Hots Stimulation
Poseidon
Final Assignment for the HOTS Simulation
Contents Letter from GM 2 Industry Environment 3 Intended Strategy Selection 4 Intended Pro-forma income statement from year 1 to year3 5 Realized Strategies and Deviations 7 Realized P&L Statement from year 1 to year 3 10 SWOT Analysis 10 Financial condition: 12 Marketing strategies and effectiveness 21 Physical property condition 22 Impacts of decisions on human beings 23 Cost Control 24 Strategic Recommendation 25 Pro-forma income statement of year 4 to year 6 26 Conclusion 29 Reference 29
Letter from GM
It is with my great honored to represent the Poseidon Hotel, and to introduce how the business of the hotel run over the past 3 year to all of you.
It is a fact that through the past 3 year, the Poseidon Hotel was kept growing up steadily. No matter the good time or bad time, the hotel has shown the attention to every detail in order to protect the business. Reflecting of the understanding for the need to continuously evaluate and as a result, continuously re-evaluate is the manner for communicating to every one of our shareholders. This is, I believe, makes The Poseidon Hotel Group to be one of those best hotels within the town, even we are competing with other hotels.
Through the progress of the past 3 years, the Poseidon Hotel has changed from a simple BBP style hotel to a more leisure style hotel, at the same time to expand the type of business and the classification of services. The hotel started from the basic – provide only Rooms and limited Food & Beverage, then progressively promoted the service through the installation of Car park, Lobby Bar, In-room Internet Access, Conference Room etc. The Hotel was trying their best to enhance guest satisfactions, and attract both travelers and businessman to come and stay. That’s the reason why I would say, the steadily development of the Hotel, is a reward of the job they did for the past 3 years, and a positive
Final Assignment for the HOTS Simulation
Contents Letter from GM 2 Industry Environment 3 Intended Strategy Selection 4 Intended Pro-forma income statement from year 1 to year3 5 Realized Strategies and Deviations 7 Realized P&L Statement from year 1 to year 3 10 SWOT Analysis 10 Financial condition: 12 Marketing strategies and effectiveness 21 Physical property condition 22 Impacts of decisions on human beings 23 Cost Control 24 Strategic Recommendation 25 Pro-forma income statement of year 4 to year 6 26 Conclusion 29 Reference 29
Letter from GM
It is with my great honored to represent the Poseidon Hotel, and to introduce how the business of the hotel run over the past 3 year to all of you.
It is a fact that through the past 3 year, the Poseidon Hotel was kept growing up steadily. No matter the good time or bad time, the hotel has shown the attention to every detail in order to protect the business. Reflecting of the understanding for the need to continuously evaluate and as a result, continuously re-evaluate is the manner for communicating to every one of our shareholders. This is, I believe, makes The Poseidon Hotel Group to be one of those best hotels within the town, even we are competing with other hotels.
Through the progress of the past 3 years, the Poseidon Hotel has changed from a simple BBP style hotel to a more leisure style hotel, at the same time to expand the type of business and the classification of services. The hotel started from the basic – provide only Rooms and limited Food & Beverage, then progressively promoted the service through the installation of Car park, Lobby Bar, In-room Internet Access, Conference Room etc. The Hotel was trying their best to enhance guest satisfactions, and attract both travelers and businessman to come and stay. That’s the reason why I would say, the steadily development of the Hotel, is a reward of the job they did for the past 3 years, and a positive