Executive Summary In March 2014‚ my friends and I is interested in the development of a luxury hotel‚ planned to be operated by a well renowned hotel brand‚ a feasibility study was commissioned to be made. The purpose of this paper is to investigate the opportunities and risks of operating a high class hotel at the designated location. In order to determine whether a feasible operation of such an establishment is possible‚ the various key factors of competitive business in this particular market
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percentage changes are presented for HSBC or Standard Chartered‚ these percentages are based on the dollar amounts disclosed by the banks‚ rather than on the sterling translation of those amounts. Note that any discussion of ’underlying’ results (or‚ in the case of Lloyds‚ of ‘management basis’) reflects a number of adjustments to statutory figures‚ as determined by management. Underlying results will therefore not be comparable from bank to bank. Management reporting in the bank results focuses on underlying
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help alleviate and categorise this problem but this approach lacks a comparison of the models found in industry e.g. BCG‚ 7S McKinsey‚ ANSOFF etc. Consequently at academic level (but not only) we see models like P5F‚ etc. predominate while tools like SWOT‚ PEST‚ ARC etc. populate the consultancy arena and operative levels of the organisation. The purpose of this paper is therefore to provide an overview and comparison of selected models used in the development of business strategy together with a brief
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PESTEL Analysis PESTEL analysis stands for "Political‚ Economic‚ Social‚ Technological‚ Environmental‚ and Legal analysis" and describes a framework of macro-environmental factors used in the environmental scanning component of strategic management. Political The mobile phone industry used to be a monopoly held by BT; however this was de-regulated in 1984 due to the telecommunications act. The current industry regulator is the telecomm regulator Ofcom. This was created to allow there to
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FIVE STAR HOTELS CORPORATE SOCIAL RESPONSIBILITY PROGRAMMES AND THEIR IMPACT ON SOCIETY Kathurima Jane Mutimbi – M.Sc Department: Hospitality Management Supervisors: Dr. Alice Ondigi Dr. Godfrey Olukoye (Late) Corporate Social Responsibility‚ otherwise known as CSR‚ has been defined as the continuing commitment by businesses to contribute to economic development while improving the quality of life of the workforce and their families‚ as well as the local community and society. Studies have shown
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Ensuring a Barrier- Free Access for Differently-Abled Hotel Guests – A Case Study Introduction Disposable income‚ leisure time and safety environment are three fundamental requirements for a traveller who wishes to travel away from their usual place of work. At present‚ there is a growing trend of ‘Silver Hair’ market travels in the hospitality industry. The economists‚ sociologists and scholars indicate this tendency will set to rise in the near future due to the growth of world aging population
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manage their transaction with fast and more convenient way. The Columban College Hotel & Resort is founded Dr. Susan P. Alegoria‚ the Dean of the College of Business Administration‚ with the recommending approval of the school treasurer Fr. Amado S. Censon and Rev. Fr. Daniel O. Presto the school President to the Board of Trustees – Most Reverent Bishop Florentino G. Lavarias‚ DD‚ as Chairman of the Board. Hotel now are having a hard time keeping their files in place. The procedure implemented
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AREA……………………………………………...….……..13 2. ANALYSIS OF THE TOURISM MARKET…………………..………..14-18 3.5. GENERAL ENVIRONMENT…………………………………….18-19 3.6. MICRO-ENVIRONMENT/COMPETITORS…………………….20-23 3.7. MACRO-ENVIRONMENT……………………………….……….….23 3.8. SWOT ANALYSIS………………………………………………..25-27 3.9. INVESTORS…………………………………………………….28-29 3. MARKETING PLAN………………………………………………….30-37 4.10. SEGMENTATION……………………………………………..38-43 4.11. PRODUCT DIFFERENTIATION…………………………….44-46 4.12
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38(3)‚ 38-45. Asahi. (n.d.). Retrieved from http://www.asahibeer.com Bayode ‚ B.‚ & Adebisi‚ A. (2012). Strategic environmental scanning and organization performance in a competitive business environment. Word & Text: A Journal of Literary Studies & Linguistics‚ 2(1)‚ 23-34. Retrieved from http://web.ebscohost.com.ezproxy.waiariki.ac.nz:2048/ehost/detail?vid=5&sid=ce8bb500-beb7-4b2a-8257-d750a22aec81@sessionmgr113&hid=122&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ G l u e c k ‚ C. (1984)
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THE EUROPEAN TOUR OPERATORS CASE Table of contents Contents 1 PESTEL Analysis 4 1.1 Political Factors 4 1.2 Economic factors 4 1.3 Social Factors 5 1.4 Technological factors 5 1.5 Environmental Factors 5 1.6 Legal Factors 6 2 Porter’s Five Forces 6 2.1 Force.1 Threats of New entrants 6 2.2 Force.2 Threat of substitute products or services 6 2.3 Force.3 Bargaining power of buyers (Customers) 7 2.4 Force.4 Bargaining power of suppliers 7 2.5 Force.5 Intensity
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