Sofitel Metropole Hanoi PDF

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TRAN DANG BAO TRAM _ 10190651

A. INTRODUCTION
COVID 19 is now taking place, and it has a significant impact on sectors in Vietnam,
particularly the hotel business. The Sofitel Metropole Hanoi is the country's most luxurious hotel,
yet it can't escape the devastating effects of COVID 19.
This study will be divided into three sections. PESTLE is used in the first part, and the
5-Forces model is used in the second half to highlight the difficulties and possibilities of the
external environment that influence Metropole Hanoi and its industry before and after COVID.
Finally, a SWOT analysis table will aid in the development of existing short-term plans by
examining the present situation's strengths, weaknesses, opportunities, and challenges in order
to assist stabilize Metropole Hanoi through this economic downturn.

B. MAJOR FINDINGS
I. PESTLE
A PESTLE analysis is a framework for analyzing the external factors that influence a
business. It provides people managers with information about the external factors affecting
their business (CIPD, 2020). Three key factors in PESTLE will be mentioned below to assess
the positive or negative impacts on Sofitel Metropole Hanoi and identify future opportunities
and threats to Metropole Hanoi and its industry.
1. Political
a, Government stability and related changes
Vietnam is a one-party state ruled by the Communist Party of Vietnam (CPV),
providing crucial guidance and deciding on all domestic and international affairs (Oversea
Business Risk – Vietnam, 2021). Furthermore, the CPV established a political system that
was governed by the Party.
According to Global Indexes of Vision of Humanity (2020), the index ranked Vietnam
51st in terms of social safety and domain security, which assesses a country's level of
harmony or conflict, mentioning low levels of criminality, negligible terrorist activity and violent
demonstrations, as well as a political stability scene.
Business activities of hotels are associated with human activities in terms of
accommodation, rest, entertainment and so on. Therefore, ensuring political security, social
safety for guests and business activities of the hotel plays a vital role. This requirement can
only be fulfilled under the conditions of a stable and healthy development of the politics of a
country. Therefore, political stability was ranked 3rd among the important factors in the
development of the tourism industry in Vietnam (Ha Long, Van Diep, Ngoc Minh, 2020).
Thus, in 2019, Hanoi's tourism was the most developed ever, welcoming nearly 29 million
visitors, including more than 7 million international visitors (up 17% compared to 2018) (Tong
Cuc Du Lich, 2019). Therefore, in 2019, both revenue and profit of Metropole Hanoi
increased to VND 1,085.2 billion and VND 295.8 billion, respectively (Vietnam News, 2019).
In conclusion, political stability is always a great strength of Vietnam compared to
other countries in the world as well as in the region in developing the tourism industry,
including hotels industry.

b, Government involvement in trade unions and agreements
International integration has always been a major and consistent policy of the Party
and State. Since the 11th National Congress, the Party has determined a comprehensive
integration policy (Department of Science and Technology, n.d.).
Vietnam's process of international economic integration has been accelerated and
taken to a higher level by joining regional and world economic and trade organizations,
signing multilateral economic cooperation agreements (Ministry of Industry and Trade, 2019).
In addition, Vietnam has established diplomatic relations with more than 160 countries and
70 territories, expanding trade relations, exporting goods to over 230 markets of countries
and territories, signing over 90 bilateral trade agreements (Ministry of Industry and Trade,
2019).
Governments have carried out many trade policy reforms towards becoming more
transparent and in line with international commitments and practices (Central Theoretical
Council, n.d.). Accompanying that is political stability in Vietnam, almost no conflicts and
terrorism. This can also be an advantage to increase reliability and peace of mind for
investors when pouring money into a country with great potential for development as well as
a stable political situation. Therefore, the promotion of international trade activities in Vietnam
has been increasingly growing. That has created a wave of investment in Vietnam more and
more from neighboring countries such as: Thailand, China, Japan, Korea and so on as well
as countries with extremely developed economies such as USA, UK, India (Department of
Science and Technology, n.d.). As a result, Vietnam has not only received a large amount of
investment money from partner countries but also increases the demand for accommodation
since foreign experts come to Vietnam to participate in research and investment.
Experts as well as senior staff from other countries will tend to reside at Metropole
Hanoi since in addition to the ancient French architecture and amenities of a 5-star hotel
belonging to the world's leading Accor group. The location of Metropole Hanoi is also
extremely convenient for business purposes because the hotel is very close to government
agencies, luxury buildings with many representatives of domestic and foreign corporate
offices, international banks and domestic banks. Therefore, this “golden” location will be a
plus point that makes Metropole always attract senior staff and project investment team
members in Vietnam, especially Hanoi.

In short, government stability as well as government involvement in trade unions and
agreeements will be a strength of Vietnam in the growth hotel industry, including the
development of the Metropole Hanoi.
2. Econimics
a, Country
 GDP
The Covid-19 has developed in a convoluted manner, disturbing the socioeconomic
activity of countries all over the world. Natural catastrophes and diseases have had a
substantial influence on domestic economic activity and people's lives, with high
unemployment and underemployment rates. However, by implementing radical and effective
remedies to complement the dual purpose of " prevent pandemic simultaneously with and
develop socio-economic", Vietnam's GDP increased by 2.91%. Although it was the lowest
increase in the recent decade, but in the context of the complicated development of the
COVID-19 epidemic, the statistics agency assessed that it was a great success and belongs
to the group of the highest economic growth in the world (Tong Cuc Thong Ke, 2020).
Figure 1: GDP growth rate in the period 2011-2020 (gso.gov.vn)
Moreover, the one-party mechanism has proved its preeminence through the
results of the prevention and response to the Covid-19 epidemic and the maintenance of
non-negative economic growth. Along with effective anti-epidemic policies and a stable
economy, in the context of the world tourism industry struggling and almost closing, the
number of domestic tourists in Vietnam reached 56 million, accounting for nearly 66% of
domestic visitors in 2019 (Tong Cuc Du Lich, 2020). In addition, many local tourists cannot

travel abroad, they chose tourist destinations in Hanoi and stay at Sofitel Metropole.
Therefore, the number of local tourists coming to Metropole Hanoi also increased
significantly, accounting for 70% (Hai Yen, 2020). This is also a signal reflecting the
effectiveness of the stimulus program implementation of the tourism as well as the hotel
industry.
In short, the deterioration of Vietnam's economy as a result of COVID-19 has had
a significant impact on hospitality industry, particularly Metropole Hanoi. Therefore, hotels in
Vietnam as well as Metropole have stimulated domestic tourists. At Metropole, in addition to
offering attractive incentives to attract domesic tourists, the hotel has facilitated high-end
organizations to rent meeting rooms, conference rooms or a place to organize events such
as fashion shows, or launching ceremony of new Vespa line and so on… to ensure
employees reduce unemployment during the pandemic.
 Unemployment rate
According to General Statistics Office (2020), the labor force aged 15 and over
was 54.6 million people, down 1.2 million people compared to the previous year. According
to the General Manager at Metropole, there were more than 650 employees at Metropole
Hanoi in 2019. Due to the influence of Covid 19, the remaining number of employees is just
over 400 (it means the hotel cut more than 200 employees after Covid).
COVID 19 has a significant influence on Vietnam, which is a tremendous
transformation. As a result, now is the moment to recuperate from COVID 19, hotels in
Vietnam, especially Metropole, have applied many attractive incentive programs to stimulate
the domestic tourism demand of Vietnamese people that helps Metropole to reduce the
burden that Covid 19 has left.
 CPI
In general, average CPI in 9 months of 2020 increased by 3.51% compared to the
average of the same period in 2019 (General Statistics Office, 2020). According to the year-
end report of the General Statistics Office (2020), due to the border closure to prevent Covid-
19, international visitors to Vietnam only reached about 3.7 million arrivals, down 79.5%
compared to 2019 ; domestic tourists reached 56 million arrivals, down 34.1%; total tourism
revenue reached 312 trillion VND, down 58.7% - a decrease equivalent to 19 billion USD.
Due to the Covid 19, the CPI for the culture, entertainment, and tourist sector fell by 0.2%
(SSI, 2020). Vietnam's CPI, on the other hand, has begun to gradually rise (from 102.89 in
August 2020 to 103.11) (Tradingeconomics.com, 2020).

This is a chance for the tourist and hospitality industries, notably Metropole
Hanoi, to accelerate domestic tourism growth in order to swiftly regain the pre-COVID status
and be ready to exploit as planned.On the other hand, Metropole Hanoi should also have
plans to prepare in advance because the CPI is increasing while the epidemic is almost over
and when COVID is over, it may cause inflation.
Hotels in Vietnam, including Metropole Hanoi, on the other hand, should have
contingency measures in place since the CPI is rising as the outbreak draws to a close, and
COVID may trigger inflation once the pandemic is ended.
b, Market
Oligopoly is a market structure in which only a few enterprises can prevent the others
from exerting considerable influence. The concentration ratio is a metric that gauges the
largest companies' market share (investopedia.com). Asia accounting for 66.3% of share is
AccorHotels’ top market. In the region, Vietnam is the biggest market of the brand with
growth rate at over 19 per cent year over year (Hoai An, 2018). Therefore, the market
structure of Metropole is Obligopoly.
All firms' products are categorized into two categories of demand elasticity: elastic and
inelastic. According to William Haandrikman, Metropole consistently provides guests with
luxurious experiences, resulting in a huge number of loyal customers and a position as the
top option among 5-star hotels. As a result, one of the reasons Metropole seldom alters its
product prices to attract new clients and compete other hotels in the same market category.
Being inelastic had a positive impact on Metropole when it reached 34 million dollars and
continued to grow gradually throughout the years.
Price makers have pricing power and may affect the market price. Price makers can
be found in markets that are not totally competitive, such as monopolies or oligopolies
(CFI,n.d.). Therefore, Metropole Hanoi is price maker. For instance, Metropole requires that
its suppliers supply distinctive wines that can only be found at this hotel. As a result,
Metropole will have total control over the pricing of premium wines and bar services in their
hotel, without having to depreciate or compete with other hotels.
Metropole gets to calculate the output pricing of distinct wines based on their input
costs as a price maker, with the goal of profit maximization. However, when they recognize
that marginal income exceeds marginal cost, they will raise the price. Spending a significant
amount of money on special items not only maximizes profits for those items, but it also
increases revenue for other services since clients who taste unusual premium wines learn
more about the hotel and want to utilize related services.

c, Industry
 5 Forces
M. Porter developed a 5-force model in 1979 to identify the five primary competitive
forces that impact an industry, which will be mentioned in Appendix. The five forces of the
hotel sector will be explained below, along with findings on Metropole Hanoi's profit
prospects.
Threat of new entrants: Low
To build a hotel that meets 5-star standards requires a large amount of capital,
estimated from tens to hundreds of millions of dollars, including the cost of construction,
design, staff training and so on. This puts newcomers at a disadvantage. According to the
criteria for 5-star hotel standards of the General Department of Tourism, the hotel's location
is convenient, easy to access, the landscape environment is hygienic and safe. Architectural
design is suitable for business requirements, service areas are arranged reasonably and
conveniently. However, it's becoming more difficult to find land for hotels and resorts in
strategic locations today. The availability of project finance has decreased the hotel industry's
entrance barriers to a degree. In addition, positioning and distinctiveness are major entry
barriers. Metropole Hanoi was built in 1901. With a rich history, unique architectural beauty,
luxury and classic romance, Metropole Hanoi is a place frequently chosen as the venue for
major events, meeting and resting places of many tourists, politicians and famous
personalities when arriving in the land of thousand years of civilization. Therefore, the hotel
industry in Vietnam is a high entry barrier industry.
Bargaining power of suppliers: Moderately low
The capacity of suppliers to raise enterprises' input pricing has a direct impact on
firm’s profit (Jurevicius, 2020).
In the hotel industry, there is a high demand for improved worldwide information and
booking capabilities (Kotler et al., 1998). However, the only supplier that can exercise power
over any company will be labor and experienced trained staff, which is in great demand in the
hospitality industry worldwide. In comparison to other industries, Metropole Hanoi is not
considerably influenced by their suppliers' negotiating power, and they face minimal levels of
indirect competitive pressure from this source. Metropole will need to retain a consistent cost
advantage over possible rivals in important groupings in order to continue a long-term
business plan (David Cheng, n.d.).
Bargaining power of buyers: High

Metropole's target market is high-end clientele, who accounts for 10% of the
Vietnamese population. Before the Covid 19 pandemic, customers at Metropole were mainly
foreigners, accounting for about 70% (Quoc Minh, 2020). Therefore, it is clear to see how
Metropole consumers have a lot of power when there are a lot of options but a small
customer segnment. Furthermore, because Metropole's price is comparable to that of its
rivals, consumers will just have to pay a small fee to move hotels, posing a challenge for
Metropole to develop appropriate strategies and investment plans to retain current clients
while also meeting the demands of new consumers.
Threat of substitutes: High
Substitute challenges to the hotel sector were few and far between in the past.
However, as technology advances, inventive disruptions have proven to be quite a problem
for hoteliers. Substitutions such as Airbnb, which began in 2008, temporary lodging/ housing,
homestays or Booking.com, Traveloka and many more may have an influence on hotel room
demand. In addition, the 2019 COVID pandemic has spawned a brand-new COVID-
replacement product: video conferencing. People and many businesses have turned to
meeting in a virtual arena instead of face-to-face conferences and meetings, removing the
need for travel and accommodation reservations, which put a significant pressure on many
hotels across the country, including Metropole Hanoi. During Covid 19 pandemic, the number
of international tourist as well as senior staff in different countries decreased by 80%
compared to 2019 (Quoc Minh, 2020). Therefore, the thread of substitutes is a challenge for
the hotel industry, especially Sofitel Metropole Hanoi.
Rivalry among existing competitors: Moderately high
In Vietnam’s hotel industry, the hotel industry is a fragmented industry, so there is a
relatively high level of competition here. The number of current hotels nationwide is very
large. There are around 2000 standard hotels in total "star", in which the number of 5-star
hotels is 40 hotels, the number of 3-star and 4-star hotels is up to several hundred (Ha
Giang, 2019). The number of businesses involved in the hotel business is very large. In
addition to the world's large corporations specializing in hotel management and operation
such as: Hilton, Kingdom Hotels, Sheraton, JW Marriot and Intercontinental (they are all
rivals of Metro in the luxury hotel business), there are also longstanding participations from
companies previously owned by the state (Kim Lien hotel, Union hotel, Majestic Ho Chi
Minh…), and other companies. In addition, the pressure from price reduction is even higher
in the 5-star class. Because today's clients frequently utilize internet booking, it is simple to

compare hotel rates, and a single inexpensive hotel might spark a bargain race in the market.
Therefore, the rivalry among existing competitors is moderately high.
 Strategies
According to Woodruff (2018), lowest cost strategy, product differentiation strategy,
focus strategy, and fast reaction strategy are Porter's four company strategies. The hotel has
hosted many famous stars from across the world, as well as other key government visitors,
as part of its distinguishing strategy. Although Metropole's hotel charges are quite costly, they
do not adjust pricing since they target high-income consumers. In exchange, they give guests
with the most luxury service quality. On the other hand, as technology advances, so does
competition in the hotel sector, and Metropole Hanoi demonstrates its rapid reaction
campaign by adjusting its approach to stay up with the trend. By implementing new technical
devices, the hotel has changed its approach. Furthermore, many customers use the hotel's
website to gather information, so investing in a comprehensive website is another way to
assist Metropole in developing a customer-centric strategy. Hotel review platforms like
Booking.com, Airbnb, and similar apps assist Metropole retain clients by providing actual
feedback from visitors who have utilized the hotel's services. They may categorize customers
and save consumer requests and comments based on these feedbacks, and then develop
relevant improvements based on them.
 Value chain
A value chain analysis is a visual representation of a company's commercial
operations to identify how it might gain a competitive edge. It assists a business in
determining how it adds value to something and, as a result, how it may sell its product or
service for more than the cost of adding value, resulting in a profit margin (Juenl, n.d.)
a, Primary activities
Marketing & Sales
Since the Metropole Hanoi is a well-known and historic hotel in Vietnam, it does not
cost a lot of money to invest in promotion and marketing to boost sales. The hotel mostly
uses websites and social media platforms such as Facebook to disseminate marketing
material and to facilitate online bookings. In addition, the hotel provides several incentives for
loyal customers. Many competent people handle the Sofitel Legend Metropole Hanoi's
marketing and sales department, which contributes to the hotel's market development.
Service
Since Metropole Hanoi continually enhance the quality of service as well as set the
demands of customers as the objective and satisfy them, this hotel is consistently ranked as

one of the greatest and most luxury hotels in the world. In addition, this hotel has participated
in social initiatives through the years to demonstrate their commitment to the advancement of
society. Charity is one of the hotel's yearly customary activities, according to General
Director of Metropole Hanoi Hotel, they always attempt to give to society (Kieu Trang, n.d.).
b, Support activities
Human Resource Management
Metropole Hanoi's human resources department is crucial to the company's growth.
The hotel employs up to 600 workers and requires English communication skills, job
experience, professionalism, agility, and energy (Quoc Tuan, n.d.). The hotel's sales staff is
the first to have access to information when planning a major welcome event, followed by the
General Manager, the marketing team, and other departments (Hai Yen, 2020). Metropole
Hanoi has become a symbol of perfection thanks to its stringent and well-organized human
resource management.
Technology development
Metropole Hanoi has used technology in the management process as well as
enhanced equipment to better serve consumers in order to achieve its aim of continual
development. Metropole has integrated mobile booking applications and installed
sophisticated sound systems across the hotel group. At the same time, each room includes
an iPad and the hotel offers a free internet system. In addition, instead of using a standard
key, switch to a smart lock that can be unlocked with a phone (Hai Yen, 2020).
3. Social Cultural
 Demographic environment
Vietnam is witnessing rapid changes in population and social structure. Vietnam's
population has grown to 97.3 million in 2020 (from about 60 million in 1986) and population
growth rate is 1.14% (World Bank, 2020). According to World Bank (2018), with the age of 15
and above, literacy rate reached 95%. However, the population is aging rapidly. A growing
middle class – now 13% of the population in 2020 (Vietnam Overview, 2020).
From the above data, Vietnam is currently on the path of development in all aspects,
the education level of the people has also been enhanced, and the material and spiritual life
has been improved. So these are positive factors that can boost tourism demand. Therefore,
domestic tourists in January 2020 (before the pandemic) reached 7.3 million, up 11% (Trang
Linh, 2020).
In addition to the above opportunities, the growing aging population in Vietnam is a
big challenge for the service industry. In general, the service industry requires a young,

dynamic, and highly knowledgeable workforce. Therefore, if this situation continues, the
hospitality industry will face the risk of a shortage of young, high-quality workers in the future.
In addition, young people will have to bear the social benefit. Therefore, the government
encourages citizens to get married before the age of 30 to reduce the burden of the aging
population and avoid future shortage of young workers
II. SWOT
Strengths
1. Metropole Hanoi has a unique
feature of ancient French
architecture and leading brand of
luxury hotel in Hanoi
2. Having a big number of loyal
consumers, as well as an
increasing number of new
domestic clients.
3. Investment capital for Metropole is
very large
4. Provide high-quality services and
goods that are one-of-a-kind.
5. There are potential suppliers
Weaknesses
1. On booking websites, there
is not much competition.
2. The price is too high, not
suitable for the income of
the majority of Vietnamese
people
3. It is heavily dependent on
the quantity of consumers
as a secondary product.
Opportunities
1. Stable political environment,
creating peace of mind for
tourists.
2. Vietnam's inflation rate and
GDP are slowly recovering
following the first wave of
Covid-19 in early 2020.
3. Customer demand inelasticity
and being a price maker in the
hotel industry
4. The high-end hotel sector has a
limited entrance point
SO Strategies
1. Strengthen the hotel's market position
and demonstrate its value to Vietnam
in order to attract additional
government and foreign investment
(S1,S3,O1,)
2. Develop tactics to attract more guests,
such as putting Vietnamese dishes on
the hotel's menu while upgrading it to
suit the taste of foreign visitors. (S2,
O2)
3. Locate viable, high-quality providers in
WO Strategies
1. Develop additional marketing
methods, such as social media
and own websites, or provide
the finest customer experience
possible, and consumers will
provide a lot of positive
feedback, which will have a
positive influence on word-of-
mouth marketing. (W1,O5)
2. Prices will remain conventional,

5. Information technology, science
and technology development
create conditions for the hotel
to reach more customers,
improve service quality.
order to carry out the strategy to
improve custodial security and safety
(S5, O5)
but there will be several
incentives, particularly during
the tourist season, such as free
one of three main meals or
incentives for additional
services (W2,O3).
Threats
1. Mid-range hotels pose a
significant threat of subtitution.
2. During the Covid-19 season,
the import of items or materials
is limited.
3. Tourism is slowed by the Covid
19 because of social distancing.
ST Strategies
1. Customers will not be able to find
these unique things in mid-range
hotels, highlighting and reaffirming the
business's service quality and
customer care is entirely worth the
price (S1,S4,T1)
2. Switch to domestic providers and
collaborate with them (S3,T2)
WT Strategies
1. Instead of using generic
booking portals, invest in
additional photographs and
information on the official
website (W1,T1)
2. Finding additional quality
investors in Vietnam can both
explore discounting items at
the hotel because native
pricing will almost certainly be
less expensive than imports
and suppliers will be easier to
exchange with (W2,T2)
3. Concentrate on business and
increase investment in
restaurants and bars; these two
services are more profitable
than room service during the
Covid-19 season since more
customers utilize them (W3,T3)
To be successful and maintain a firm presence in the hotel sector, each company must
devise effective tactics. Metropole Hanoi has developed growth methods such as putting
customers first, continually innovating, and treating staff well, based on natural capabilities

and imminent prospects. In addition, developing a strategy to become the premier hotel in a
5-star hotel chain in Vietnam has made a significant difference. Metropole Hanoi provides
high-quality services and goods at a reasonable price for travellers. In addition, the hotel
provides ways to strengthen deficiencies in order to decrease hazards. Customers are
always put first, and all reasonable customer requests are met. Finally, Metropole has a great
employee treatment strategy, which will assist workers feel more content with their work and
provide better service to consumers.

C. CONCLUSION
In summary, the PESTLE, 5-Forces, and SWOT methods have been used to study the
surroundings of Metropole Hanoi and the hotel industry, as well as provide precise strategies
for hospitality hotel in the immediate future to help stabilize the economy in times of crisis
due to COVID 19. Furthermore, based on the research, Metropole Hanoi and its industry will
almost certainly recover swiftly once COVID 19 ends, and they will have tremendous
potential to thrive in the future.

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APPENDIX
Figure 1: Vietnam’s GDP index from 2011 - 2020