Vocational Hotel: Leadership Management, Strategic Business Review

This report provides a comprehensive review and evaluation of Vocational Hotel's strategic, business, and operational plans. It analyzes the existing mission, vision, values, and objectives, identifies key stakeholders, and examines product/service strategies, pricing, and target markets. The report develops KPIs and benchmarks, assesses financial and human resource requirements, and identifies relevant laws and legislation. It also evaluates the hotel's current performance against targeted goals, highlighting inefficiencies in processing time, costs, quality error rates, and production levels, ultimately providing recommendations for improvement and future growth.

A P MA A M TLE DERSHI N GE EN

Ta le o contentb f s
Task 1..........................................................................................................................................3
e ie and e al ate t e trate ic planR v w v u h s g .....................................................................................3
e ie and e al ate t e ine planR v w v u h bus ss .....................................................................................3
e ie and e al ate t e operational planR v w v u h ................................................................................4
Anal e t e e i tin mi ion i ion al e and o ecti eys h x s g ss , v s , v u s bj v s......................................................5
denti ta e olderI fy s k h s..................................................................................................................6
denti prod ct or er ice trate pricin trate and tar et mar etI fy u s s v s s gy, g s gy g k ..............................6
e elop P and enc mar and modi t em accordin l i re iredD v K Is b h ks fy h g y f qu .................................7
denti inancial and man re o rce re irement or t e ineI fy f hu s u qu s f h bus ss....................................7
at la and le i lation re irement are to e ollo ed a per t e tandardWh ws g s qu s b f w s h s s?.................8
Task 2..........................................................................................................................................9
e erence li tR f s ............................................................................................................................10
2

Task 1
e ie and e al ate t e trate ic planR v w v u h s g
n t e e i tin ine plan o ocational otel it can e identi ied t at t e mana ementI h x s g bus ss f V H , b f h h g
a oc ed on a re i e mar etin trate ie to attract more c tomer and impro e t eh s f us gg ss v k g s g s us s v h
per ormance tandard o t e ine T e compan a planned to pro ide eac er icef s f h bus ss. h y h s v h s v
t at t e c tomer ant o e er t e mana ement a i nored one o t e e actor t ath h us s w . H w v , h g h s g f h k y f s h
are co t ic ill e er i i t e a re i e mar etin trate i adopted t ro o ts s, wh h w b v y h gh f h gg ss v k g s gy s h ugh u
t e ear At t e ame time contin o a re i e trate ma ca e n ealth y . h s , u us gg ss v s gy y us u h hy
competition it in t e ind trw h h us y.
n t i conte t it ill e etter i t e compan oc e on t e a re i e mar etin trateI h s x , w b b f h y f us s h gg ss v k g s gy
onl in t e inter eca e t e n m er o i itor increa e in t i ea on t i eca e iny h w b us h u b f v s s s h s s s . I s b us
A tralia inter tart rom ne and contin e ntil A t in t i time mmer acationus , w s s f Ju u s u ugus ; h s , su v
oe on in t e ot er part o t e lo e e eiro alc og s h h s f h g b (D Qu z F ã
et al., ence a re i e2018). H , gg ss v
mar etin d rin t i time ill e ita le and t i ill elp t e or ani ation a in itk g u g h s w b su b h s w h h g z s v g s
nd n t e ot er and t e compan need to oc mainl on t e c an in need o t efu s. O h h h , h y s f us y h h g g s f h
c tomer and it re ire identi in t e common need o t e c tomer t ill not eus s qu s fy g h s f h us s. I w b
po i le or t e compan to ati all t e c tomer pro idin di erent peci ic er icess b f h y s sfy h us s by v g ff s f s v s;
ence it o ld oc on ome e er ice li e a aila ilit and alit o oodh , sh u f us s k y s v s k , v b y qu y f f ,
accommodation at a tandard price t at mo t o t e c tomer can a ord and etters h s f h us s ff b
tran portation er ices s v s.
e ie and e al ate t e ine planR v w v u h bus ss
t e o erall e i tin ine plan or ocational otel i con idered it can e identi iedIf h v x s g bus ss f V H s s , b f
t at t e ine plan i lac in e ind in ome area T e mana ement ailed to de eloph h bus ss s k g b h s s. h g f v
per ect mi ion i ion al e and o ecti e or t e ine T e e mi t e t e rea onf ss , v s , v u s bj v s f h bus ss. h s gh b h s
e ind ine ecti ene o t e ine plan T o t e mana ement a identi iedb h ff v ss f h bus ss . h ugh h g h s f
important per onnel or t e ine it a i nored de elopin trate ie or impro in t es f h bus ss, h s g v g s g s f v g h
alit o t e e i tin man re o rce team T e e i tin ine plan tate a o t t equ y f h x s g hu s u . h x s g bus ss s s b u h
tren t and ea ne e o t e compan o e er it doe not pro ide an remedie ors g hs w k ss s f h y; h w v , s v y s f
3

impro in t e ea ne e At t e ame time t e e i tin ine plan doe not a e anv g h w k ss s. h s , h x s g bus ss s h v y
concrete operational plan t at can elp in impro in or ani ational operationh h v g g z s.
o e er ere ome e tion a e een pro ided t at can elp ocational otelH w v , h , s sugg s s h v b v h h V H
impro in t eir e i tin ine plan a ell a ine per ormancev g h x s g bus ss s w s bus ss f .
e ie and e al ate t e operational planR v w v u h
t e operational lo c art in t e e i tin ine plan i con idered it can e identi iedIf h f w h h x s g bus ss s s , b f
t at t e entire er ice or prod ct deli er time con med t e compan ill e it lon erh h s v u v y su by h y w b b g
i t e c tomer i not a prior c tomer T ere o ld e prior c tomer e ment t t atf h us s us . h sh u b us s g , bu h
m t not e idel di erent rom t e normal e ment T i ill create di ati actionus b w y ff f h s g . h s w ss sf
amon t e normal c tomer A ag h us s ( ss f
et al., A t e n m er o prior c tomer i le2017). s h u b f us s ss
t an t e n m er o normal c tomer t e compan need to oc on t e time con mptionh h u b f us , h y s f us h su
in pro idin and deli erin er ice and prod ct to t e normal c tomerv g v g s v s u s h us s.
T e ma or dra ac t at a e een identi ied in t e e i tin T anal i are i erh j wb ks h h v b f h x s g SWO ys s h gh
le el o a enteei m and t e lac o e perience amon t e mana er o e er t ev f bs s h k f x g h g s. H w v , h
ine plan did not oc on impro in t e e t o area T e mana ement at ocationalbus ss f us v g h s w s. h g V
otel can impro e t e internal operation o t e ine recr itin e periencedH v h s f h bus ss by u g x
per onnel in t e mana erial po ition At t e ame time t e mana ement o t e compans h g s s. h s , h g f h y
need to oc on t e re ardin tem Pro idin re ard i er important or moti atins f us h w g sys . v g w s v y f v g
t e emplo ee or etter operation Ampo ntolah y s f b s ( u s
et al., At t e ame time proper2018). h s
re ard can elp t e compan red cin t e le el o a enteei m in t e or ani ation T ew h h y u g h v f bs s h g z . h
re ardin trate ie can e a nderw g s g s b s u :
 amil olida trip or daF y h y f 5 ys
 i t o c erG f v u h
 tra pa mentEx y
n t e ot er and in order to impro e t e c rrent operation tem t e mana ement illO h h h , v h u s sys , h g w
ollo t e lean mana ement tec ni e nder lean mana ement t e Total alitf w h g h qu . U g , h Qu y
Mana ement or T M ill e mo t ita le or ocational otel T i ill elp t e compang Q w b s su b f V H . h s w h h y
red cin t e time or deli er t e er ice and prod ct and at t e ame time t i ill al ou g h f v y h s v s u s h s , h s w s
impro e er ice alit eliminatin a ta e illiev s v qu y by g w s g (W
et al., 2017).
4

n t i e i tin ine plan peci ic operational plan cannot e identi ied o e er t ereI h s x s g bus ss , s f b f . H w v , h
o ld e proper operational trate ie T e operational trate ie ill incl de t esh u b s g s. h s g s w u h
ollo inf w gs:
 e elopin core competenc t ro illed ta and impro ed alit er iceD v g - y h ugh sk s ffs v qu y s v s
 mplementation o comp ter a ed ppl c ain tem i al o important T eI f u -b s su y h sys s s . h
ppl c ain m t not incl de an time con min proced re and can dela t esu y h us u y su g u y h
er ice deli ers v v y.
 Prioriti in t e acti itie on dail a i i al o important eca e it ill ma e t ez g h v s y b s s s s b us w k h
ine proced re tematic and ill elp to minimi e t e a te le elbus ss u sys w h z h w s v .
 mplementation o T M tec ni e i er important eca e it ill elp to impro eI f Q h qu s v y b us w h v
t e er ice and prod ct alith s v u qu y.
Anal e t e e i tin mi ion i ion al e and o ecti eys h x s g ss , v s , v u s bj v s
T e e i tin mi ion o t e ine tate t at t e compan ant to e t e n m er oneh x s g ss f h bus ss s s h h y w s b h u b
otel to t e i itor in Mel o rne o e er i t e e i tin mi ion i criticall anal e it illh h v s s b u . H w v , f h x s g ss s y yz , w
e identi ied t at t e mi ion doe not tate o t e compan ill e t e mo t pre erredb f h h ss s s h w h y w b h s f
otel to t e c tomer T e mi ion tatement o t e otel m t e a olloh h us s. h ss s f h h us b s f ws:
Mi ion To e t e mo t pre erred otel in Mel o rne pro idin peciali ed andss – b h s f h b u by v g s z
c tomi ed er ice at a orda le price ran eus z s v s ff b g
i ion To ma e t e people eel and en o t e nat ral ea t and c lt re in Mel o rneV s – k h f j y h u b u y u u b u
and ot er area in A traliah s us
al e T e otel ill ollo i e core al e o ine leader ip o ner ipV u s – h h w f w f v v u s f bus ss – sh , w sh ,
team or inte rit and o pitalitw k, g y h s y.
ecti e T e o ecti e o t e ine need to e mea ra le and attaina le T eObj v s – h bj v s f h bus ss s b su b b . h
o ecti e ill incl de t e ollo inbj v s w u h f w gs:
 To en ance t e re en e le el at lea t in eac acco ntin earh h v u v s by 10% h u g y
 To maintain t e co t o ale ma im m at o total re en eh s f s s x u 70% f v u
 To en ance t e n m er o c tomer in e er earh h u b f us s by 20% v y y
5

 To en ance pro ita ilit at lea t in e er acco ntin ear o erin l rh f b y s by 10% v y u g y by ff g uxu y
i accommodationSk
 To maintain t e emplo ee a e incl din emplo ee it ood e perience inh y b s u g 80% y s w h g x
t e ame ieldh s f
denti ta e olderI fy s k h s
T e e i tin ine plan o t e otel doe not incl de an in ormation a o t t eh x s g bus ss f h h s u y f b u h
ta e older o t e ine o e er ta e older identi ication i er important ors k h s f h bus ss. H w v , s k h s’ f s v y f
de elopin an e icient ine plan or impro in t e ine ocational otel need tov g ff bus ss . F v g h bus ss, V H s
oc on t e ollo in ta e olderf us h f w g s k h s:
 nerOw s
 Mana ementg
 taS ffs
 reditorC s
 o ernmentG v
 tomerCus s
 n e torI v s s
denti prod ct or er ice trate pricin trate and tar et mar etI fy u s s v s s gy, g s gy g k
n t e e i tin ine plan it a een identi ied t at ocational otel ill deal itI h x s g bus ss , h s b f h V H w w h
di erent t pe o prod ct or er ice li e A room it nder ro nd par in poolff y s f u s s v s k , 120 C s w h u g u k g,
mna i m l r oppin roo top elipad tenni co rt ine centre lon it oodgy s u , uxu y sh g, f- h , s u , bus ss g w h f
tore i rental and ront de er ice o e er t e prod ct line in t e e i tin ines , Sk f sk s v . H w v , h u h x s g bus ss
plan did not con ider t e e act tran portation acilit t at t e c tomer ill recei es h x s f y h h us s w v by
a ailin t e er ice o ocational T e e i tin er ice or prod ct line ill incl de carv g h s v s f V . h x s g s v u w u 24X7
tran portation er ice in et een otel and neare t airport or rail a tations s v s b w h s w y s .
T e e i tin ine plan o t e compan doe not incl de an peci ic pricin trateh x s g bus ss f h y s u y s f g s gy;
o e er in order to impro e t e inancial per ormance o t e compan t e mana ementh w v , v h f f f h y, h g
m t ollo a peci ic pricin trate T e pricin trate o ocational otel m t eus f w s f g s gy. h g s gy f V H us b
a ed on t e co t led pricin trate t mean t e price o ld e determinedb s h s - g s gy. I s h sh u b by
6

identi in t e total co t and addin p a certain percenta e o pro it on t e co tfy g h s g u g f f h s
Mo ammed and a id( h R sh , 2018).
A per t e e i tin ine plan t e tar et mar et o ocational otel incl de t o t pes h x s g bus ss , h g k f V H u s w y s
o c tomer ier and mmer i itor T e e ment are o a or t e inef us s – Sk s Su V s s. h s g s k y f h bus ss.
o e er in order to identi t e mo t ita le tar et mar et t e compan need to olloH w v , fy h s su b g k , h y s f w
t e TP model Proper e mentation tar etin and po itionin i important or ineh S . s g , g g s g s f bus ss
ro t antolag w h (K
et al., 2017).
e elop P and enc mar and modi t em accordin l i re iredD v K Is b h ks fy h g y f qu
P T e P o t e ine m t e t e ollo inK Is – h K Is f h bus ss us b h f w gs:
 m er o order proce ed per daNu b f s ss y
 m er o trainin e ion arran e t e compan in eac earNu b f g s ss g by h y h y
 an e in t e c tomer ati action le elCh g s h us s’ s sf v
 m er o order d eNu b f s u
enc marB h k:
 Minim m order per da m t e proce edu 100 s y us b ss
 T e compan m t arran e trainin e ion arterl a ih y us g g s ss qu y b s s
 m er o repeat p rc a e at lea t time in e er earNu b f u h s s 2 s v y y
 T ere m t not e an d e orderh us b y u s
denti inancial and man re o rce re irement or t e ineI fy f hu s u qu s f h bus ss
t e e i tin ine plan or ocational otel i con idered it can e identi ied t at romIf h x s g bus ss f V H s s , b f h f
to t e ro pro it net pro it and re en e are in increa in trend o e er in2016 2018 h g ss f , f v u s g . H w v ,
t i conte t it i important to e mentioned t at t e percenta e increa e in t e net pro ith s x , s b h h g s h f
o t e compan a not m c i n t e net pro it percenta e a icf h y w s u h h gh. I 2017, h f g w s 12.48%, wh h
increa ed to in t e ne t ear o e er a per t e ne ine o ecti e t e nets 13.60% h x y . H w v , s h w bus ss bj v s, h
pro it percenta e o t e compan m t e increa ed at lea t in eac acco ntinf g f h y us b s s by 10% h u g
ear n order to ac ie e t i tandard t e compan need to oc on co t controly . I h v h s s , h y s f us s
trate ie t need to red ce t e direct and indirect co t o t e ine n t e ot ers g s. I s u h s s f h bus ss. O h h
and t e compan al o need to en ance t e c rrent a et le el to impro e t e li idith , h y s s h h u ss s v v h qu y
7

and or in capital mana ement o t e ine a lo al o need to e en ancedw k g g f h bus ss. C sh f w s s b h by
more or ac ie in etter inancial po ition30% f h v g b f s .
A t e compan i acin e pro lem related to it man re o rce it need to impro es h y s f g hug b s hu s u , s v
t e alit o it man re o rce T e compan need to recr it more e periencedh qu y f s hu s u . h y s u x
candidate or t e mana erial po ition Mo ammed and a id At t e ame time its f h g s s ( h R sh , 2018). h s ,
need to pro ide etter trainin to t e emplo ee o t at t e can learn man t in t ats v b g h y s, s h h y y h gs h
can en ance t eir emplo ment opport nitie Moreo er proper re ardin tem m t eh h y u s. v , w g sys us b
implemented or en ancin emplo ee retention rate it in t e companf h g y w h h y.
at la and le i lation re irement are to e ollo ed a per t e tandardWh ws g s qu s b f w s h s s?
n order to per orm a ine cce ll in A tralia ocational otel m t ollo t eI f bus ss su ssfu y us , V H us f w h
ollo in la and le i lationf w g ws g s s:
 orporation ActC 2001
 air a o r tandard ActF L b u S s 1938
 n ironmentE v Protection and iodi er it on er ationB v s y C s v Act 1999
 tandard pro ided A tralian Acco ntin tandard oardS s v by us u g S B
8

Task 2
t e c rrent per ormance i compared it t e tar eted per ormance it can e identi iedIf h u f s w h h g f , b f
t at a era e proce in time ta en eac emplo ee at ocational otel i min teh v g ss g k by h y V H s 8 u s
i er t an t e tar eted time T i i indicatin ine icienc o t e emplo ee At t e ameh gh h h g . h s s g ff y f h y s. h s
time t e a era e co t to proce an order i al o i t an t e tar eted co t t mean ile, h v g s ss s s h gh h h g s . I s wh
proce in t e total co t o t e compan i increa in more t an it o ld e t i indicatinss g, h s f h y s s g h sh u b . I s g
t e a te le el o t e compan i i T i i ca in declination in t e income le elh w s v f h y s h gh. h s s us g h v .
alit error rate i e tremel i ic mean t e c tomer di ati action le el i iQu y s x y h gh, wh h s h us s’ ss sf v s h gh
at t i or ani ation T i i a ma or arrier or t e t re ro t o t e compan Prod ctionh s g z . h s s j b f h fu u g w h f h y. u
a era e n m er o order proce ed per da i lo er t an t e tar et t mean t ev g u b f s ss y s w h h g . I s h
prod ction at t e compan i lo er t an t e tandard le el T i i creatin arrier to t eu h y s w h h s v . h s s g b s h
re en e ro t o t e companv u g w h f h y.
T ere ore rom t e o erall anal i o t e emplo ee per ormance it can e tated t ath f , f h v ys s f h y s’ f , b s h
t e emplo ee or man re o rce team o t e otel i ine icient T e man re o rceh y s hu s u f h h s ff . h hu s u
department need to de elop etter trate ie or impro in t e per ormance tandard os v b s g s f v g h f s s f
t e emplo ee o e er t i it ation can al o e impro ed con iderin t e ollo inh y s. H w v , h s s u s b v by s g h f w g
e tionsugg s s:
 mplementation o T M tec ni eI f Q h qu
 etter trainin or t e emplo eeB g f h y s
 More e icient per i ionff su v s
 etter prod ction trate ieB u s g s
9

e erence li tR f s
Ampo ntola A a and ame Acti e earnin to mpro e el on idenceu s, ., Sh w, G. J s, S., 2018. v L g I v S f-C f
and eci ion Ma in ill T ro t e e o otel im lationD s - k g Sk s h ugh h Us f H S u .
o rnal o o pitalit
J u f H s y &
To ri m d cation
u s E u pp, .1-14.
A a A o ia en A oo A ola and T iona M e tinationss f, .G., J s ss , ., W , L., gb , F.W. s s, ., 2017. D s
c aracteri tic t at dri e otel per ormance A tate o t e art lo al anal ih s s h v h f : s - f- h - g b ys s.
To ri m
u s
Mana ement
g ,
60 pp, .270-279.
e eiro alc o P de a tro A do a cimento da il a ar o a T andD Qu z F ã , R. ., C s , .R.C., N s , E.S., S v B b z , .
erreira mpro in ine per ormance o d et otel t ro ocialF , J.B., 2018. I v g bus ss f f bu g h s h ugh s
media.
TA A A M A AT
A T M
REVIS C DÊ IC OBSERV ÓRIO DE INOV ÇÃO DO URIS O,
12 pp(1), .45-65.
antola arat T and a ir edK , J.I., B h, . N z , S. s., 2017.
Ad ance in man actor ine
v s Hu F s, Bus ss
Mana ement and eader ip Proceedin o t e A
nternational on erence on
g
L sh :
gs f h HFE 2017 I
C f s
man actor in Mana ement and eader ip and ine Mana ement and ociet l
Hu F s g
L sh , Bus ss g
S y, Ju y
T e e tin ona ent re otel o An ele ali ornia A
17− 21, 2017, h W s B v u H , L s g s, C f , US ol(V . 594).
prin erS g .
Mo ammed A and a id A concept al model o corporate ocial re pon i ilith , . R sh , B., 2018. u f s s s b y
dimen ion rand ima e and c tomer ati action in Mala ian otel ind trs s, b g , us s sf ys h us y.
a et art
K s s
o rnal o ocial cience
J u f S S s,
39 pp(2), .358-364.
illie P A onnor ole or ac rie e and M eller man capitalW , . ., C , D., S , J., F g s, G., G v , R. u , J., 2017. Hu
c allen e in t e otel ind tr o anada indin inno ati e ol tionh g s h h us y f C : f g v v s u s.
orld ide
W w
o pitalit and To ri m T eme
H s y u s h s,
9 pp(4), .402-410.
10