Hospitality Business Development

Running head: HOSPITALITY BUSINESS DEVELOPMENT
HOSPITALITY BUSINESS DEVELOPMENT
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1HOSPITALITY BUSINESS DEVELOPMENT
Table of Contents
Introduction...................................................................................................................3
Business positioning strategy.......................................................................................4
Existing market..........................................................................................................4
Marketing and promotion strategy............................................................................6
Service...................................................................................................................6
Price.......................................................................................................................7
Place......................................................................................................................7
Promotion..............................................................................................................8
Physical Evidence.................................................................................................8
People...................................................................................................................9
Process..................................................................................................................9
Sales techniques.....................................................................................................10
Existing capabilities.................................................................................................10
Basis of existing competitive advantage.................................................................11
Existing competition................................................................................................11
Existing and future development strategy..................................................................12
Existing growth strategy..........................................................................................12
Existing operating model.........................................................................................14
Recommendations regarding future development directions.................................15
References.................................................................................................................17

2HOSPITALITY BUSINESS DEVELOPMENT
Introduction
As opined by Jones, Hillier and Comfort (2016), the hospitality industry over
the years had emerged as one of the most important industries of the world on the
score of the contribution that it makes towards the economy, environment and the
society of the different nations. González-Rodríguez et al. (2018) are of the viewpoint
that the hospitality industry had become an important cog of the economic wheel of
the different nations of the world and as a matter of fact the net revenue generated
by the hospitality industry on a global basis in 2017 was more than $7.61 trillion.
However, it is seen that the different firms associated with the concerned industry
need to take into account different aspects like the operations management process
by it, the geographical area in which it is operational, the customer base or target
market that it is focusing on, the nature of services that it offers to the guests and
others (Martinez-Martinez et al., 2018). In this paper, I have selected the hotel “Pan
Pacific Singapore” for the purpose of the analysis of the business strategy used by
the firms associated with the hospitality industry.
Pan Pacific Singapore, operational under the name of “Pan Pacific Hotels and
Resorts” and located in Marina Centre, Singapore is one of the largest and most
famous hotels of the nation of Singapore (Panpacific.com, 2019). As a matter of fact,
the concerned hotel is one of the very few modernist hotels in Singapore which had
been designed taking into account the precepts of modern architecture and boasts of
35 floors, a modern atrium, around 790 rooms or suites and others (Panpacific.com,
2019). More importantly, in order to offer effective hospitality services to the guests,
the concerned hotel over the years have evolved a unique operations management
wherein the different backspace and onstage activities have synchronised to offer
the best quality services to the guests (Davey et al., 2017). In addition to this, it is

3HOSPITALITY BUSINESS DEVELOPMENT
seen that the hotel takes the help of different kinds of innovative technologies like
internet of things, electronic key and others to enhance the experience of the guests.
The hotel primarily focuses on the customers from the working-class background
who normally take the help of hospitality services while they are on tour for business
and leisure purposes (Jackson, 2016). The resultant effect of this is that the
concerned hotel follows a premium pricing policy. More importantly, along with the
lodging services, the concerned hotel also offers different other services like food
and beverage, spa, entertainment services, social and business events and others to
enhance the experience of the guests (Sing, 2018). Thus, I would say that it is the
effective synchronisation of all these aspects that had enabled the hotel to gain a
significant amount of success over the years and become one of the most well-
known hotels of Singapore.
Business positioning strategy
Existing market
The net revenue generated by the hospitality industry of Singapore for the
year 2019 was US$421m and out of this more than $16.4m was contributed by the
Pan Pacific Singapore (Statista.com, 2019). The below given figure offers an
overview of the financial performance of the Singaporean hospitality industry-