Final Project Outline Essay Example for Free

Final Project Outline Essay 1. Slide One (Introduction): â€Å"Should there be a set of uniform moral standards?† Speaker Notes: With the way the worlds is today and as the younger kids begin to mature, they have not been taught morals and if they have been taught morals, they seem to leave them at their door step as they venture out into the world of society. In order for society to live in peace and harmony, the United States would need to create uniform moral standards where everyone would have the expectation of abiding by the standards supported by laws. 2. Slide two: Moral Standards Speaker Notes: Morals are described as how people should behave when it comes to right and wrong. Some moral standards could be absolutely no prejudice, absolutely no lying, and people must treat other people with respect and courtesy. 3. Third slide: Levels of punishment. Speaker Notes- Levels of punishment should vary based on the crime committed. When one has a first time offense, one should receive a lower level punishment verse someone who continues to be a repeat offender, which would deserve the maximum punishment. I strongly believe that if a set of uniform moral standards were put into place the world would be a better place. Crime and corruption would be down. Maybe they should think about the way that foreign countries have a â€Å"set of uniform moral standards,† such as if someone is caught stealing they lose a finger. There will always be people who will disagree to the standards but that is to be expected because some people just are set in there ways but that comes with the territory and they deal with the issues now so what would be the difference? 4. Fourth slide: Deciding Moral Standards Speaker Notes- Based on a voting system, a sheet containing morals standards would be dispersed and the ones that not voted for would be taken off the sheet. After a final review and decision, the U.S. would forward the sheet to Congress for a concrete decision and then become a law. 5. Fifth slide: Society and Moral Standards Speaker Notes: Society and Moral Standards would have to be implemented and given a chance to work before a proper judgment could be decided. Until this happens they would be looked at in a negative way. Even though our country is in an economic crisis, others are still moving here because their country is in worse shape than ours. With the way of the world today people are just walking around in a self-centered mode worrying about them and having no conscience of their moral or ethical accountability. Negativity seems to plague this world like a man-made disease. 6. Sixth slide: Retribution Speaker Notes: This seems to be the only way to get people to understand what is going on. Standards have to be set and followed and if they are not followed or laws are broken then the responsible parties that are disobedient to the laws or standards have to be held accountable and punished to be taught a lesson and possibly send a message to future people who intend to do the same. 7. Seventh slide: The Supreme Court Speaker Notes: Beings that the Supreme Court is the highest ranking court in the U.S., having them make the final decision on moral standards will send the message that the standards are set in stone and are not open for review. This gives the people a chance to vote and set their own standards that they themselves have voted in and must abide by. 8. Eighth slide: Immanuel Kant (1724-1804) Speaker Notes: Immanuel Kant (1724-1804) created the â€Å"Categorical Imperative†, in which he believed that practical reasoning, free will, and necessary action are what drives a person to do what they feel is right. 9. Ninth slide: John Locke (1632-1704) Speaker Notes: The freedom of religion and natural rights was promoted and endorsed by John Locke who was a huge activist. He felt that survival continued to breathe because of following God’s law that coincides with a  natural moral law. He was a firm believer of â€Å"do unto others as you would have others do unto you.† If people continue to live right then eventually God’s law will prevail. 10. Tenth slide: St. Thomas Aquinas (1225-1274) Speaker Notes: St. Aquinas was a Christian who made the Five Ways. These ways were a way that this philosopher looked to prove that God was real. Being a believer in God this philosopher had faith in what was right and what was wrong. Cosmological argument, moral argument, and the argument of design made up the Five Ways that this philosopher created. 11. Eleventh slide (conclusion): Speaker Notes: I strongly believe that if a set of uniform moral standards were put into place the world would be a better place. Crime and corruption would be down. Maybe they should think about the way that foreign countries have a â€Å"set of uniform moral standards,† such as if someone is caught stealing they lose a finger. There will always be people who will disagree to the standards but that is to be expected because some people just are set in there ways but that comes with the territory and they deal with the issues now so what would be the difference? No matter where we go in this world there will be people who have good morals, bad morals, and some just will not care. The bottom line is as a living species on this earth one must be able to improvise, over come, and adapt to their surroundings whether it is to their benefit or not. Moore Bruder, 2008 Retrieved September 15, 2010 from Axia College PHI105 website

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.

Fickle Feminism Essay -- Essays Papers

Fickle Feminism "Why did the woman cross the road?" you tell me. In Judith Timson's article, "What's a Girl to do?" she argues what stereotypes women are accepting and doing away with. Written in 2001, Timson is speaking to females in general, focusing on girl's interpretation of the media's messages, understanding of the choices females have, and women's acceptanceof their image despite the media's stereotypical image. By raising questions and room for interpretation about these issues, Timson arguesthat society is counteracting with the positive and strong images that women have fought so hard for. The goal of this article is to try and understand the role of females in our media-crazed society today. The author is trying to convey the serious problem dealing with the image of women by using sarcasm and humor. Timson describes her encounter with a stereotypical joke her adolescent daughter picks up from school. She uses this to grab the attention of the reader because not only does it make the reader (hopefully) angry due to the outdated joke, it considers what has happened to the years of struggle that women have faced to secure equal rights and a positive and strong image in society. To appeal to an audience consisting mainly of women who play many roles, Timson shares her own personal experiences as a working mother and wife. She also uses societal friendly examples such as discussing issues with Playboy, actresses such as Jennifer Lopez, and influences such as Cosmopolitan Magazine. These issues keep the reader tied to the article while raising the important concern of what kind of messages these are for the quickly maturing girls of our time. As our youth are becoming more mature at an ea... ...g that these are the images that all women have chosen; they are instead saying that this is the image the media has chosen for them. So why, after so many years of bra-burning and protesting, have women lagged behind on their upkeep of a positive image in society? Judith Timson's article is a prime argument for the media's influence on the image of women. Her argument that women are stuck in a stereotypical limbo of who and what to be in our world today is credible and intelligent, while funny and intriguing. Timson's experience as a growing woman in the 21st century is reflected in her questions and opinions on the mixed-messages women are facing. Works Cited Timson, Judith. "What's a Girl to do?". Macleans's. 114 (2001): 44- 50. Academic Search Premier, University of Dayton, Roesch Library. http://search.epnet.com/direct.asp?an=5065583&ab=aph.>.

Pope Pius XIIs Neutrality Essay -- Catholic Church, Holocaust, Hitler

Is it possible for a Pope to be infallible? When one looks at events, such as the Holocaust, the answer of this question becomes twofold. Were Pope Pius XII’s actions an attempt to save the Catholic Church from persecutions or a lack of understanding of Hitler’s ethnic cleansing? Nearly six million Jews were slaughtered during the Holocaust. When the world became aware of the mass murders that were taking place in Europe, World War II became a moral obligation rather than a fight for power. The Allied powers invaded Germany to save Jews and force the Nazis out of power in Germany. Many Nazi resistance groups, including Catholic groups, aided in the hiding of Jews in Europe. Surprisingly, the Vatican did not assist these resistance groups. Pope Pius XII neglected to help Jewish Holocaust victims and cowardly ignored the moral issue in order to remain neutral, avoid conflict in the war, and evade the persecution of more Catholics. **NEED A WAY TO INTRODUCE THIS PARAGRAPH In 1930, Pope Pius XI appointed Cardinal Eugenio Pacelli, later Pope Pius XII, as Secretary of State of the Holy See. Pacelli assisted Pius XI in writing encyclicals, dealing with diplomatic matters and handling international affairs (Sanchez 16). In fact, Pius XI selected Cardinal Pacelli to agree to the Reich Concordat of 1933 on his behalf. The Reich Concordat of 1933 was an agreement signed by Cardinal Pacelli and Herr Franz von Papen, the Vice-Chancellor of the German Reich. This agreement allowed the Pope to impose laws on the German clergy and ensure the freedom of German Catholic dioceses, schools, religious Orders, congregations and parishes (Concordat). The German Reich agreed to these terms so long as the papacy encouraged the demolition of t... ...iation against Catholics in the occupied countries. Pope Pius XII’s distrust and fear of the Jews also played role in his silence (Cornwell 296). He believed that adversity followed the Jews and as such, he wanted to distance himself from them. When war began Pope Pius XII did not believe all the reports he was hearing about Nazi Germany. Often times, he considered such reports war propaganda by the allies (Cornwell 296). The silence of the Pope was deafening. If Pope Pius XII had readily shared his knowledge regarding the deportations of Jews and death camps with the rest of the world immediately upon learning this information, it is extremely possible that many lives would have been saved. This silent reaction of the papacy began the controversy of the moral obligations of Pope Pius XII and the omissions of any reactions to the atrocities taking place.

One Life To Give Essay example -- Legal Court Essays

One Life To Give On December 9, 1981, a white Philadelphia police officer was fatally shot. On July 3, 1982, Mumia Abu-Jamal, a black man, was convicted of his murder and sentenced to death. On May 22, 1996, he received a second trial and was again convicted of the same charge. He is sentenced to die on December 2. The hours grow short until this man, who has promoted through his writings and speeches an image of himself as falsely accused, is ushered into the record books as one more name dealt justice by the American people. But who constitutes the American people? Is it a judge in a courtroom, or the thousands of people who have protested Abu-Jamal's death as the death of an innocent, an intellectual, and above all, a black man in a white man's system? The validity of the conviction has been widely questioned in the press. Stuart Taylor Jr., who covered the case for Court TV, states that Abu-Jamal "received an unfair trial, tainted by . . . flagrantly biased judging and, in all probability, police fabrication of evidence and intimidation of witnesses." However, more interesting and more important than the legal aspects of the trials is the emotional aspect, the outpouring of support for Abu-Jamal. Bill Bickel, after having recently made an extensive survey of the opinions voiced about the case, found literally hundreds of websites protesting the death sentence and only one website supporting it-created by the police officer's family. It has been pure gravy for Mumia, a wealth of public indignation for, as the organization Refuse & Resist dubs him, "an unrepentant Black political prisoner who is the voice of the voiceless." This near canonization of the man goes beyond anything which can be attributed to charisma or ... ...it can potentially undermine the only means we have to attempt to effect equal justice. The protest signs of angry crowds call for "Justice for Mumia," and in effect justice for all black people. But how can we achieve this if the very means of justice are dismantled to save one man? Works Cited Bickel, Bill. "Mumia Abu-Jamal and the Murder of Daniel Faulkner: Using the Internet to Search for the Truth." 16 Nov. 1999 <<http://crime.about.com/culture/crime/library/weekly/aa070698.html>> Davis, Angela Y, June Jordan, and Alice Walker. "The Life of a Black Man." The Nation. 15 Nov. 1999 <<http//www.thenation.com/>> Refuse and Resist. Home page. 16 Nov. 1999. <<http://mojo.calyx.net/~refuse/mumia/index.html>> Taylor Jr., Stuart. "Jamal's Last Stand." Court TV Casefiles. 11 June 1996 <<www.courttv.com/casefiles/mumia/analysis.html>> One Life To Give Essay example -- Legal Court Essays One Life To Give On December 9, 1981, a white Philadelphia police officer was fatally shot. On July 3, 1982, Mumia Abu-Jamal, a black man, was convicted of his murder and sentenced to death. On May 22, 1996, he received a second trial and was again convicted of the same charge. He is sentenced to die on December 2. The hours grow short until this man, who has promoted through his writings and speeches an image of himself as falsely accused, is ushered into the record books as one more name dealt justice by the American people. But who constitutes the American people? Is it a judge in a courtroom, or the thousands of people who have protested Abu-Jamal's death as the death of an innocent, an intellectual, and above all, a black man in a white man's system? The validity of the conviction has been widely questioned in the press. Stuart Taylor Jr., who covered the case for Court TV, states that Abu-Jamal "received an unfair trial, tainted by . . . flagrantly biased judging and, in all probability, police fabrication of evidence and intimidation of witnesses." However, more interesting and more important than the legal aspects of the trials is the emotional aspect, the outpouring of support for Abu-Jamal. Bill Bickel, after having recently made an extensive survey of the opinions voiced about the case, found literally hundreds of websites protesting the death sentence and only one website supporting it-created by the police officer's family. It has been pure gravy for Mumia, a wealth of public indignation for, as the organization Refuse & Resist dubs him, "an unrepentant Black political prisoner who is the voice of the voiceless." This near canonization of the man goes beyond anything which can be attributed to charisma or ... ...it can potentially undermine the only means we have to attempt to effect equal justice. The protest signs of angry crowds call for "Justice for Mumia," and in effect justice for all black people. But how can we achieve this if the very means of justice are dismantled to save one man? Works Cited Bickel, Bill. "Mumia Abu-Jamal and the Murder of Daniel Faulkner: Using the Internet to Search for the Truth." 16 Nov. 1999 <<http://crime.about.com/culture/crime/library/weekly/aa070698.html>> Davis, Angela Y, June Jordan, and Alice Walker. "The Life of a Black Man." The Nation. 15 Nov. 1999 <<http//www.thenation.com/>> Refuse and Resist. Home page. 16 Nov. 1999. <<http://mojo.calyx.net/~refuse/mumia/index.html>> Taylor Jr., Stuart. "Jamal's Last Stand." Court TV Casefiles. 11 June 1996 <<www.courttv.com/casefiles/mumia/analysis.html>>

Contract and United Airlines

Cardillo Travel Systems, Inc. ACT 1 Russell Smith knew why he had been summoned to the office of A. Walter Rognlien, the 74-year-old chairman of the board and chief executive officer (CEO) of Smith’s employer, Cardillo Travel Systems, Inc. Just two days earlier, Cardillo’s in-house attorney, Raymond Riley, had requested that Smith, the company’s controller, sign an affidavit regarding the nature of a transaction Rognlien had negotiated with the United Airlines.The affidavit stated that the transaction involves $203,000 payment by United Airlines to Cardillo but failed to disclose why the payment was being made or for what specific purpose the funds would be used. The affidavit included a statement indicating that Cardillo’s stockholders’ equity exceeded $3 million, a statement that Smith knew to be incorrect. Smith also knew that Cardillo was involved in a lawsuit and that court injunction issued in the case required the company to maintain stockhol ders’ equity of at least $3 million.Because of the blatant misrepresentation in the affidavit concerning Cardillo’s stockholders’ equity and a sense of uneasiness regarding United Airlines’ payment to Cardillo, Smith had refused to sign the affidavit. When Smith stepped into Rognlien’s office on that day in May 1985, he found not only Rognlien but also Riley and two other Cardillo executives. One of the other executives was Esther Lawrence, the firm’s energetic 44-year-old persistent and chief operating officer (COO) and Rognlien’s wife and confidante. Lawrence, a long-time employee, had assumed control of Cardillo’s day-to-day operations in 1948.Rognlien’s two sons by a previous marriage had left the company in the early 1980s following a power struggle with Lawrence and their father. As Smith sat waiting for the meeting to begin, his apprehension mounted. Although Cardillo had a long and proud history, in recent years the company had begun experiencing serious financial problems. Founded in 1935 and purchased in 1956 by Rognlien, Cardillo ranked as the fourth-largest company in the travel agency industry and was the first to be listed on a national stock exchange. Cardillo’s annual revenues had steadily increased after Rognlien acquired the company, approaching $100 million by 1984.Unfortunately, the company’s operating expenses had increased more rapidly. Between 1982 and 1984, Cardillo posted collective losses of nearly $1. 5 million. These poor operating results were largely due to an aggressive franchising strategy implemented by Rognlien. In 1984 alone that strategy more than doubled the number of travel agency franchises operated by Cardillo. Shortly after the meeting began, the overbearing and volatile Rognlien demanded that Smith sign the affidavit. When Smith steadfastly refused, Rognlien showed him the first page of an unsigned agreement between United Airlines and Cardill o.Rognlien then explained that the $203,000 payment was intended to cover expenses incurred by Cardillo in changing from American Airlines’ Apollo system. Although the payment was intended to reimburse Cardillo for those expenses and was refundable to United Airlines if not spent, Rognlien wanted Smith to record the payment immediately as revenue. Not surprisingly, Roglien’s suggested treatment of the United Airlines payment would allow Cardillo to meet the $3 million minimum stockholders’ equity threshold established by the court order outstanding against the company.Without hesitation, Smith informed Rognlien that recognizing the United Airlines payment as revenue would be improper. At that point, â€Å"Rognlien told Smith that he was incompetent and unprofessional because he refused to book the united payment as income. Rognlien further told Smith that Cardillo did not need a controller like Smith who would not do what was expected of him†. ACT 2 In No vember 1985, Helen Shepherd, the audit partner supervising the 1985 audit of Cardillo by Touche Ross, stumbled across information in the client’s files regarding the agreement Rognlien had negotiated with United Airlines earlier that year.When Shepherd asked her subordinates about this agreement, one of them told her of a $ 203,000 adjusting entry Cardillo had recorded in late June. That entry, which follows, had been approved by Lawrence and was apparently linked to the United Airlines-Cardillo transaction: Dr ReceivablesUnited Airlines$203,210 Cr Travel Commissions and Fees203,210 Shepherd’s subordinates had discovered the adjusting entry during their second-quarter review of Cardillo’s form 10-Q statement. When asked, Lawrence explanation without attempting to corroborate it with other audit evidence.After discussing the adjusting entry with her subordinates, Shepherd questioned Lawrence. Lawrence insisted that the adjusting entry had been properly recorded. Shepherd than requested that Lawrence asks United Airlines to provide Touch Ross with a confirmation verifying the key stipulations of the agreement with Cardillo. Shepherd’s concern regarding the adjusting entry stemmed from information she had reviewed in the client’s files that the United Airlines payment to Cardillo was refundable under certain conditions and thus not recognizable immediately as revenue.Shortly after the meeting between Shepherd and Lawrence, Walter Rognlien contacted the audit partner. Like Lawrence, Rognlien maintained that the $203,000 amount had been properly recorded as commission revenue during the second quarter. Rognlien also told Shepherd that the disputed amount, which United Airlines paid to Cardillo during the third quarter of 1985, was not refundable to United Airlines under any circumstances. After some prodding by Shepherd, Rognlien agreed to allow her to request a confirmation from United Airlines concerning certain features of the agreement.Shepherd received the requested confirmation from United Airlines on December 17, 1986. The confirmation stated that the disputed amount was refundable through 1990 if certain stipulations of the contractual agreement between the two parties were not fulfilled. After receiving the confirmation, Shepherd called Rognlien and asked him to explain the obvious difference of opinion between United Airlines and Cardillo regarding the terms of their agreement with the chairman of the board of United Airlines. â€Å"Rognlien claimed that pursuant to this confidential business arrangement, the $203,210 would never have to repaid the United.Shepherd’s conversation with Rognlien refused. In fact, as Rognlien knew, no such agreement existed. † A few days following Shepherd’s conversation with Rognlien, she advised William Kaye, Cardillo’s vice president of finance, that the $203,000 amount could not be recognized as revenue until the contractual agreement wi th United Airlines expired in 1990. Kaye refused to make the appropriate adjusting entry, explaining that Lawrence had insisted that the payment from United Airlines be credited to a revenue account. On December 30, 1958, Rognlien called Shepherd and told her that he was terminating Cardillo’s relationship with Touche Ross.In early February 1986, Cardillo filled a form 8-K statement with the Securities and Exchange Commission (SEC) notifying that agency of the company’s change in auditors. SEC regulations required Cardillo to disclose in the 8-K statement any disagreements involving accounting, auditing, or financial reporting issues with its former auditor. The 8-K, signed by Lawrence, indicated that no such disagreements preceded Cardillo’s decision to dismiss Touche Ross. SEC regulations also required Touche Ross to draft a letter commenting on the existence of any disagreements with Cardillo.This letter had to be filed as an exhibit to the 8-K statement. In touche Ross’s exhibit letter, Shepherd discussed that the improper accounting treatment given that transaction resulted in misrepresented financial statements for Cardillo for the six months ended June 30, 1985, and the nine months ended September 30, 1985. In late February 1986, Raymond Riley, Cardillo’s legal counsel, wrote Shepherd and insisted that she had misinterpreted the United Airlines-Cardillo transaction in the Touch Ross exhibit letter filed with the company’s 8-K.Riley also informed Shepherd that Cardillo would not pay the $17,500 invoice that Touche Ross had submitted to his company. This invoice was for professional services Touche Ross had rendered prior to being dismissed by Rognlien. ACT 3 On January 21, 1986, Cardillo retained KMG Main Hurdman (KMG) to replace Touche Ross as its independent audit firm. KMG soon addressed the accounting treatment Cardillo had applied to the United Airlines payment. When KMG personnel discussed the payment with Rognlien, he informed them to the alleged secret arrangement with United Airlines that superseded the written contractual agreement.According to Rognlien, the secret arrangement precluded United Airlines from demanding a refund of the $203,000 payment under any circumstances. KMG refused to accept this explanation. Roger Shlonsky, the KMG audit partner responsible for Cardillo engagement, told Rognlien that the payment would have to be recognized as revenue on a pro rata basis over the five-year period of the written contractual agreement with United Airlines. Cardillo began experiencing severe liquidity problems in early 1986. These problems worsened a few months later when a judge imposed a $685,000 judgment on Cardillo to resolve a civil suit filed against the company.Following the judge? s ruling Raymond Riley alerted Rognlien and Lawrence that the adverse judgment qualified as a â€Å"material event† and thus has to be reported to the SEC in a Form 8-K filling. In the me morandum he sent to his superiors, Riley discussed the serious implications of not disclosing the settlement to the SEC: â€Å"My primary concern by not releasing such report and information is that the officers and directors of Cardillo may be subject to violation of rule 10b-5 of the SEC rules by failing to disclose information that may be material to a potential investor. Within 10 days of receiving Riley’s memorandum, Rognlien sold 100,000 shares of Cardillo stock in the open market. Two weeks later, Lawrence issued a press release disclosing for the first time the adverse legal settlement or that Cardillo remained viable only because Rognlien had invested in the company the proceeds from the sale of the 100,000 shares of stock. Additionally, Lawrence’s press release, Roger Shlonsky met with Rognlien and Lawrence. Shlonsky informed them that the press released grossly understated Cardillo’s estimated loss for fiscal 1985. Shortly after that meeting, KMG res igned as Cardillo’s independent audit firm.EPILOGUE In May 1987, the creditors of Cardillo Travel Systems, Inc. forced the company into involuntary bankruptcy proceedings. Later that same year, the SEC concluded a lengthy investigation of the firm. The SEC found that Rognlien, Lawrence, and Kaye had violated several provisions of the federal securities laws. These violations included making false representations to outside auditors, failing to maintain accurate financial records, and failing to file prompt financial reports with the SEC, In addition, the federal agency charged Rognlien with violating the insider trading provisions of the federal securities laws.As a result of these findings, the SEC imposed permanent injunctions on each of the three individuals that prohibit them from engaging in future violations of federal securities laws. The SEC also attempted to recover from Rognlien the $237,000 he received from selling the 100,000 shares of Cardillo stock in April 1986 . In January 1989, the two parties resolved this matter when Rognlien agreed to pay the Sec $60,000

Computing Goes Green

Gregorio, Marie Grace M. INFOMAN Midterm Exam KTD, Prof. Raymond L. Ganotice PART 1: CHAPTER 5- Computing Goes Green 1. What business and social problems does data center power consumption cause? >>Problems caused by Data Center Power Consumption: BUSINESS PROBLEMSSOCIAL PROBLEMS 1. Electricity consumption doubled1. More servers, more emission of carbon footprints 2. Very high cost for cooling data centers 2. Some materials used are environmentally 3. Heat generated from the servers causes hazardous when not properly disposed equipment failure . What solutions are available for these problems? Which are the most environment-friendly? >> Solutions that are available for data center problem are: a. Use of Hydroelectric power as a source of electricity b. Replacement of copper wiring to light pulses on microprocessors c. Use of thin computers which are very basic terminal machine that consumes significantly less power than normal computers d. Server Virtualization e. Muticore Processor The most environmental-friendly solutions stated above are virtualization and the use of thin computers because both reduce power consumption. Virtualization which creates higher utilization of computer results to fewer data centers therefore electricity consumption is reduced. It is the most efficient means for a cost effective greener computing. On the other hand, the use of thin computers which are directly connected to servers consume significantly less power than normal computers. 3. What are the business benefits and cost of these solutions? >> Majority of these solutions reduces the consumption of electricity because data servers are utilized to its full capacity therefore operating cost on ata servers are reduced also. As stated in the book, cost reduction ranges from 10% to 25% with the use of new solutions. 4. Should all firms move toward green computing? Why or why not? >>Yes, all firms should embrace computing green because our mother earth is now very much destroyed with so many pollutants produced daily. Awareness on how we can lessen this is very important and one of this is computing green which in a way can minimize environmental impact and improve power efficiency.