New World Petaling Jaya Hotel: Operations Management Report Analysis

This report provides a detailed analysis of the operations management practices at the New World Petaling Jaya Hotel. It examines various aspects, including marketing strategies, product and service design, process flow, capacity management, and supply chain management. The report highlights the hotel's approach to customer service, its competitive strategies, and its ability to adapt to market demands. It also discusses the hotel's use of technology, its location advantages, and its efforts to meet the needs of both local and international guests. The analysis covers the hotel's operational strategies, including forecasting, pricing, and employee management. The report also evaluates the hotel's strengths and weaknesses, and identifies opportunities for improvement, such as enhancing customer experience and addressing potential challenges like traffic congestion. The report references relevant literature to support its findings and recommendations. This report is based on the assignment brief provided for the Operations Management course.

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Operations Management
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Professor’s Name
Institution
Location of Institution
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Marketing strategies
Product and Services Design and Innovation
New world Petaling Jaya hotel is managed under new world hotels and resorts outside
Kuala Berhad. The hotel building occupies twelve floors of a dual use tower that makes it easy
for the hotel to offer doorstep which are convenience to their customers. The hotel building made
it easier for easy accessibility to the business and leisure activities. The hotel’s lobby and
guestroom were created with special design by the Singapore-based Avalon collective design
with aim of attracting the guest and providing comfort zone. The hotel planned on featuring more
than three hundred guests since it had a number of guestroom and maids to offer services to their
guest. The hotel has a club suiting residence club living room to entertain the guest, offer
complementally breakfast, all day refreshment and concierge services for club residence.
Concept Generation. The hotel has a high class hotel segment to serve business class
people. The hotel planned on having well featured restaurant and a rooftop bar with experienced
professional to serve the guest. The hotel provides all type of meal especially the Chinese
delicacy since it serves all type of guest both local and internationally. The hotel has a ballroom
and a boardroom for holding meeting since the hotel held all kind of meeting and conferences
especially business clients. (Jeinie, Sharif, Saad and Nor, 2016, pg 153)
The company created an online website to market their products to their clients and
advertised the type of meal and services they offered. Through digital marketing the company
has been able to reach to a lot of customers. The hotel is located near Kuala Lumpur international
airport making it easy for the visitors to access the company facility. The company also has a
mall hence the guest can comfortably do their shopping with less movement. (Krishnan, 2017)
The hotel is located in a well-developed nation aiming to attract a number of guests from all over
the world. The hotel is favored mostly by the business travelers and planners since it has the best

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services and professional to serve them. The hotel accommodates family tours and vacation since
the company offers restaurant services and social amenities like swimming pool, playing ground,
gym and baby causal. Through the reception services, the company allowed their clients to book
for reservation for all kind of services. (Said, Ishakb and Siddiqb, 2018).
Design Funnel. The Company uses forecasting methods to set prices based on the
anticipated demand for their customers because the company has a number of hotels. The prices
offered to the customers vary depending on the facilities available to ensure they maximize
revenue. The company has a rate parity strategy for maintaining a consistent rate of products to
their customers and the hotel handle a minimum of 350 guests and each person is expected to
spend a minimum of 150 dollars. The company mostly prefers daily pricing since the process is
flexible within the desired rate of structure but for business guests the prices depends on the
number of days they are on board. The hotel is located in west Kuala Lumpur along highway
routes through klang valley to Pataling Jaya city. There a number of Jaya hotels which opened
later among the new world hotel and resorts that were located in china like the Shenyang, Foshan
and Langfang. The hotel serves their customer at any time hence the employees in the hotel
works in shift. (Hussin, 2017)
The hotel with it prime location in petaling Jaya and the hotel features like restaurant and
bar the hotel expects to accommodate up to 1000 guests hence it has made a significant
contribution to the expansion of southeast Asia. The hotel has become a highly commercial and
social destination for communities within the Klang valley. The hotel employees are said to have
a good interaction with their guests and from their records most of their clients tend to return to
the hotel. (Yoong and Lian,2019).

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The hotel was rewarded as the first to introduce the social signature with a range of
amazing amenities for their customers. The new world hotels and resort collections targets to be
triple in size in the next five years to come since their customers are pleased with the services
they offer. The pools for adults are different from that of kids and this makes both age
comfortable and confident. The guests are getting more of their money since the staffs are
friendly; the rooms are excellent and clean. The hotel has all time open buffet for the clients
hence the clients attend to their businesses without interruption.(slack, chambers and Johnston,
2010).
There are several hotels that surrounds hence improves its amenities to beat the market.
The Jaya hotel has become a strong hold to serving local market since it has a mall for shoppers
and visitors with an aim of supporting tenants and employees by creating employment
opportunities. The hotel has created a good picture to most of their clients making it easy have
partnership with different organization. (Jasmani, Ravn and van den Bosch, 2017, pg 230).
Process flow
Process Design
The hotel mostly deals with international and local visitors and so it has to ensure that the
services provided meet the customers’ needs from experienced professional. The hotel has
provided a special button through guess room telephone for the customers to enquire for services
with less motion. The concierge team of the hotel ensures they connect all their guests to an
available web site before they arrive. The web will ensure the guests have insider information
about how the hotel works. The clients can access the hotels email line to the team to help in
itinerary ahead of their visit. The hotel is near an airport center making transportation accessible

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and provide free shuttle to and from the Kuala Lumpur international airport. (Anuar and Ahmad,
2017, pg. 283)
Process Mapping. The hotel is under a competitive hotel market to ensure it revenue is
in a good turn established with great architecture and facilities and deals with engineering and
construction, property development and investment management. The engineering expertise
covers F1 racing circuits, airports dams and water supply scheme. The company audits its market
process every year so that it can manage it services and products. The company’s property
includes township, luxury home, high rise residences, industrial property and shopping mall. The
land bank of the company occupies approximately 1,006 acres in Malaysia. From the managing
director, the hotel had a significant component of paradigm integrated commercial development.
The team assessed the existing service performance on the company depending on the
customers’ comments on the service they offer. (Slack and Brandon-jones, 2018).
The company conducts market analysis in order to evaluate the business progress and the
revenue. Market analysis has supported the industry to find out the percentage of progress and
identify category of losses either because of economic downturn. The company is able to serve it
clients efficiently depending on the trend of their preference. (Brandon-Jones, Piercy and Slack,
2012, pg. 1373).
In order for the hotel to progress in the market segment it has made a commitment of
accessing their strength and weaknesses and identified available opportunities in the current
market. The company planned to reconstruct market boundaries and with research the company
has been able to recommend the best trend and provide educational seminal to their team so that
they can be educated on a better way of handling guest (Kuang, 2017, pg 83). The company has
allocated some of the resources for their survey prior before taking any action. The employees

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and the management team have been able to evaluate the customers feedback shared in the
website. (Rasiah, 2017, pg 138)
Anything Could Be Fine. For the company to be able to handle more guests as compared to
the previous period it need to be exposed to the heterogeneous market to capture more visitors.
The company planned on how to deal with the traffic jam around the area so to ensure that the
company is able to make transportation easier (Ali, 2015). With the mall, the customers opt to do
their shopping there since there are varieties of foods and products. The hotel offers ample time
to do their personal activities during their customer business trip and enjoy the available social
amenities like gym and swimming pool. (MOHAMAD, ASH'AARI, ABDULLAH, KUSIN, and
YAHAYA, 2018)
The services are occasionally updated depending on the latest information for the retail
outlets; the team ensures that the customers’ needs are fulfilled. Every room is located in the 19th
floor and the rooms are air conditioned making the guest comfortable during their stay. The team
also speaks all type of languages hence the customer can communicate efficiently with no fear of
language barrier.

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References
Ali, S.H., 2015. Ethnic relations in Malaysia: Harmony & conflict. Strategic Information and
Research Development Centre.
Anuar, M.I.N.M. and Ahmad, R., 2017. Elevated highways and its lost spaces: A review of
Kuala Lumpur? s seldom seen. Environment-Behaviour Proceedings Journal, 2(6), pp.279-291.
Hussin, N.L., 2017. TOWARDS BRANDING MALAYSIA AS AN ISLAMIC TOURISM
HUB. Journal of Hospitality and Networks, 1(1).
Brandon-Jones, A., Piercy, N. and Slack, N., 2012. Bringing teaching to life: exploring
innovative approaches to operations management education. International Journal of Operations
& Production Management, 32(12), pp.1369-1374.
Jasmani, Z., Ravn, H.P. and van den Bosch, C.C.K., 2017. The influence of small urban parks
characteristics on bird diversity: A case study of Petaling Jaya, Malaysia. Urban
ecosystems, 20(1), pp.227-243.
Jeinie, M.H., Sharif, M.S.M., Saad, M. and Nor, N.M., 2016. Food Safety and Hygiene Practice
among Hotel in Malaysia: Qualitative Approach. Environment-Behaviour Proceedings
Journal, 1(3), pp.150-155.
Krishnan, E., 2017. Relationship between reasons for outsourcing with awareness of
outsourcing in internet marketing in small and medium industry (SMI) in Petaling Jaya(Doctoral
dissertation, Universiti Pendidikan Sultan Idris).
Kuang, C.H., 2017. Factors affecting code switching: A case study of an urban family in Petaling
Jaya. Journal of Modern Languages, 12(1), pp.77-89.

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MOHAMAD, N.D., ASH'AARI, Z.H., ABDULLAH, A.M., KUSIN, F.M. and YAHAYA, N.Z.,
2018. Preliminary Analysis of Traffic-Related Pollutants Measurements in Different Petaling
Jaya Streets. EnvironmentAsia, 11(2).
Rasiah, R., 2017. Social Sciences and Knowledge in a Globalising World. Institutions and
Economies, pp.137-140.
Said, H.M., Ishakb, N.K. and Siddiqb, S., 2018. Environmental Scanning Practices of 5-Star
Hotels in Malaysia.
Slack, N., Chambers, S. and Johnston, R., 2010. Operations management. Pearson education.
Slack, N. and Brandon-Jones, A., 2018. Operations and process management: principles and
practice for strategic impact. Pearson UK.
Yoong, L.C. and Lian, S.B., 2019. Customer Engagement in Social Media and Purchase
Intentions in the Hotel Industry. INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH IN
BUSINESS AND SOCIAL SCIENCES, 9(1).