Industry Practicum Report: Competitiveness of Regent Park Resort

This business report analyzes the competitiveness of Regent Park Resort, focusing on its operational environment within the hospitality industry. The report identifies key competitors like Hotel Supreme Sylhet and Hotel Holy Gate, highlighting their modern urban offerings compared to Regent Park's historic and nature-focused approach. It examines the resort's core competencies, including supplier advantages and market share strategies, and explores competitive service strategies such as differentiation and cost leadership. The report applies Porter's Five Forces and SWOT analyses, revealing the resort's strengths (historical development, increasing visitor numbers), weaknesses (distance from the city, competition from Airbnb), opportunities, and threats. Customer selection criteria, encompassing factors like reputation, price, and convenience, are also discussed. The report is based on the student's experience as an Assistant General Manager at Regent Park Resort, applying concepts from the Industry Practicum 2 module to analyze the resort's performance and provide recommendations for improvement.

Running head: HOTEL AND HOSPITALITY MANAGEMENT
Hotel and Hospitality Management

HOTEL AND HOSPITALITY MANAGEMENT 2
Business report
Identify the organization's competitors
There are two main competitors of Regent park resort such as hotel supreme Sylhet and hotel
holy gate. These competitors provide a differentiated experience to customers like providing
modern hotel experience in an urban atmosphere. In opposed to this, it is identified that Regent
park resort provides a historic development with nature and modern three-star resort services
(Fitzsimmons, Fitzsimmons, & Bordoloi, 2014).
Identify the organization's core competencies
It is addressed that suppliers available in dominant place can decline the margin hence regent
park resort can acquire the product at minimum costs from the organization. Along with this,
Regent resort always makes efforts for developing an effective market share for its own
(Bhavani, 2013).
Competitive service strategies
There are some competitive services strategies like differentiation, cost leadership, and focus.
Under cost leadership strategies, certain aspects are considered such as focusing on low-cost
consumers and standardized consumer services as well as, reducing networking expenses. Under
differentiation, some elements are focused on reducing personal component in service delivery
and reducing perceived uncertainties (Gürlek & Tuna, 2018).
Porter’s five forces analyses
Porter’s Five Forces Model relies on some factors such as the threat of substitutes, potential new
entrants, bargaining power of buyers and suppliers as well as, potential new entrants.
SWOT analyses

HOTEL AND HOSPITALITY MANAGEMENT 3
Regent Park resort has the benefit of living with the nature of historical development with
modern services. There is an increasing amount of visitors travel in Regent Park resort. There are
some weaknesses of Regent Park resort-like little bit distance from the main city of Sylhet as
well as, an increasing amount of rivalry. In addition, Airbnb is another weakness where an
individual can remain with more budget threat for resort firm (Bhavani, 2013).
Customer selection criteria
It is addressed that different factors can be entailed in customer selection criteria like reputation,
price, personalization, dependability, convenience, quality, and availability. It would be effective
for Regent Park Resort for influencing the bulk of consumers (Gürlek & Tuna, 2018).

HOTEL AND HOSPITALITY MANAGEMENT 4
References
Bhavani, M. (2013). Customer’s expectations of hospitality services. Journal of Management
and Science, 3(4), 16-22.
Fitzsimmons, J.A., Fitzsimmons, M.J., &Bordoloi, S.K. (2014). Service management:
operations, strategy, information technology (8th ed.). NY, McGraw-Hill/Irwin.
Gürlek, M., & Tuna, M. (2018). Reinforcing competitive advantage through green organizational
culture and green innovation. The Service Industries Journal, 38(7-8), 467-491.