be regarded as the paramount leader of airport hotel in Asia exemplifying service of unmatched sincerity and professionalism. Pan Pacific Kuala Lumpur International Airport Hotel will be the best choice in serving the honorable business and leisure travelers according their different needs and wants. At here, we will treat all of our guests as our priority through the delivering of caring and efficient hospitality to create a truly unique signature service where every signature service comprises of our commitment and responsibility on the service provided. Our dedicated employees will go through a series of developing and training in an effort to mould them to become an extraordinary individual in providing a unique sense of professionalism to the guests. We will ensure that every employee is treated fairly with dignity where constantly support and caring from leaders to continuously improve productivity and customer satisfaction. As our hotel surrounded by an oasis of greenery in fusion with luxury, we committed to environmental protection and stewardship by mitigate the impacts on the environment with all the stakeholders to promote and implement responsible environmental practices and continuous improvements. We will ensure our products and services will remain in the high quality to provide satisfaction to the current and future potential customers and at the same time to breakthrough the limitation in creating competitive advantage vis-Ã  -vis competitors by actively expanding our presence globally, with potential developments in a number of domestic and international markets. 7.0 Strategy Formulation The task of analyzing the organizations external and internal environments and then selecting appropriate strategies constitutes strategy formulation. It is a process of taking actions consistent with the selected strategies of the organization (Hill and Jones, 2006). 7.1 Prioritize Existing and New Target Market PPKLIAs current target market composed of business travelers, airline crews, tourists and transit passenger, while 80 per cent of the hotel guests are foreigners with the largest group coming from the United Kingdom and Australia. According to Bowie and Buttle (2007), business travelers tend to be less price-sensitive, since employer generally meets hospitality and travel expenses. This has made them have more budgets to spend in the hotel. Also, they are less concern on seasonal aspects because business travelers contain business trips that are unavoidable due to their job nature. Moreover, with the recent economic downturn, many companies revised their travel spending, with companies arranging meeting near the airport in order for delegates to fly in and out on the same day (Boston Business School, 2009). This causes business travelers as frequent, or regular, users of airport hotel accommodation. Therefore, a 50 percent of target market allocation for business travelers should firstly being prioritized. Besides, a 35 percent of target market will be allocate for transit air travelers as the second group to be prioritized since PPKLIA is the preferred choice for transit air travelers with a few long hour in-between flights. Due to the nature of location of the hotel, it provides convenience to this target market to check-out the hotel and able to catch their flight by just going through a 5-minute walking distance of sky bridge that connecting the hotel and airport. Moreover, these transit passengers are mostly come from the Europe countries where they have high spending power. Thus, it should not be overlooked. Airline crew is the third priority target market group with a 15 percent of target market allocation for it since PPKLIA is an airport hotel, the high volume of intercontinental, regional and international flights, coupled with the need for airline crew to have proper rest periods between flights, has created a demand for group accommodation for hotels within approximately 15 45 minutes travel time of major airports (Bowie and Buttle, 2007). While the distance between KLIA and PPKLIA is only a 5-minute walk make it as the preferred choice of hotel for airline crew to stay in. A prediction from World Tourism Organization (WTO) on China, it expected to send 100 million visitors to other countries (Zhang et al., 2000). Thus, a 60 percent of market allocation should falls under it as first future potential target market to be prioritized. On the other hand, with the popularize by the Tourism Minister Datuk Seri Dr. Ng Yen Yen, the Japan market would permeate into Malaysia gradually by selling product-service that suit the different target market such as sophisticated office ladies and men, students and pensioners. Therefore, this market would have a 40 percent of market allocation being ranked as the second market to be prioritized. Hence, PPKLIA should grab this opportunity to adjust its products and services to prioritize these markets by cater the needs and wants for the Chinese and Japanese in an effort to enlarge its target market for the business. 7.2 Positioning Statement The concept of positioning statement in a marketing strategy calls for the creation of an image the consumers perception of the subjective attributes of the property vis-Ã  -vis those of the competition. This perception may be radically different from the propertys physical characteristics and the distinction between the perception and the reality is especially important for hotel marketers (Lewis, 1981). Based on the previous internal and external analysis, a repositioning should be carried out in order to revise the marketing strategy for PPKLIA as to increase sales. As a result, a new positioning map (Please refer to Appendix I) has been developed that emphasized on offering the same quality product-service to the guests but with lower price. From the previous positioning map, PPKLIA being plotted at the highest position for the two variables since it has the most expensive room rate compared to its competitors and is the nearest to the subject location, KLIA. As in the new positioning map, PPKLIA is being proposed to lower its ranking from five to four for the price variable. In other words, PPKLIA is encouraged to lower its room rate to the range of RM 375.00 RM 450.00 in order not to have a big difference with its primary competitors while at the same time maintain its quality. Below is an overall positioning statement follow along with statements for various targeted segment of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel is a five-star airport hotel recognized by prestige awards and accolades based on the high quality product-service offered. At here, we have world-class luxury rooms and suites which are designed to exceptional standards with an intrinsic eye to detail with sumptuous food and beverage outlets serving an extensive variety of exotic cuisine. Meanwhile, a complete facilities and services are offered as well. We also provide a broad array of meeting and banquet services for business travelers and corporate group. Our hotel is surrounded by an oasis of greenery in fusion with luxury themed hotel to boast a relaxation during guests accommodation. All employees are treated as the hotels associates where associate implies partnership and working together and thus they would bring out the best in serving the external customers our guests. Business Travelers: As one of the finest and most conveniently located hotels in Kuala Lumpur, Pan Pacific Kuala Lumpur International Airport Hotel is the preferred hotel for business travelers and corporate groups to conduct meetings and functions in our conference venues that offer enormous flexibility from a magnificent ballroom to our state-of-the-art auditoriums. Also, we provide a home away from home and an office away from the office with a complete set of secretarial services at the Business Centre to serve the needs of productive business travelers. Airline Crew: In Pan Pacific Kuala Lumpur International Airport Hotel, the hotels lush tropical landscape, water features and soothing environment make for a rejuvenating break in combating jet lagged and weary airline crew that becoming a limiting factor in aircraft operations. Transit Passengers: We are a full-service airport hotel conveniently located adjacent to the Kuala Lumpur International Airport with immediate access to the hotel via a sky bridge. It is the preferred hotel choice for transit air travelers with a few long hours in-between flights. Air travelers with early morning departures or late night arrivals will find the hotel perfectly suited to their unique needs. 7.3 Gap Analysis Ansoff Matrix Gap analysis is the art and science of computing the size of the gap between the sales objectives, and where a forecast based on the SWOT analysis of sales in the future on the identified threats and opportunities that impact on the business (Bowie and Buttle, 2007). It is an analytical tool to be used in conjunction with the Ansoff matrix which is the four alternative strategies to help determine how far each type of action will bridge the gap between initial forecasts for growth and the corporate objective for growth. PPKLIA can be considered as a business with growth-oriented that are more likely to set ambitious stretch targets that want to see the value of their investment increase. If achieved, there will be an improvement on the market value or capitalization of the business. As a result, a gap analysis and ansoff matrix (Please refer to appendix J and K) has been developed for PPKLIA to forecast the future sales that can be achieved in three years time. PPKLIA may starts improving its sales by adopting the lowest-risk growth strategy, market penetration. It is a strategy to improve sales by using the existing products in existing markets and this could increase the current customers rate of use or attracting competitors customers (Hsu and Powers, 2002). In order to do that, a plan in increasing the rooms sales of 5 percent has been suggested through the increase of frequency. Besides that, it is advisable to encourage spend from existing customers by creating more different loyalty program for different target market since PPKLIA only offers loyalty program to secretary and left out the others. Meanwhile, a frequent stay program will be offered after the creating of loyalty program where points will be awarded to guests based on their frequent of stay in the hotel. On the other hand, the hotel staffs especially from front office (front desk, operator, and concierge) should be trained on their up selling skills in order to sell the m ost profitable product to the guest to achieve maximum revenue for the hotel while ensuring total customer satisfactions. Besides, advertising and direct mail campaigns will be carried out to target at the ex-customers too. All these activities can help to boost a 5 percent of sales increase to rooms department and may bring the current hotel revenue of RM 61,709,000 to RM 78,843,093 in the future of three years time. The next strategy to be implemented is the market extension. It features the roll out of existing product-service offers in new markets (Bowie and Buttle, 2007). According to Hsu and Powers (2002), it has greater risk than market penetration because the hotel may lose its market development expenditures if the effort fails. The most common market development activity is to identify new geographic markets. From the previously conducted SWOT analysis, Chinese and Japanese target markets have been identified as the potential target markets for PPKLIA in the future and a succession of marketing communication will be carried out to capture this market. By targeting 3 percent of China and 2 percent of Japan market can help in increasing 5 percent of room sales and contribute an overall sale of RM 82,726,908. Another Ansoff strategy where it emphasized on developing new products in a hotel to increase customer satisfaction by improving the product offered. They are usually improvements and product modifications, rather than radical new product-service concepts (Bowie and Buttle, 2007). However, it is somewhat riskier than market penetration because of the costs involved (Hsu and Powers, 2002). According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, there is a rules of thumb where refurbishment will be carried out on the food and beverage outlets every five years and ten years for rooms because what hospitality operations offer is an experience and the physical setting is a representation of the experience offered (Hsu and Powers, 2002). The refurbishment can enhance the quality of products and hence create novelty to the existing markets. Besides, infusion of new technology into the hotel also consider as one of the tactics in enhancing the products and services offer ed. Technology features to be introduced such as the energy management on controlling rooms air-conditioner and lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. Based on the previous internal analysis, the spa service provided in PPKLIA has the high potential to become one of the income generators to the hotel. However, it is not well managed and fully developed. Hence, enlarge its services and products by offering more variety of packages to choose from would attract more guests who emphasize on healthy living. The product development would help in increasing 3 percent of the rooms and spa sales that worth RM 3,205,787 and lead to a future total sales of RM 85,932,695 in the year 2011. When new products are introduced in new markets, diversification occurs. The diversification strategy focuses on creating new product-service offers for new target markets. This is the riskiest growth strategy, since the company has no existing customer or product knowledge to exploit (Bowie and Buttle, 2007). The tactic suggested to PPKLIA is to open a new themed restaurant to cater the Chinese and Japanese target market. The themed restaurant may offer Chinese and or Japanese cuisine since PPKLIA does not have these cuisines served on the current food and beverage outlets. If the plan succeeds, it would increase 7 percent of room sales and food beverage sales that contributes to an overall total sale of RM 90,252,325. According to the gap analysis graph, there is still gap between the diversification strategies and corporate sales objectives with an amount of RM 3,329,351. This is due to the corporate sales objectives being set in an ambitious manner and may need further revise. 7.4 Marketing Mix Objectives Marketing mix decisions is made from the marketing strategies and marketing tactics in order to achieve agreed marketing objectives. Marketing mixes for both the strategies and tactics to ensure that the organization wins sales from the targeted customers against the identified competitors (Bowie and Buttle, 2007). According to Bowie and Buttle (2007), objectives should be Specific, Measureable, Achievable, Realistic, and carried out within a set Timetable (SMART). SMART objectives provide an operational target that measure the performance of the business and act as a control mechanism in determining whether management is effective. Below are the SMART objectives set for PPKLIA to be achieved in the next three years. Annual / monthly sales Objectives: To increase sales from RM 61,709,000 in the current year (2008) to RM 93,581,676 in three years time. Customer Mix: To target Chinese and Japanese leisure market, and achieve 10% of the overall customer mix of the hotel in three years. Location: To purchase five busses in three years time to enhance the accessibility between the hotel and Kuala Lumpur city centre. Product Development To reduce 20 percent of the energy consumption from guestrooms annually. To increase 10 percent food and beverage sales in three years time by establishing new themed food and beverage outlet To increase 30 different variety spa product-service within three years Pricing To set the current room rate 25 percent lower to have similar price with its competitors within a year To offer 30 different variety of packages within three years To setup discriminatory pricing for transit air travelers can fences based on the two types of length of time staying in the hotel with two types of prices within a year. Distribution To increase bookings generated through mobile device by 10 percent in a year. To increase bookings generated through the website by 25 percent in the next 12 months Marketing Communication Objectives To increase five percent room sales through e-mail marketing within three years. To increase awareness amongst Chinese and Japanese market by allocates RM 1 million of advertising fees for three years time People To conduct stimulation training for new entrants once being employed and interpersonal customer service training for existing employee every six months. To form empowerment culture within three years time. 8.0 Marketing Mix Strategies All marketing decisions to accomplish the firms grand strategies and annual objectives can be expressed in terms of the marketing mix variables of location, product-service offer, price, distribution, marketing communications, and people. Marketing mix strategies are plans of action to show how the marketing mix variables will be used to achieve the marketing mix objectives and grand strategies (Reich, 1997). 8.1 Location Strategy According Powers (1990), there are three most important factors to consider when opening a hotel, location, location, and location. Without a good or excellent location the businesss chances of success are greatly reduced. PPKLIA sited on 2.25 hectares of land at Sepang which is a town and district located in the southern part of the state of Selangor in Malaysia. Formerly a sleepy town, Sepang has grown by leaps and bounds due to several recent developments such as the Sepang International Circuit and Sepang Goldcoast. However, it still lack of tourist spots that would offer sightseeing or entertainments. Transit passengers, who prefer not to rest in the room during the few long hours in-between flights, would suggest to pay a visit to Kuala Lumpur (KL). As the capital of Malaysia, it is the most modern and developed city in the country, with contemporary high-rises and world-class hotels, glitzy shopping malls, and international cuisine. It would definitely provide an ultimate guests satisfaction in the aspects of entertainments. Also, places such as Putra World Trade Centre, Kuala Lumpur Convention Centre and so on are where most of the business travelers would have their meetings, conference, or tr ade show conducted. However, guests who want to access to KL from PPKLIA may feel inconvenience since the hotel located 58 kilometers away from KL and it needs 50 minutes of car driving time to reach there. Even though there is a rail service by Express Rail Link (ERL) which is a standard gauge and electrified airport rail link in Malaysia that connects the KLIA with the Kuala Lumpur Sentral (KL Sentral) transportation hub. Nevertheless, the service is costly for guests who need often access to KL from PPKLIA with a one way ticket that cost RM 35.00 for an adult and RM 15.00 for a child. In order to enhance the accessibility to KL, a strategy on setting up a free shuttle bus service for in-house guests will be proposed. Firstly, for the first year of this proposing, two busses will purchase and performance measurement will be implemented in order to know whether the outcome of this strategy brings an increase on sales to the hotel, then only to proceed to the original proposed plan to purchase three more busses. This is because the purchasing of a bus is costly, thus, if it does not bring a good outcome, a new strategy may need to develop. There are two routes to be offer in this service where the first route will have a linkage between the hotel and the Nilai commuter station. Although there are buses at the airports bus station are offering the same service, however, the buses will stop at every bus station to pick up passengers and it would spend about 45 minutes to reach Nilai commuter station whereas the free shuttle bus service will offer direct route for the in-house guests to the commuter station with just 15 minutes with the frequency of every 15 minutes. Another route will link from the hotel to the KL city centre with the frequency of every hour. The service will only operate from 9 a.m. till 9 p.m. for both routes. 8.2 New Product Development Strategy Kotler et al (2004) define new product as a good, service or idea that is perceived by some potential customers as new. Most new product developments in hospitality operations are evolutionary rather than revolutionary (Bowie and Buttle, 2007). 8.1.1 Guests Rooms Since PPKLIA is an airport hotel that linked with KLIA, we would propose that the concept of the hotel should match with the KLIA. According to Sharp (1999), KLIA represents a fusion between nature and high technology with the concept of symbiosis, which Kisho Kurokawa, the designer of KLIA has described as an airport in the forest which is the worlds first environmentally friendly airport. As a result, PPKLIA should blend a unique amalgamation of green (environmental concern) into the hotel since its greenery surrounding provides a vantage point to become a green hotel. PPKLIA utilizes this transformation as a repositioning tool to differentiate itself from its competitors in order to maintain its leading position in the market. One of the key features in creating green hotel is to reduce the energy consumption in the hotel. Based on a study by Page and Siminovitch (2000), an estimate roughly of 60 percent of lighting energy usage occurs during 9 am to 4 pm period when rooms are generally not occupied. Hence, by introducing of key cards systems which include an energy management features that control the lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. It keeps the room constant at a minimal comfort level until a guest requests a more comfortable temperature. It will also switch off the lightning operation in the room automatically when guests are not present. According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, the installation of solar film coating at Degree 24-hour Restaurant and Travellers Bar and Grill help to reduce heat from the sun light that penetrate through the large clear windows and glasses. When heat reduced, the energy cost of air-conditioning would be reduced as well. Thus, this same concept would apply in the guest rooms as well to reduce heat and at the same time the furniture and fixtures in the rooms are also protected from ultra violet damage and should last longer and look much better. To assist in the spectacular metamorphosis of PPKLIA, the transformation program will be conducted in stages so as to minimize disturbance to guests and the properties will remain open throughout the transformation. The new key card system will be installing on the first year of the implementation of the objective for the third to sixth floor; while the remaining floors will proceed in the second year. At the same time of installing the new key card system, the solar coating firm will be installing as well. 8.1.2 Food and beverage outlets One critical attribute of successful hotel food and beverage outlets is their ability to appropriately respond to the changing needs of the market while maintaining a profitable operation (Siguaw and Enz, 2007). Thus, the key concerns on product development for PPKLIAs food and beverage outlets will focus on establishing a new themed restaurant. The purpose of having this new restaurant is to serve the needs of the future potential market from China and Japan. Although both of the targeted markets are from different culture and having distinct dietary habit, however, this strategy proposed on the concept similar to the Four Seasons Hotel in Canada that using only one food and beverage outlet with two dining rooms to provide the fusion of Chinese and Japanese cuisine. By having a single food and beverage outlet, the hotel can offer two dining rooms that differ in design, but it shares the same menu, chefs, line cooks, and kitchens. Compared to having multiple outlets, this approach allows the service staff members to provide greater attention to food quality and presentation, to focus on small details, and to deliver higher service levels via a small, highly qualified staff. The new themed food and beverage outlet will build at the second floor of the hotel building by using the closed down North Indian restaurant, Ashoka. The renovation for this new restaurant will implement on the third quarter of the year 2010. When the restaurant is ready for operation with an estimation of six months time from the renovation process to the ability of fully operate, the Chinese and Japanese market already been permeating into Malaysia and would helps in increasing the food and beverage sales to the business. The reengineering of menus and recipe will implement by stages where the first stage will starts on the year end of 2009. Performance measurement will carry out monthly for duration of six months; second stage will proceed if the outcomes fulfill the objectives. On the contrary, a new strategy may need to develop. 8.1.3 Spa In the late 1990s, hotel spas started to follow the path of other operating departments and transformed from support facilities to profit centers where it functions as the complements the lodging experience, drives occupancy levels, enhances average daily rate and provides a distinctive marketing advantage (Anderson, 2007). PPKLIA as a full service airport hotel shouldnt left out the development of its spa service since the demand of spa is increasing where it can create prolonged wellness that integrates and renews body, mind, and spirit. To fully develop the spa operation in PPKLIA, one should know that spas are no longer solely about frivolous self-indulgence and luxurious pampering. PPKLIA should enhance its product-service by adding in a wide range of choices of spa packages with different characteristics for different guests needs such as day spas, medical spas, mineral spring spas or club spas. PPKLIA may need to reevaluate and repackage it with a broader emphasis on self-care, stress relief, emotional balancing, and preventative wellness modalities. Since there is a lots of types of spa, PPKLIA may introduce a few spa type for market testing starting on the year 2009 and the testing may go for a year in order to capture the market preferences and then do repositioning on the following year to offer only one or two types of spa that is the best seller on the year 2009. 8.3 Pricing Strategy Price is a component of the marketing mix and the vehicle used in free enterprise to allocate limited resources. Therefore, organizations should put a great deal of effort into formulating their pricing strategies that integrates marketing and finance in an attempt to create an atmosphere of mutual satisfaction. The product-service attributes are combined with price to provide enough value to satisfy customers, while enabling the organization to cover costs and make adequate profit (Reid and Bonjanic, 2009). 8.3.1 Competitor-Based Pricing From the above competitor set analysis, it can clearly be seen that PPKLIA has the highest pricing when compared to its three other direct competitors. Therefore, PPKLIA should adopt competition-based pricing approach, which is the establishment of price based largely on those of competitors, with less attention paid to costs or demand. The firm might charge the same, more, or less than its major competitors (Kotler et al., 2006). According to Kotler et al. (2006), firms feel that the going price represents the collective wisdom of the industry concerning the price that will yield a fair return; meanwhile holding to the going price will avoid harmful price wars. PPKLIA may need to lower its room rate 20 to 25 percent with which mean the lowest available room rate should be in the range of RM 375.00 RM 400.00 considering the pricing of its main competitors is also close to this price range. A 5 percent of the current room rate will slashed for the first year and it can be adjust grad ually to a certain level that profitable to the business as well. There is another major reason to cut prices, as Kotler et al. (2006) stated, companies cut prices in a drive to dominate the market in the hope of gaining market share through larger volume. The price cutting of PPKLIA would lead its customer to perceive there is better value being offered in the hotel, thus increasing demand. 8.3.2 Product-Bundling Pricing The hotel should also implement product-bundle pricing where it combines several of hotels products and offer the bundle at a reduced price. Pan Pacific Kuala Lumpur Airport Hotel Business Strategy Pan Pacific Kuala Lumpur Airport Hotel Business Strategy 5.0 Key Factors for Success Key factors for success (KFS) are the critical factors or activities required for ensuring the success of a business. They need to be identified so that an organization can ensure that they can delivers value that meets and exceeds the expectations of its targeted customers better than competitors (Bowie and Buttle, 2007). Two key factors for success have been identified for PPKLIA hotel. The hotel physicals condition and hotel website. PPKLIA established 11 years ago, the exterior of the hotel building now seems aged and the exterior image of the hotel is in old condition with an unattractive design. At first sight, it does not bring an impression of the hotel being a 5-star luxury hotel. This can be considered as one of their weaknesses since there is often an intuitive feeling that effective design can attract customers from the desired target market segment and enable the hotel to price accordingly while operating the unit in an efficient way with the result of this greater market awareness and customer volume is increased profits (Ransley and Ingram, 2001). Hence, PPKLIA should have a refurbishment plan to upgrade the hotels design in order to achieve what had stated by Ransley and Ingram. The hotel web site is another factor which is considered critical to the hotel. To hospitality practitioners, the internet offers a means for them to sell their products to global customers without any geographical or time constraints (Huizingh, 2000). The driving force for hospitality suppliers to establish their web sites includes lower distribution costs and thus higher profits, and a larger potential market. Similarly, consumers can search for their needed information and directly communicate with suppliers at any time and in any place (Waller, 2003). Thus, the web site is an important medium for the hotel to communicate with their markets. 6.0 Mission Statement Organizations develop corporate mission statement in order to share them with their managers, employees and in many cases, customers and other publics (Kotler et al., 2006). According to Pearce and Robinson (1991), mission statement can be defined as broad statement of characteristics (product and market), goals (profit and growth) and philosophies of a business or simply its purpose and philosophies (Byars, 1984). Mission statement below is based on current situation and potential development of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel will be regarded as the paramount leader of airport hotel in Asia exemplifying service of unmatched sincerity and professionalism. Pan Pacific Kuala Lumpur International Airport Hotel will be the best choice in serving the honorable business and leisure travelers according their different needs and wants. At here, we will treat all of our guests as our priority through the delivering of caring and efficient hospitality to create a truly unique signature service where every signature service comprises of our commitment and responsibility on the service provided. Our dedicated employees will go through a series of developing and training in an effort to mould them to become an extraordinary individual in providing a unique sense of professionalism to the guests. We will ensure that every employee is treated fairly with dignity where constantly support and caring from leaders to continuously improve productivity and customer satisfaction. As our hotel surrounded by an oasis of greenery in fusion with luxury, we committed to environmental protection and stewardship by mitigate the impacts on the environment with all the stakeholders to promote and implement responsible environmental practices and continuous improvements. We will ensure our products and services will remain in the high quality to provide satisfaction to the current and future potential customers and at the same time to breakthrough the limitation in creating competitive advantage vis-Ã  -vis competitors by actively expanding our presence globally, with potential developments in a number of domestic and international markets. 7.0 Strategy Formulation The task of analyzing the organizations external and internal environments and then selecting appropriate strategies constitutes strategy formulation. It is a process of taking actions consistent with the selected strategies of the organization (Hill and Jones, 2006). 7.1 Prioritize Existing and New Target Market PPKLIAs current target market composed of business travelers, airline crews, tourists and transit passenger, while 80 per cent of the hotel guests are foreigners with the largest group coming from the United Kingdom and Australia. According to Bowie and Buttle (2007), business travelers tend to be less price-sensitive, since employer generally meets hospitality and travel expenses. This has made them have more budgets to spend in the hotel. Also, they are less concern on seasonal aspects because business travelers contain business trips that are unavoidable due to their job nature. Moreover, with the recent economic downturn, many companies revised their travel spending, with companies arranging meeting near the airport in order for delegates to fly in and out on the same day (Boston Business School, 2009). This causes business travelers as frequent, or regular, users of airport hotel accommodation. Therefore, a 50 percent of target market allocation for business travelers should firstly being prioritized. Besides, a 35 percent of target market will be allocate for transit air travelers as the second group to be prioritized since PPKLIA is the preferred choice for transit air travelers with a few long hour in-between flights. Due to the nature of location of the hotel, it provides convenience to this target market to check-out the hotel and able to catch their flight by just going through a 5-minute walking distance of sky bridge that connecting the hotel and airport. Moreover, these transit passengers are mostly come from the Europe countries where they have high spending power. Thus, it should not be overlooked. Airline crew is the third priority target market group with a 15 percent of target market allocation for it since PPKLIA is an airport hotel, the high volume of intercontinental, regional and international flights, coupled with the need for airline crew to have proper rest periods between flights, has created a demand for group accommodation for hotels within approximately 15 45 minutes travel time of major airports (Bowie and Buttle, 2007). While the distance between KLIA and PPKLIA is only a 5-minute walk make it as the preferred choice of hotel for airline crew to stay in. A prediction from World Tourism Organization (WTO) on China, it expected to send 100 million visitors to other countries (Zhang et al., 2000). Thus, a 60 percent of market allocation should falls under it as first future potential target market to be prioritized. On the other hand, with the popularize by the Tourism Minister Datuk Seri Dr. Ng Yen Yen, the Japan market would permeate into Malaysia gradually by selling product-service that suit the different target market such as sophisticated office ladies and men, students and pensioners. Therefore, this market would have a 40 percent of market allocation being ranked as the second market to be prioritized. Hence, PPKLIA should grab this opportunity to adjust its products and services to prioritize these markets by cater the needs and wants for the Chinese and Japanese in an effort to enlarge its target market for the business. 7.2 Positioning Statement The concept of positioning statement in a marketing strategy calls for the creation of an image the consumers perception of the subjective attributes of the property vis-Ã  -vis those of the competition. This perception may be radically different from the propertys physical characteristics and the distinction between the perception and the reality is especially important for hotel marketers (Lewis, 1981). Based on the previous internal and external analysis, a repositioning should be carried out in order to revise the marketing strategy for PPKLIA as to increase sales. As a result, a new positioning map (Please refer to Appendix I) has been developed that emphasized on offering the same quality product-service to the guests but with lower price. From the previous positioning map, PPKLIA being plotted at the highest position for the two variables since it has the most expensive room rate compared to its competitors and is the nearest to the subject location, KLIA. As in the new positioning map, PPKLIA is being proposed to lower its ranking from five to four for the price variable. In other words, PPKLIA is encouraged to lower its room rate to the range of RM 375.00 RM 450.00 in order not to have a big difference with its primary competitors while at the same time maintain its quality. Below is an overall positioning statement follow along with statements for various targeted segment of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel is a five-star airport hotel recognized by prestige awards and accolades based on the high quality product-service offered. At here, we have world-class luxury rooms and suites which are designed to exceptional standards with an intrinsic eye to detail with sumptuous food and beverage outlets serving an extensive variety of exotic cuisine. Meanwhile, a complete facilities and services are offered as well. We also provide a broad array of meeting and banquet services for business travelers and corporate group. Our hotel is surrounded by an oasis of greenery in fusion with luxury themed hotel to boast a relaxation during guests accommodation. All employees are treated as the hotels associates where associate implies partnership and working together and thus they would bring out the best in serving the external customers our guests. Business Travelers: As one of the finest and most conveniently located hotels in Kuala Lumpur, Pan Pacific Kuala Lumpur International Airport Hotel is the preferred hotel for business travelers and corporate groups to conduct meetings and functions in our conference venues that offer enormous flexibility from a magnificent ballroom to our state-of-the-art auditoriums. Also, we provide a home away from home and an office away from the office with a complete set of secretarial services at the Business Centre to serve the needs of productive business travelers. Airline Crew: In Pan Pacific Kuala Lumpur International Airport Hotel, the hotels lush tropical landscape, water features and soothing environment make for a rejuvenating break in combating jet lagged and weary airline crew that becoming a limiting factor in aircraft operations. Transit Passengers: We are a full-service airport hotel conveniently located adjacent to the Kuala Lumpur International Airport with immediate access to the hotel via a sky bridge. It is the preferred hotel choice for transit air travelers with a few long hours in-between flights. Air travelers with early morning departures or late night arrivals will find the hotel perfectly suited to their unique needs. 7.3 Gap Analysis Ansoff Matrix Gap analysis is the art and science of computing the size of the gap between the sales objectives, and where a forecast based on the SWOT analysis of sales in the future on the identified threats and opportunities that impact on the business (Bowie and Buttle, 2007). It is an analytical tool to be used in conjunction with the Ansoff matrix which is the four alternative strategies to help determine how far each type of action will bridge the gap between initial forecasts for growth and the corporate objective for growth. PPKLIA can be considered as a business with growth-oriented that are more likely to set ambitious stretch targets that want to see the value of their investment increase. If achieved, there will be an improvement on the market value or capitalization of the business. As a result, a gap analysis and ansoff matrix (Please refer to appendix J and K) has been developed for PPKLIA to forecast the future sales that can be achieved in three years time. PPKLIA may starts improving its sales by adopting the lowest-risk growth strategy, market penetration. It is a strategy to improve sales by using the existing products in existing markets and this could increase the current customers rate of use or attracting competitors customers (Hsu and Powers, 2002). In order to do that, a plan in increasing the rooms sales of 5 percent has been suggested through the increase of frequency. Besides that, it is advisable to encourage spend from existing customers by creating more different loyalty program for different target market since PPKLIA only offers loyalty program to secretary and left out the others. Meanwhile, a frequent stay program will be offered after the creating of loyalty program where points will be awarded to guests based on their frequent of stay in the hotel. On the other hand, the hotel staffs especially from front office (front desk, operator, and concierge) should be trained on their up selling skills in order to sell the m ost profitable product to the guest to achieve maximum revenue for the hotel while ensuring total customer satisfactions. Besides, advertising and direct mail campaigns will be carried out to target at the ex-customers too. All these activities can help to boost a 5 percent of sales increase to rooms department and may bring the current hotel revenue of RM 61,709,000 to RM 78,843,093 in the future of three years time. The next strategy to be implemented is the market extension. It features the roll out of existing product-service offers in new markets (Bowie and Buttle, 2007). According to Hsu and Powers (2002), it has greater risk than market penetration because the hotel may lose its market development expenditures if the effort fails. The most common market development activity is to identify new geographic markets. From the previously conducted SWOT analysis, Chinese and Japanese target markets have been identified as the potential target markets for PPKLIA in the future and a succession of marketing communication will be carried out to capture this market. By targeting 3 percent of China and 2 percent of Japan market can help in increasing 5 percent of room sales and contribute an overall sale of RM 82,726,908. Another Ansoff strategy where it emphasized on developing new products in a hotel to increase customer satisfaction by improving the product offered. They are usually improvements and product modifications, rather than radical new product-service concepts (Bowie and Buttle, 2007). However, it is somewhat riskier than market penetration because of the costs involved (Hsu and Powers, 2002). According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, there is a rules of thumb where refurbishment will be carried out on the food and beverage outlets every five years and ten years for rooms because what hospitality operations offer is an experience and the physical setting is a representation of the experience offered (Hsu and Powers, 2002). The refurbishment can enhance the quality of products and hence create novelty to the existing markets. Besides, infusion of new technology into the hotel also consider as one of the tactics in enhancing the products and services offer ed. Technology features to be introduced such as the energy management on controlling rooms air-conditioner and lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. Based on the previous internal analysis, the spa service provided in PPKLIA has the high potential to become one of the income generators to the hotel. However, it is not well managed and fully developed. Hence, enlarge its services and products by offering more variety of packages to choose from would attract more guests who emphasize on healthy living. The product development would help in increasing 3 percent of the rooms and spa sales that worth RM 3,205,787 and lead to a future total sales of RM 85,932,695 in the year 2011. When new products are introduced in new markets, diversification occurs. The diversification strategy focuses on creating new product-service offers for new target markets. This is the riskiest growth strategy, since the company has no existing customer or product knowledge to exploit (Bowie and Buttle, 2007). The tactic suggested to PPKLIA is to open a new themed restaurant to cater the Chinese and Japanese target market. The themed restaurant may offer Chinese and or Japanese cuisine since PPKLIA does not have these cuisines served on the current food and beverage outlets. If the plan succeeds, it would increase 7 percent of room sales and food beverage sales that contributes to an overall total sale of RM 90,252,325. According to the gap analysis graph, there is still gap between the diversification strategies and corporate sales objectives with an amount of RM 3,329,351. This is due to the corporate sales objectives being set in an ambitious manner and may need further revise. 7.4 Marketing Mix Objectives Marketing mix decisions is made from the marketing strategies and marketing tactics in order to achieve agreed marketing objectives. Marketing mixes for both the strategies and tactics to ensure that the organization wins sales from the targeted customers against the identified competitors (Bowie and Buttle, 2007). According to Bowie and Buttle (2007), objectives should be Specific, Measureable, Achievable, Realistic, and carried out within a set Timetable (SMART). SMART objectives provide an operational target that measure the performance of the business and act as a control mechanism in determining whether management is effective. Below are the SMART objectives set for PPKLIA to be achieved in the next three years. Annual / monthly sales Objectives: To increase sales from RM 61,709,000 in the current year (2008) to RM 93,581,676 in three years time. Customer Mix: To target Chinese and Japanese leisure market, and achieve 10% of the overall customer mix of the hotel in three years. Location: To purchase five busses in three years time to enhance the accessibility between the hotel and Kuala Lumpur city centre. Product Development To reduce 20 percent of the energy consumption from guestrooms annually. To increase 10 percent food and beverage sales in three years time by establishing new themed food and beverage outlet To increase 30 different variety spa product-service within three years Pricing To set the current room rate 25 percent lower to have similar price with its competitors within a year To offer 30 different variety of packages within three years To setup discriminatory pricing for transit air travelers can fences based on the two types of length of time staying in the hotel with two types of prices within a year. Distribution To increase bookings generated through mobile device by 10 percent in a year. To increase bookings generated through the website by 25 percent in the next 12 months Marketing Communication Objectives To increase five percent room sales through e-mail marketing within three years. To increase awareness amongst Chinese and Japanese market by allocates RM 1 million of advertising fees for three years time People To conduct stimulation training for new entrants once being employed and interpersonal customer service training for existing employee every six months. To form empowerment culture within three years time. 8.0 Marketing Mix Strategies All marketing decisions to accomplish the firms grand strategies and annual objectives can be expressed in terms of the marketing mix variables of location, product-service offer, price, distribution, marketing communications, and people. Marketing mix strategies are plans of action to show how the marketing mix variables will be used to achieve the marketing mix objectives and grand strategies (Reich, 1997). 8.1 Location Strategy According Powers (1990), there are three most important factors to consider when opening a hotel, location, location, and location. Without a good or excellent location the businesss chances of success are greatly reduced. PPKLIA sited on 2.25 hectares of land at Sepang which is a town and district located in the southern part of the state of Selangor in Malaysia. Formerly a sleepy town, Sepang has grown by leaps and bounds due to several recent developments such as the Sepang International Circuit and Sepang Goldcoast. However, it still lack of tourist spots that would offer sightseeing or entertainments. Transit passengers, who prefer not to rest in the room during the few long hours in-between flights, would suggest to pay a visit to Kuala Lumpur (KL). As the capital of Malaysia, it is the most modern and developed city in the country, with contemporary high-rises and world-class hotels, glitzy shopping malls, and international cuisine. It would definitely provide an ultimate guests satisfaction in the aspects of entertainments. Also, places such as Putra World Trade Centre, Kuala Lumpur Convention Centre and so on are where most of the business travelers would have their meetings, conference, or tr ade show conducted. However, guests who want to access to KL from PPKLIA may feel inconvenience since the hotel located 58 kilometers away from KL and it needs 50 minutes of car driving time to reach there. Even though there is a rail service by Express Rail Link (ERL) which is a standard gauge and electrified airport rail link in Malaysia that connects the KLIA with the Kuala Lumpur Sentral (KL Sentral) transportation hub. Nevertheless, the service is costly for guests who need often access to KL from PPKLIA with a one way ticket that cost RM 35.00 for an adult and RM 15.00 for a child. In order to enhance the accessibility to KL, a strategy on setting up a free shuttle bus service for in-house guests will be proposed. Firstly, for the first year of this proposing, two busses will purchase and performance measurement will be implemented in order to know whether the outcome of this strategy brings an increase on sales to the hotel, then only to proceed to the original proposed plan to purchase three more busses. This is because the purchasing of a bus is costly, thus, if it does not bring a good outcome, a new strategy may need to develop. There are two routes to be offer in this service where the first route will have a linkage between the hotel and the Nilai commuter station. Although there are buses at the airports bus station are offering the same service, however, the buses will stop at every bus station to pick up passengers and it would spend about 45 minutes to reach Nilai commuter station whereas the free shuttle bus service will offer direct route for the in-house guests to the commuter station with just 15 minutes with the frequency of every 15 minutes. Another route will link from the hotel to the KL city centre with the frequency of every hour. The service will only operate from 9 a.m. till 9 p.m. for both routes. 8.2 New Product Development Strategy Kotler et al (2004) define new product as a good, service or idea that is perceived by some potential customers as new. Most new product developments in hospitality operations are evolutionary rather than revolutionary (Bowie and Buttle, 2007). 8.1.1 Guests Rooms Since PPKLIA is an airport hotel that linked with KLIA, we would propose that the concept of the hotel should match with the KLIA. According to Sharp (1999), KLIA represents a fusion between nature and high technology with the concept of symbiosis, which Kisho Kurokawa, the designer of KLIA has described as an airport in the forest which is the worlds first environmentally friendly airport. As a result, PPKLIA should blend a unique amalgamation of green (environmental concern) into the hotel since its greenery surrounding provides a vantage point to become a green hotel. PPKLIA utilizes this transformation as a repositioning tool to differentiate itself from its competitors in order to maintain its leading position in the market. One of the key features in creating green hotel is to reduce the energy consumption in the hotel. Based on a study by Page and Siminovitch (2000), an estimate roughly of 60 percent of lighting energy usage occurs during 9 am to 4 pm period when rooms are generally not occupied. Hence, by introducing of key cards systems which include an energy management features that control the lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. It keeps the room constant at a minimal comfort level until a guest requests a more comfortable temperature. It will also switch off the lightning operation in the room automatically when guests are not present. According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, the installation of solar film coating at Degree 24-hour Restaurant and Travellers Bar and Grill help to reduce heat from the sun light that penetrate through the large clear windows and glasses. When heat reduced, the energy cost of air-conditioning would be reduced as well. Thus, this same concept would apply in the guest rooms as well to reduce heat and at the same time the furniture and fixtures in the rooms are also protected from ultra violet damage and should last longer and look much better. To assist in the spectacular metamorphosis of PPKLIA, the transformation program will be conducted in stages so as to minimize disturbance to guests and the properties will remain open throughout the transformation. The new key card system will be installing on the first year of the implementation of the objective for the third to sixth floor; while the remaining floors will proceed in the second year. At the same time of installing the new key card system, the solar coating firm will be installing as well. 8.1.2 Food and beverage outlets One critical attribute of successful hotel food and beverage outlets is their ability to appropriately respond to the changing needs of the market while maintaining a profitable operation (Siguaw and Enz, 2007). Thus, the key concerns on product development for PPKLIAs food and beverage outlets will focus on establishing a new themed restaurant. The purpose of having this new restaurant is to serve the needs of the future potential market from China and Japan. Although both of the targeted markets are from different culture and having distinct dietary habit, however, this strategy proposed on the concept similar to the Four Seasons Hotel in Canada that using only one food and beverage outlet with two dining rooms to provide the fusion of Chinese and Japanese cuisine. By having a single food and beverage outlet, the hotel can offer two dining rooms that differ in design, but it shares the same menu, chefs, line cooks, and kitchens. Compared to having multiple outlets, this approach allows the service staff members to provide greater attention to food quality and presentation, to focus on small details, and to deliver higher service levels via a small, highly qualified staff. The new themed food and beverage outlet will build at the second floor of the hotel building by using the closed down North Indian restaurant, Ashoka. The renovation for this new restaurant will implement on the third quarter of the year 2010. When the restaurant is ready for operation with an estimation of six months time from the renovation process to the ability of fully operate, the Chinese and Japanese market already been permeating into Malaysia and would helps in increasing the food and beverage sales to the business. The reengineering of menus and recipe will implement by stages where the first stage will starts on the year end of 2009. Performance measurement will carry out monthly for duration of six months; second stage will proceed if the outcomes fulfill the objectives. On the contrary, a new strategy may need to develop. 8.1.3 Spa In the late 1990s, hotel spas started to follow the path of other operating departments and transformed from support facilities to profit centers where it functions as the complements the lodging experience, drives occupancy levels, enhances average daily rate and provides a distinctive marketing advantage (Anderson, 2007). PPKLIA as a full service airport hotel shouldnt left out the development of its spa service since the demand of spa is increasing where it can create prolonged wellness that integrates and renews body, mind, and spirit. To fully develop the spa operation in PPKLIA, one should know that spas are no longer solely about frivolous self-indulgence and luxurious pampering. PPKLIA should enhance its product-service by adding in a wide range of choices of spa packages with different characteristics for different guests needs such as day spas, medical spas, mineral spring spas or club spas. PPKLIA may need to reevaluate and repackage it with a broader emphasis on self-care, stress relief, emotional balancing, and preventative wellness modalities. Since there is a lots of types of spa, PPKLIA may introduce a few spa type for market testing starting on the year 2009 and the testing may go for a year in order to capture the market preferences and then do repositioning on the following year to offer only one or two types of spa that is the best seller on the year 2009. 8.3 Pricing Strategy Price is a component of the marketing mix and the vehicle used in free enterprise to allocate limited resources. Therefore, organizations should put a great deal of effort into formulating their pricing strategies that integrates marketing and finance in an attempt to create an atmosphere of mutual satisfaction. The product-service attributes are combined with price to provide enough value to satisfy customers, while enabling the organization to cover costs and make adequate profit (Reid and Bonjanic, 2009). 8.3.1 Competitor-Based Pricing From the above competitor set analysis, it can clearly be seen that PPKLIA has the highest pricing when compared to its three other direct competitors. Therefore, PPKLIA should adopt competition-based pricing approach, which is the establishment of price based largely on those of competitors, with less attention paid to costs or demand. The firm might charge the same, more, or less than its major competitors (Kotler et al., 2006). According to Kotler et al. (2006), firms feel that the going price represents the collective wisdom of the industry concerning the price that will yield a fair return; meanwhile holding to the going price will avoid harmful price wars. PPKLIA may need to lower its room rate 20 to 25 percent with which mean the lowest available room rate should be in the range of RM 375.00 RM 400.00 considering the pricing of its main competitors is also close to this price range. A 5 percent of the current room rate will slashed for the first year and it can be adjust grad ually to a certain level that profitable to the business as well. There is another major reason to cut prices, as Kotler et al. (2006) stated, companies cut prices in a drive to dominate the market in the hope of gaining market share through larger volume. The price cutting of PPKLIA would lead its customer to perceive there is better value being offered in the hotel, thus increasing demand. 8.3.2 Product-Bundling Pricing The hotel should also implement product-bundle pricing where it combines several of hotels products and offer the bundle at a reduced price.