Property Portfolio Analysis of Pullman and Ibis Budget Fawker Hotel

This report provides a property portfolio analysis of Pullman and Ibis Budget Fawker Hotel, which are the upper scale and budget scale brand of Accor. The report compares the facilities, services, room rates, revenue streams, housekeeping functions, food and beverage outlets, and other supplementary services provided by both hotels. The report concludes that Pullman provides better quality services than Ibis budget Fawker and earns good income by targeting higher income segment and Ibis covers more of middle income group along with tourists.

R AD otels perations ManagementUNNING HE : H O 0
otel perations ManagementH O

otel perations ManagementH O 1
Contents
Introduction................................................................................................................................1
Property portfolio analysis of Pullman and Ibis budget Fawker hotel.......................................1
Provided facilities...................................................................................................................1
Services available...................................................................................................................1
Room rates..............................................................................................................................2
Revenue streams.....................................................................................................................2
Housekeeping functions.........................................................................................................2
Food and beverage outlets......................................................................................................3
Other supplementary services.................................................................................................3
Conclusion..................................................................................................................................3
References..................................................................................................................................4

otel perations ManagementH O 2
Introduction
Accor hotel is a French multinational hospitality company which owns, manages and
franchises hotels and resorts. This report comprises the property portfolio analysis of the
upper scale and budget scale brand of Accor. Pullman is a 5 star hotel and Ibis budget fawker
is a 2.5 star hotel are taken for the property portfolio analysis.
Property portfolio analysis of Pullman and Ibis budget Fawker hotel
Pullman can be found anywhere in Australia. The 11 hotels of Pullman provide immediate
access to the urban and natural wonders of the Australia. The hotel provides the top quality
services and facilities. The Pullman, Melbourne is located 24 kilometres from the airport. The
views of the Fitzroy gardens can be enjoyed from the hotel.
Ibis budget Fawkner is a simply furnished budget accommodation. It provides 103 newly
renovated rooms and onsite car parking. The AC rooms in the hotel features a flat screen TV
and a private bathroom. The hotel serves breakfast daily and the guests have access to the
shared kitchen. The hotel is close to the transport, restaurants, shopping and it is just fifteen
minutes away from the airport (Ogle, Lamb & Fanning, 2018). This hotel is the ideal choice
for the budget conscious travellers, those looking for the hotels in the Melbourne. Both
Pullman and Ibis budget hotel are compared on the basis of the differences given below:
Provided facilities: Pullman provides top quality facilities like Wi-Fi in rooms, high
definition TV with a wide variety of channels and free movies on demand. The hotel also
provides chargeable high speed internet in the rooms. It enables room with minibar, wide
working desk, extra bed for child, safe deposit box and 24 hours room service. Pullman also
provides key card operated door locks and recreation activities like spa (Luo & Qu, 2016).
The facility is also provided for the disabled guests. The hotel provides deadbolts and lockin
rooms. The amenities are also provided for the meetings and the seminars. In the comparison,
Ibis budget provides basic facilities like laundry services, refrigerator, breakfast availability,
24 hours reception service and smoke free property. The dryer and tea/coffee maker are also
provided (Lamminmaki, 2011).
Services available: Pullman offers five star rooms with modern designing, large bathrooms
and wireless internet. The hotel provides services like parking, baby sitting on request,
business services and dry-cleaning services. There are various options of the parking are

otel perations ManagementH O 3
well-lit parking, private indoor and outdoor parking, bus/coach parking area and public
indoor parking. The business services include self-service business centre, safe deposit box at
reception, fax machine and copy/print service. Whereas Ibis budget Fawker provides services
like vending machine, laundry, luggage storage, fax/photocopying, shared kitchen, free Wi-Fi
and private parking. The hotel provides basic room amenities such as fridge electric kettles,
wireless internet and flat screen TVs (Nimri, Patiar & Kensbock, 2017).
Room rates: The room rates of Pullman hotel starts from AUD $295 per night. It features
extremely spacious rooms. The hotel provides superior rooms with king size bed. The rooms
are enabled with spa bath facility and balcony overlooking good scenarios. The rooms can be
booked at the hotel website and other travel websites. There is major difference in the room
rates of Pullman and Ibis budget Fawker (McPhail, et. al. 2015)The rates of Ibis budget are
comparatively less enough than the Pullman hotel. The rates of the Ibis budget start from $60
per night. The hotel provides the simply furnished rooms with all the basic amenities. The
booking can be done on the websites like trivago, booking.com and on the websites of the
hotel. The hotel provides the accessibility to the guests at the nominal prices (Davidson, Timo
& Wang, 2010). The middle and lower class of people prefer to avail services of Ibis budget.
Revenue streams: The Pullman hotel has revenue streams like bar, restaurant and hotel. The
hotel generates higher income from the hotel segment as it offers five star rooms only. The
hotel has indigenous customers who are capable to pay higher charges for the services
provided by the hotel. There is Bacar restaurant and bar at Pullman which generates revenue
other than the hotel (Zhang, Ye & Law, 2011). The restaurant charges higher prices for the
dishes. The hotel also generates revenue from a segment where it provides membership to the
loyal customers. Such customers pay a monthly or annual fees to the hotel for using it’s
services such as spa, space for the functions and the meetings. Whereas the Ibis budget
Fawker generates has limited source of revenue when it is compared to the Pullman Hotel.
The Ibis hotel basically generates income from it’s hotel segments only (Li, et. al. 2015). The
rates of the room are economical and they are usually occupied. It rarely happens when the
rooms are found unoccupied. The hotel is capable enough to generate revenue from the
rooms.
Housekeeping functions: There are wide functions of housekeeping at the Pullman hotel.
The housekeeping is a 24*7 operation which includes making beds, arranging bad sheets,
towels and the linen required. They are also liable to provide extra pillows and blankets. The

otel perations ManagementH O 4
housekeeping department is responsible for the cleaning of the rooms and providing all the
basic essentials required to the guests. The basic functions of the housekeeping are same in
both Pullman hotels and Ibis budget hotel. The housekeeping department is responsible of
cleaning at hotel. The department takes charge of providing bathroom essentials at Ibis
budget hotel (Cvelbar, Grün & Dolnicar, 2017). The department also undertakes laundry
facilities such as dry-cleaning and ironing.
Food and beverage outlets: Pullman hotel has restaurant and bar named Bacar. The hotel
makes available food to the guests anytime or they can have meal at the restaurant. The
guests are provided five star service and quality in food. The hotel and it’s food outlets has
highly professional cooks who have gained expertise in cooking. There is no bar and
restaurant at Ibis budget Fawker. It provides just breakfast to the customers (Patiar & Mia,
2015). If customers want to have meal other than breakfast then they can have from the
various options of the restaurants around the hotel.
Other supplementary services: The supplementary services provided by Pullman are
currency exchange and safety. The safety services include fire safety, 24 hour security staff,
smoke extractors, video surveillance and break glass emergency phone and smoke alarm in
the public areas. The Pullman provides the connectivity lounge powered by the Microsoft.
The guests can work at computers in the connectivity lounge. They can read emails, print
documents and can stay in contact with family and friends (Bolfing & Cadotte, 2015). The
supplementary services provided by the Ibis budget hotel are quite different than the Pullman
hotel. The Pullman hotel provides comparatively more supplementary services. It provides
LCD smart TV along with the comfortable space. The hotel provides magazines and
newspapers to the customers (Williams & Hall, 2000). The hotel provides the additional
service to the customers on their demand. The hotel charges prime charges from such
customers as they are willing to pay.
Conclusion
Pullman hotel and Ibis budget Fawker are under the group of Accor. Both the hotels provide
the efficient services. But when both the hotels are compared with each other then the
difference is found in quality. Pullman hotel provides better quality services than the Ibis
budget Fawker. The Pullman hotel earns good income by targeting higher income segment
and Ibis covers more of middle income group along with tourists.

otel perations ManagementH O 5
References
Bolfing, C.P. and Cadotte, E.R., 2015. How Useful are Customer Satisfaction Processes for
Hotel Industry Positioning Strategies?. In Proceedings of the 1988 Academy of Marketing
Science (AMS) Annual Conference (pp. 82-86). Springer, Cham.
Cvelbar, L.K., Grün, B. and Dolnicar, S., 2017. Which hotel guest segments reuse towels?
Selling sustainable tourism services through target marketing. Journal of Sustainable
Tourism, 25(7), pp.921-934.
Luo, Z. and Qu, H., 2016. Guest-defined hotel service quality and its impacts on guest
loyalty. Journal of Quality Assurance in Hospitality & Tourism, 17(3), pp.311-332.
Ogle, A., Lamb, D. and Fanning, S., 2018. Are we China ready? A study of Western
Australian hotels and Chinese tourists’ appetites. In Food, Wine and China (pp. 151-175).
Routledge.
Patiar, A. and Mia, L., 2015. Drivers of hotel departments' performance: evidence from
Australia. Journal of Human Resources in Hospitality & Tourism, 14(3), pp.316-337.
Williams, A.M. and Hall, C.M., 2000. Tourism and migration: new relationships between
production and consumption. Tourism geographies, 2(1), pp.5-27.
Li, G., Law, R., Vu, H.Q., Rong, J. and Zhao, X.R., 2015. Identifying emerging hotel
preferences using Emerging Pattern Mining technique. Tourism management, 46, pp.311-
321.
Zhang, Z., Ye, Q. and Law, R., 2011. Determinants of hotel room price: An exploration of
travelers' hierarchy of accommodation needs. International Journal of Contemporary
Hospitality Management, 23(7), pp.972-981.
Davidson, M.C., Timo, N. and Wang, Y., 2010. How much does labour turnover cost? A case
study of Australian four-and five-star hotels. International Journal of Contemporary
Hospitality Management, 22(4), pp.451-466.
Nimri, R., Patiar, A. and Kensbock, S., 2017. A green step forward: Eliciting consumers'
purchasing decisions regarding green hotel accommodation in Australia. Journal of
Hospitality and Tourism Management, 33, pp.43-50.

otel perations ManagementH O 6
McPhail, R., Patiar, A., Herington, C., Creed, P. and Davidson, M., 2015. Development and
initial validation of a hospitality employees’ job satisfaction index: Evidence from
Australia. International Journal of Contemporary Hospitality Management, 27(8), pp.1814-
1838.
Lamminmaki, D., 2011. An examination of factors motivating hotel
outsourcing. International Journal of Hospitality Management, 30(4), pp.963-973.