1、TABLE OF CONTENTS1.EXECUTIVE SUMMARY32.GENERAL ECONOMY AND MARKET TRENDS53.KEY MISSION STATEMENT64.OBJECTIVES CRITICAL SUCCESS FACTORS75.KEY OBJECTIVES85.1.KEY OBJECTIVES MANAGEMENT SYSTEM95.2.KEY OBJECTIVES BRANDING, MARKETING & SALES135.3.KEY OBJECTIVES PEOPLE INNOVATION285.4.KEY OBJECTIVES EDUCAT

2、ION385.5.KEY OBJECTIVES REVENUE MANAGEMENT425.6.KEY OBJECTIVES OPERATIONS ROOMS445.7.KEY OBJECTIVES OPERATIONS FOOD AND BEVERAGE545.8.KEY OBJECTIVES OPERATIONS MINOR OPERATING DEPARTMENTS795.9.KEY OBJECTIVES FINANCIAL MANAGEMENT895.10.KEY OBJECTIVES INFORMATION TECHNOLOGY925.11.KEY OBJECTIVES TECHNI

3、CAL SERVICES946.2001 TARGET STATISTICS TOTAL HOTEL/RESORT1006.1.COMMENTS ON 2001 TARGET STATISTICS1017.ASSOCIATE COUNT1037.1.COMMENTS ON ASSOCIATE COUNT AND SALARY RATIOS1048.2001 TARGET STATISTICS FOOD & BEVERAGE1058.1.COMMENTS ON TARGET STATISTICS FOOD & BEVERAGE1059.REVENUE & PROFIT SENSITIVITY10

4、510.HOTEL/RESORT DETAILS10511.COMPETITOR ANALYSIS - HARDWARE10512.COMPETITOR ANALYSIS - SOFTWARE10513.FAIR MARKET SHARE10513.1.COMMENTS ON FAIR MARKET SHARE10514.GEOGRAPHIC ORIGIN OF BUSINESS10514.1.COMMENTS ON GEOGRAPHIC ORIGIN OF BUSINESS10515.CHANNEL OF BUSINESS10516.BUSINESS MIX SUMMARY10516.1.C

5、OMMENTS ON BUSINESS MIX.10516.2.BUSINESS MIX CORPORATE10516.3.BUSINESS MIX GOVERNMENT10516.4.BUSINESS MIX PACKAGES10516.5.BUSINESS MIX GROUPS10517.WEEKDAY WEEKEND BUSINESS10518.CAPITAL EXPENDITURE BLUE PRINT10518.1.COMMENTS ON CAPITAL EXPENDITURE BLUE PRINT1051. EXECUTIVE SUMMARYExecutive SummaryCOM

6、MENTS 2009 for PPKL will be with new challenges & opportunities. The Absolute Care Standards will be our focus, thus preparing this important hub hotel to support our new “BRAND”. Preparation is currently on the way to deliver our “Brand & Management System” to reflect not just an understanding but

7、rather an ownership. Malaysia is expecting a 7% growth next year. Current inflation rate is 4%. Our concept of expanding & supporting our market niches will continue aggressively in 2009. In fact amenities & floor designations will support our pursuits. Apart from Pacific Floors we will divide the h

8、otel (via dcor & amenities) to Business Floors, Leisure Floors, Groups and Aircrews. We will also recognise lady travellers and give special attention to their bookings as well as allocate rooms with lady amenities. Malaysia will for the first time in over ten years plus, have a fuel and natural res

9、ources price increase. As would be expected this would create a domino effect on all costs of Goods & Services. Our hotel has reflected this in our price restructuring Capital Control in wake of currency crisis is expected to continue with possible relaxation of the “Exit Tax” thus opening the doors

10、 to foreign investment. This is a positive that will increase our international business. PPKL will continue to share all available resources in its Synergy with the other PPHR properties in Malaysia. PPKL will look at a variety of incentive schemes to drive the budget. They will be targeted not onl

11、y to associates but to guests as well. There will be a continuation of our Service One concept during 2009. Our aim will be to exceed the 85% guest satisfaction rating and the 75% associate satisfaction rating. 2009 will see 10%of our room inventory closed due to renovations. Our challenge will be t

12、o support “Capital Improvements” whilst still maintaining budget commitments. Budget written on 10 months at 90% inventory and 2 months at 100% inventory. Kuala Lumpur does not foresee any new hotels completed in 2009.Malaysia is reflecting a growth. Our new “Brand & Management Systems” will allow u

13、s to grow. We have many new challenges, a lot of opportunities and very exciting times ahead of us. Our only limitations are ourselves and space, we say bring on the “2009 Space Odyssey”2. GENERAL ECONOMY AND MARKET TRENDSGeneral Economy and Market TrendsCOMMENTS Malaysias economy is expected to gro

14、w at a rate of 5 percent in 2008. This growth is mainly driven by increase domestics economic activities, as well as the full impact of expansionary fiscal and monetary measures undertaken to address the financial crisis coupled with a rebound in business and consumer confidence. Continued strengthe

15、ning of world growth and trade, as well as recovery in regional economics, are expected to improve Malaysias economic prospects. In an effort to shift from an economy based on production (P-economy) to an economy based on knowledge (K-economy), the government has allocated RM 5 million to develop a

16、K-economy Master Plan. Although a higher economic growth will lead to an increased demand for imports, the value of imports is expected to be still lower than exports. Malaysia will continue to record a large surplus in the current account of the balance of payments amounting to RM 35.8 billion or 1

17、2.1 percent of GNP. This surplus shows that domestic economic activities can be financed by domestic sources, thus enhancing our competitiveness and resilience. Domestic inflationary pressures have abated. Inflation will be continuing to be contained at a low level averaging at 3 percent. The unempl

18、oyment rate will remain at 3 percent. Malaysias economic recovery is expected to strengthen next year in 2009 admist continuing strong external demand and a sustained rise in domestic demand. Notwithstanding these positive turn of events and outlook, we must brace ourselves to face more challenges,

19、from within and externally. Among the external risks that can threaten the growth prospects of the economy are:First : the ability of the United States to maintain its growth momentum.Second : the economic recovery in Japan remains fragile.Third : the recovery of regional economies is not as yet ent

20、renched.Fourth : the region is still exposed to continuing risks from attacks by foreign speculators. With a robust economic recovery, Malaysia will once again become an attractive place for investments. Projects will be thriving and many expatriates will be coming in on project basis. Thus, long-st

21、ay segment will be a great potential.3. KEY MISSION STATEMENT2009 MISSION STATEMENTCOMPANY VISION Providing a preferred hospitality experience by exceeding expectations and caring without compromise.COMPANY VALUES Commitment to People and Team Commitment to Business Excellence Commitment to Communit

22、y2001 COMPANY MISSION Branding and the Absolute Care Management SystemHOTEL/RESORT MISSION STATEMENT“STANDARDS PRODUCE ABSOLUTE CARE EXCELLENCE”S. P. A. C. E.4. OBJECTIVES CRITICAL SUCCESS FACTORSOVERALL CRITICAL SUCCESS FACTORS CSF 1 Entrepreneur business teams CSF 2 Multi niche target markets* CSF

23、 3 Focussed customer servicing through Absolute Care Standards CSF 4 Integration of Capital Improvements vs Budget Commitments CSF 5 Integrated marketing communications*This CSF is defined as effective identification, solicitation, targeting and development of target markets (current and potential)

24、where we can attain market leadership. That we have to maintain a high level of exposure for the hotel in major market areas. That we have to have a thorough knowledge of how the hotel is regarded in that market segment in conjunction with a thorough knowledge of the competitive situation in terms o

25、f business mix of competitors, pricing and rate structures, sales and advertising strategies.5. KEY OBJECTIVESAn objective is what the Hotel/Resort/Department wants to accomplish. It must be clearly and specifically stated, and it must be observable, measurable, manageable and able to be accomplishe

26、d within a realistic timeframe. 5.1KEY OBJECTIVES MANAGEMENT SYSTEM5.2KEY OBJECTIVES BRANDING, MARKETING & SALES5.3KEY OBJECTIVES PEOPLE INNOVATION5.4KEY OBJECTIVES EDUCATION5.5KEY OBJECTIVES REVENUE MANAGEMENT5.6KEY OBJECTIVES OPERATIONS ROOMS5.7KEY OBJECTIVES OPERATIONS FOOD AND BEVERAGE5.8KEY OBJ

27、ECTIVES OPERATIONS MINOR OPERATING DEPARTMENTS5.9KEY OBJECTIVES FINANCIAL MANAGEMENT5.10KEY OBJECTIVES INFORMATION TECHNOLOGY5.11KEY OBJECTIVES TECHNICAL SERVICES5.1. KEY OBJECTIVES MANAGEMENT SYSTEMIn order to establish PPHRs brand, we have to project a consistent image. The Management System, whic

28、h includes the Absolute Care Standards, will be the way for all Hotels and Resorts to conduct their business.2009 KEY OBJECTIVE MANAGEMENT SYSTEMGoal andCritical Success FactorsActions/StepsChampion/sSupportTarget DateMeasurementTo implement PPHRs Management System “Absolute Care”.1. Introduce Talk

29、2001 and Management Systems Absolute Care Standards to Steering Committee. Highlighting Intangibles, Brand Expression and Tangibles (Minimum Standards & Competencies).2. Education of Management Systems Absolute Care Standards to each department segment individually. Upon completion present, each Man

30、agement System to Steering Committee/ Department Head3. Perform competency evaluation on all Steering Committee members. Report back all evaluation to Corporate office along with an education plan for compliance.4. Perform Competencies on all Managers and prepare report for S.C and Corporate. To inc

31、lude education for any incompetence.5. Ascertain state of readiness for future implementation of Management Systems Absolute Care Standards. All segments standards to be reviewed. Look at preparing variances on all standards.6. Appoint a Facilitator.7. Report back on complete readiness of August seg

32、ments of MS AC Standards.8. SOPs template to be passed on once all education is completed.9. Prepare Standards variance for all segments. Then report to Corporate with actions on compliance and reasons for rejection.10. Upon receiving remainder of competencies for all associates, make sure to distri

33、bute, educate & support its completion. Thereafter look at the education requirement to achieve MS AC Standards.11. Upon receiving the rest of the MS AC Standards make sure to do a full education.12. Look at appointing an IBU Facilitator and cost sharing with PPGR.13. Process the Implementation Sche

34、dule of the 7 segments minimum standards and competencies education & training.14. Progress the implementation of the 7 segments.15. Appraise and prepare Readiness Audit on November MS AC Standards16. Process the implementation of the November segments.17. Progress the implementation of the November

35、 segments.18. Develop and localize any standards that are required by Malaysian law.19. Continually refine training methods, structure and education to achieve optima results.20. Stick to all timetables and always report any variances needs or helpful requirements.21. All the above process to apply

36、also with IBU outlets and responsibilities of Facilitator to be handled by IBU Facilitator for his segment.Ultimately, all success and measurement must be able to achieve 85% Guest Satisfaction and 75% Associate Satisfaction.General ManagerGeneral Manager/FacilitatorGeneral ManagerExco/Dept HeadsExc

37、o/Management team/Dept HeadsGeneral ManagerGeneral Manager/ FacilitatorGeneral Manager/FacilitatorExco/Dept. HeadsExco/Dept. Heads/Dir of. EducationExco/Dept. Heads/ FacilitatorGeneral Manager, PPKL & PPGR.FacilitatorFacilitator/Exco/ Dept. HeadsGeneral Manager/ Facilitator/Exco/ Dept. Heads Facilit

38、atorExco/Dept. HeadsGM/Exco/Dept. HeadsFacilitator/Dir. Of EducationGeneral Manager/ FacilitatorIBU FacilitatorGeneral Manager/ Facilitators/Exco/ Dept. HeadsCorporate teamCorporate teamCorporateGeneral Manager/ Corporate General Manager/ FacilitatorCorporateCorporate team/ Hotel ExcoCorporateGenera

39、l Manager/ FacilitatorGeneral Manager/ FacilitatorGeneral ManagerCorporateGeneral Manager/ExcoGeneral Manager/ CorporateCorporateGM/Exco/ Dept. HeadsGeneral Manager/ FacilitatorFacilitatorGM/Exco & CorporateCorporateGM/ CorporateCorporateAugust, 2008August, 2008October 2008October 2008October 2008Oc

40、tober 2008October 2008November 2008March 2009December 2008November 2008December 2008January 2009Throughout 2009January 2009February 2009December 2009Throughout 2009Throughout 2009Throughout 2009As per scheduleDecember 2009Full understanding and acceptance by Steering Committee.Acceptance and commitm

41、ent by Exco/Dept. Heads.Feedback on Quality from Corporate.Feedback on Quality from Corporate.Acceptance of report by CorporateTemplates up and running in hotel.Approval by Corporate.All competencies completed.Acceptance by associates of scheme.Corporate ApprovalMonthly reports to CorporateCorporate

42、 ApprovalCorporate ApprovalMonthly reports to CorporateCorporate ApprovalCorporate ApprovalCorporate ApprovalCorporate ApprovalCorporate Approval5.2. KEY OBJECTIVES BRANDING, MARKETING & SALESPositions, promotes and preserves the Pan Pacific “Brand” in the minds of our customers/guests.Provides the

43、support and assistance to our customers/guests in the achievement of their objective.2009 KEY OBJECTIVES BRANDING, MARKETING & SALESGoal andCritical Success FactorsActions/StepsChampion/sSupportTarget DateMeasurementLOYALTY PROGRAMSCreate presence of mind of the brand and complete loyalty to the hot

44、el through recognition and reward. The ultimate goal is “customer for life”.“Bookers” Program“Users” Program“Lifestyle” ProgramI. Club Panorama1. Co-ordinate and execute a master plan of activities related to the following: Health & Beauty (clinics, workshops) Enjoyment (trips, parties, dance, cyber

45、-chats) Achievement (awards, career talks) Romance/Relationship (retreats, dialogues) Treasure (contests, bonus points)2. Conduct in-depth survey through telemarketing and focus groups studies.3. Hold, relate and apply information received from members.4. Solicit testimonials.II. Panorama Club Inter

46、national (PCI) & Panorama LifestyleSupport in implementation.CP ManagerCP ManagerCP ManagerMarcom MgrDir M&SDir M&S / Marcom MgrMarcom Mgr / Dir M&SSales teamCP ManagerMarcom Mgr / CP Manager / GM / Steering CommAug 2008Jan & Jun 2009OngoingApr/Oct 2009As scheduledDocument completedMember participat

47、ionMember commentsMember commentsProgram implementationALLIANCES-AIRLINESGrow our relationship with the FFP we are already in and evaluate new opportunities with others. Make contact with selected airlines and determine their interest in including The Pan Pacific Hotel, Kuala Lumpur. Continuously re

48、view with Corporate and ensure inclusion in corporate-driven FFP programs. Develop an action plan which capitalise on the marketing opportunities available on the FFP memberships on a direct marketing basis.Ensure we use airlines newsletters opportunities to communicate revenue generating opportunit

49、ies to the membership.Dir M&SDir M&SDir M&SMarcom MgrRSO / SRSCorp Dir M&SCorp Dir M&SDir M&SJul 2009Quarterly1 Times yearlyQuarterlyInclusion in programInclusion in programsPlan completedInclusion in airline monthly newslettersALLIANCES-“WIN-WIN” AGREEMENTSMaximise our marketing opportunities and m

50、arketing dollars by building relationships with 3rd parties. Develop relationships with other partners to determine interest and funding opportunities available to us. Develop joint marketing campaigns with the following parties to attract new customers, boost sales and expand geographic reach:1. Ca

51、rd companies2. Car rentals3. Banks4. Telecommunication companies5. Publications Extend price-differentiated offers to incentive-driven companies such as insurance and direct-selling to tap the potential of their databases.Dir M&SDir M&S / Marcom MgrDir M&SVendorsVendorsSales team / Marcom Mgr1st Qua

52、rter 2009Throughout 20091st Quarter 2009Inclusion in programsSuccess in encouraging them to joinRevenue production from programsABSOLUTE CARE-EDUCATION & DEVELOPMENTProvide assessment and developmentresources Provide as required “Coaching Sessions” which allow the individual to continue in the direc

53、tion to succeed or re-focus on objectives and goals. Conduct career-oriented appraisals that not only review past performance but put it in a context of what the sales persons future aspirations are with “Grow Your Future”.Create a sense of common purpose, community and shared fate among sales assoc

54、iates with team leadership approach.Dir M&SDir M&SDir M&SM&S Team Leaders / Dir PIDir PIM&S Team LeadersAs requiredAnnualImmediatePerformance reviewAssociate career progressionAssociate Satisfaction Survey ResultsABSOLUTE SALES-IMPLEMENTATIONComply with Corporates Marketing and Sales management syst

55、em for generation of Hotel revenue. Marketing & Sales management system. Marketing and Sales Standards Tool Guide. Sales Management Competency Profiles. Sales & Marketing Action Plans Incentive Program Comply and implement. Comply and implement. Review with Corporate Director of Marketing & Sales. C

56、omply when recruiting. Prepare following corporate template. Introduce to all sales associates.Dir M&SDir M&S / Dir EducationDir M&SDir M&S General Mgr / Dir M&SGeneral MgrSales TeamDir PIM&S Team LeadersSales AssocWhen rolloutWhen rolloutWhen rolloutDec 2008Jan 2009ComplianceComplianceOngoing as re

57、cruitment necessitatesCompleted documentImplementation at all levelsABSOLUTE SALES-ACTIVITIESOutline the parameters of opportunity. Monthly Action Plan. Educational Activities. Community Involvement. Prepare in accordance with corporate template on a six months rolling basis. Educational Plans:1. Ki

58、ck-Off Meeting2. Corporate Wargames3. PATA Conference4. National Achievers Congress5. Half Time (Mid Year-Performance Review)6. Management Process Organise community project to support “Caring Without Compromise” and “Absolute Care” in line with our commitment to community involvement value.Dir M&SD

59、ir M&SDir M&SM&S Team LeadersDir EducationMarcom Mgr/ Dir. PI & Ed.MonthlyJan 2009Apr 2009Apr 2009May 2009Jul 2009Oct 2009Jan 2009Completed documentPrograms completionSpecific programs identified Sales Trips Trade Shows Annual Worldwide Sales & Marketing Conference0 Master plan for sales trips / mis

60、sions:1. Singapore2. Penang3. East Malaysia4. Japan5. Australia6. UK, Germany7. South Africa Master plan for trade show attendance:1. ATF, Brunei2. AIME, Melbourne3. CONFEX, London4. ITB, Berlin5. EIBTM, Geneva6. ATM, Dubai7. IT&ME, Chicago8. IT&CMA, Kuala Lumpur9. WTM, LondonTime and location to be

61、 determine by CorporateSales ManagerSales ManagerSales ManagerJap SM / GMDir M&SDir M&SDOS-MICEDir M&S / SMDir M&S / GMDir M&SDir M&SDOS MICEDir M&SDir M&SDOS MICEDir M&SDir M&SRSOsRSOsQuarterlyQuarterlyMar 2009Apr 2009Feb 2009Mar/Nov 2009Jun 200914-16 Jan 200920-21 Feb 200927-1 Mar 2009Mar 200929-3

62、1 May 011-4 May 2009Sep 2009Oct 2009Nov 2009As scheduledSales Trip ReportTrip reportConference completionABSOLUTE SALES-AUDITINGProvide a check and balance towards the execution of Absolute Care as it relates to the financial operation of the Hotel. Establish Performance Standards for each sales ass

63、ociate:1. Revenue Goals and Measurement.2. Effectiveness of managing portfolio of accounts/key accounts. Establish Cost of Sales Goals and Measurement. Incentive and BonusAnalyse where our markets are. Use Corporate-approved criteria (applies to Revenue as well as Cost of Sales.) Submit incentive an

64、d bonus “Claims” if qualified.Examine the geographical source of our businessDir M&SDir M&SDir M&SCoordinator / Sales TeamSales TeamM&S team LeadersDec 2008QuarterlyRe-align for 2008Utilisation of measurementReceipt and paymentAnalysis report Examine the deployment of sales team and their effectiven

65、ess. Ensure we have “10s” Analyse the following:1. Is our sales power employed effectively?2. Do we need more, less or the same number of sales associates in the field?3. Determine the requirement/necessity and practicality of a Convention Services unit to supplement operation. Performance review (a

66、nnual) using the “360 degree” company-wide format to be done on a timely basis utilising the PPHR Performance Review format.Dir M&SDir M & SGeneral Mgr /M&S Team Leaders / Corp Dir M&SDir PIMar 2009Annual 60-day follow up on non-performers annually.RecommendationPerformance reviewABSOLUTE SALES-SYNE

67、RGYHave a mindset of the RSO and SRS as an extension of the hotel sales team.I. RSO1. Copy RSO on all customer correspondence outbound from/to the hotel and going to an RSO geographical area of responsibility.2. Develop Selective Sell Guidelines and empower RSOs to close on business opportunities qu

68、ickly and effectively.3. Solicit recommendations from selected RSOs on key and potential wholesalers and PCOs within their territory of coverage.4. Continue an open dialogue with RSO5. Response to RSO with sense of urgency.6. Proactively solicit for quality FAM trips from RSO.Sales Team / Dir M&SRev

69、enue MgrDir M&S Dir M&S Sales TeamDir M&SSales CoordinatorsDir M&SRespective sales associateSales TeamDir M&SSales teamOngoingOngoingJan 2009OngoingAs neededJan 2009ComplianceSelective Sell Guidelines distributedList of recommendations24-hour responseFAM trip plan Establish on an on-going basis a to

70、tal communication process with corporate.II. SRS1. Make sales calls to SRS offices during overseas trips.2. Set goals and targets, monitor the results.I. Corporate Relations1. Provide consistent updates of past and upcoming activities.Ensure the Hotel is included in all of corporates advertising cam

71、paigns targeted at the business market and selected leisure markets.Sales AssociateDir M&SDir M&SDir M&SRSORSOGeneral MgrCorp Dir M&SWhen appropriateJan 2009MonthlyAs appropriateComplianceCompleted documentMonth-end reportInclusion in programsABSOLUTE SALES-INFORMATION TECHNOLOGYUse information tech

72、nology to attract and keep customer, increase sales and improve profits.I. Automation1. Insure sales associates have the technology available to transact and transmit our business activities (contracts, proposals) faster than the competition.2. Budget for: Laptops, modems, PC/hardware and software t

73、o make the team competitive and productive. Windows base Delphi to gather and maintain complete customer profiles.II. Global DistributionsSystems1. Ensure information in each GDS is accurate and rates are loaded in major rate categories.2. Examine rates and availability of our competitive set on a r

74、egular basis, eg GDS Watchdog report.3. Develop and execute GDS advertising for business markets.Dir M&SRevenue MgrMIS Manager / Dir FinanceDir M&SJan 2009QuarterlyMonthlyQuarterlyAction in accordance to IT audit/proposalComplianceWatchdog reportGDS ad planIII. Guest History1. Use the guest history

75、system to develop a database to complement our various loyalty programs.2. Dedicate time to update information.IV. E-mail marketing1. Set up e-mail customer service plan.2. Plan direct e-mail promotional campaign.3. Build an online public relations plan.4. Explore advertising in E-Publications.5. Bu

76、ild e-mail newsletter.Marcom MgrFO MgrMarcom MgrFO Mgr / Dir M&S / MIS MgrDir OpsDir M&S / MIS Mgr / Corp Dir M&SJul 2009Jan & Jul 2009Jul 2009Jan 2009Apr 2009Jul 2009Oct 2009Database installationCompliancePlan completedCampaign plansPlan completedRecommendationConcept paper completedV. Web Marketin

77、g1. Surf the web for networking opportunities.2. Foster online communities built around common interests.3. Register Hotels web-site with all of the top directories and search engines. Maximise ranking on search engines.4. Develop online marketing strategies for building and maintaining Web-site tra

78、ffic.5. Seek appropriate future opportunities for revenue generation through new portals and/or additional booking engines.Dir M&SMarcom Mgr / MIS Manager / Corp Dir M&SJan 2009Oct 2009When web-site is completedAs appropriateApr 2009ProposalsProgram implementation Program implementationDocument comp

79、letedIdentify specific programsABSOLUTE SALES-CREATING 10sCreate a highly aggressive sales mentality with a “Take No Prisoners” competitive approach. Institute the empowerment that help ensure that sales people can be “all they can be” and thus win their commitment. Diligently maintain an up-to-date

80、 Business Review File and referring to the previous years information for a predictable flow of prospects. Practise power networking. Build a referral system. Become the specialist through profiling by industry. Review hard and soft benefits to be included and offered to long stay guests. Move away

81、from “Rates/Dates/Space” selling to “Value Drivers” and “Client Objective Accomplishment” where the market warrantsDir M&SSales associatesSales associatesDir M&SSales associatesM&S Team LeaderSales AssociatesSales associatesSales coordinatorDir M&SM&S Team LeadersDir M&SDir M&SDir M&S / Dir Educatio

82、nOngoingWeeklyAs appropriateJan 2009Jan 2009Jan 2009Apr 2009ComplianceComplianceComplianceProgram installationProgram installationProgram installationPerformance reviewABSOLUTE SALES-REVENUE GROWTHIncrease and maximise our total revenue and profitability.I. Revenue Management / Reservations1. Provid

83、e each customer / guest with personable and knowledgeable service through an efficient sales process which ensures maximum revenue potential.2. Review the current reservation process with the Revenue Manager.3. Create an incentive plan for the reservation sales agents to increase hotel revenue. Focu

84、s on revenue growth.4. Ensure that our reservation sales agents have ongoing product knowledge to successfully sell our Hotel.5. Educate our reservation sales agents in “selling” techniques to further increase revenue.Support the quality of the business and not only the quantity.Sales associatesDir

85、M&S / Revenue MgrDir PI / Reservation MgrReservation Mgr / RSO / SRSDir EducationRevenue MgrDir M&SReservation MgrDir M&S Dir M&S / RSO / Corp Dir M&SDir M&S / Reservation Mgr Dir M&SThroughout 2009Jan 2009Jan 2009QuarterlyApr 2009Quarterly reviewIncreased revenueReview findingsProgram implementatio

86、nTraining completedTraining completedReview completeII. Sales Promotions1. Develop “Take-One” opportunities.2. Advise corporate of revision of weekday / weekend rates for both Pacific Plus Packages.3. Review and revise packages and execute new ones where necessary.4. Undertake a major interline camp

87、aign push on all airlines both domestic and international5. Select niches and definite pockets of market segments to dominate.6. Embark on an aggressive volume contracting drive.Marcom MgrDir M&SDir M&SSales ManagerDir M&SSales TeamDir M&SMarcom MgrMarcom Mgr / Revenue MgrDir M&SM&S Team LeadersDir

88、M&SJul 2009Dec 2008 & Jun 2009Nov 2008Jan 2009Jan 2009Jan 2009Program proposalRevised rates and benefitsDocument completedCompliance of activityDocument completedCompliance of activityBRANDINGEmbrace the “brand” and instill in every associates the importance of the branding issue and educate them on

89、 the role they play in creating and maintaining the “brand”.I. Building Brand Identity and Recognition1. Continue to promote through the “Shades” campaign.2. Follow the Graphics Standards Manual for use in all communication devices reaching our customers, guests and team associates.3. Develop mercha

90、ndising opportunities through advertising, frequent guest program and bookers program.4. Ensure The Pan Pacific Hotel, Kuala Lumpur homepage adopts The Pan Pacific “look” and “feel”.5. Build up an extensive and comprehensive of good quality generic slide library of the Hotel for use by hotel sales a

91、nd regional sales offices.6. Evaluate the Hotel brand identity by continuously soliciting customer/guest feedback.7. Assist People Innovation & Education (PIE) in educating associates on the role they play in creating and maintaining the “brand”.Dir M&S / Marcom MgrMarcom MgrMarcom MgrDir M&S / Marc

92、om MgrMarcom MgrDir M&SPIEGeneral MgrDir M&S / Agency / VendorsDir M&S / Purchasing MgrGeneral Mgr / Corp Dir M&SDir M&S / General MgrMarcom Mgr/Sales teamDir M&S/Marcom MgrOn-goingOn-goingJan 2009Jan 2009 and ongoingMar 2009Mar/Sep 2009Mar-Oct 2009PPHR “Look” in ads & collateralsTotal compliance to

93、 Graphic StandardsGiveaway itemsPPKL web-site completed.Slide library updatedBrand identity evaluation report“We Are The Brand” campaignII. Create a Powerful Brand Position1. Stretch the brand by changing perceptions and positioning: Perceived quality Perceived value2. Enhancing consumption experien

94、ces.3. Identify and develop brand niche4. Use multi-positioning to establish market niche.5. Create brand relationship spectrum with other endorsed brands. Dir M&SAll associatesDir M&SDir M&SMarcom MgrGeneral Mgr / Steering CommSteering CommSteering CommMarcom MgrDir M&SApr-Sept 2009On-goingJan 2009

95、Jul 2009Jan 2009Brand Identity Evaluation reportGSRsBrand Niche identifiedPositioning PlanStrategic Alliances establishedIII. Integrate Marketing Communication to Build Brand Equity1. Enhance brand image through sponsorship and event marketing.2. Develop integrated marketing communication programs.3

96、. Create Cause Related Marketing (CRM) campaigns.Increase marketing communication effectiveness.Marcom MgrMarcom MgrMarcom MgrMarcom MgrDir M&S / General MgrDir M&SDir M&SDir M&S / Corp Dir M&SJan 2009Jan 2009Jan 2009Jan 2009Opportunities identifiedMarcom plansCRM plansMarcom evaluation report5.3. K

97、EY OBJECTIVES PEOPLE INNOVATIONProvides and environment which embraces an “individualised caring” approach to the hospitality experience, business practices and the local culture within the workplace. Thus, this environment creates a style of work in which all associates are supported by coaching, m

98、entoring, self discipline, education and the required resources, which will provide the self-confidence to deliver the preferred individual, associate and guest experience.2009 KEY OBJECTIVES PEOPLE INNOVATIONGoal andCritical Success FactorsActions/StepsChampion/sSupportTarget DateMeasurementGROWING

99、 OUR CULTURE1. To continuously ensure that the PIE team and Department Heads lead the Pan Pacific style of work that fosters the Pan Pacific Way by instilling the Mission, Vision and Values during orientations and daily departmental briefings, but most importantly to ensure that these values are pra

100、cticed in the day to day operations.2. As Absolute Care is the most important ingredient of our culture, we will provide the preferred working atmosphere for our associates by focusing and improving further on our Associates Absolute Care Cycle i.e., Pre-Arrival, Arrival, Stay, Pre-Departure, Depart

101、ure and Post Department.3. To ensure improvement in our service to our guests and operations, we will create a culture as a continuous learning organisation which emphasizes on competency development which will encourage our associates to understand what to do, how to do it, why it is done and is th

102、ere any better way to do it.4. As the effectiveness of a job is based on core competencies which a particular job requires, each individual associate will be trained by the respective Supervisors/ Department Heads to acquire those skills through the competency profiles provided by Corporate Office.

103、At the same time, these acquired skills will then be a supported tool for the associates future career development.5. To facilitate a flattened organisational structure, we will create and encourage both management and associates participation in any changes the hotel undertakes in order to have a s

104、ense of ownership and involvement in making that change happen. We will also create a mindset where every associate is a business person, an “owner” of a complete business process, president of his or her job.6. To ensure openness and effective communication at all levels, each Department will hold

105、daily operational briefings and monthly communication meeting with their associates. To further bridge the communication gap, we will continue to hold our Monthly Associates Gathering, GMs luncheon with Associates, Monthly Jurassic Park Video and Newsletter and also maintain updated news in the noti

106、ceboards.7. We will reciprocate our associates efforts in providing the preferred hospitality service by being the Preferred Hospitality Provider for employment through good practices and fair equity. We will periodically conduct surveys on our salary and benefit packages to see how we edge against

107、our competitors.8. We will continue to intensify our caring without compromise culture through the following initiatives:- Employee welfare and Training/development Programs.- Care Committee9. With PPKL winning the award of doing things the Pan Pacific Way “The Preferred Atmosphere”, this has proven

108、 that we are able to demonstrated ourselves as Team Developers, Team Leaders and Team Professional in any given situations. Now, we will concentrate in developing and growing our intangibles, i.e. our look, scent, energy flavour, focus and heart so that we become THE INTERNATIONAL HOTEL with good Ma

109、nagement Systems and Standards.10. In order to grow these intangibles, we have to establish and continue to build on our efforts to create a strong culture that reflects our MVV so that we continue to provide our internal and external customers “The preferred hospitality experience while exceeding e

110、xpectations and caring without compromise”.PIE Team, Department HeadsPIE, Department HeadsPIE Team,Department HeadsDepartment HeadsExcoPIE, Dept. Heads, Absolute Care TeamPIE, Department Heads, ExcoExco, Absolute Care TeamExco, Absolute Care TeamExco, Absolute Care TeamGeneral ManagerGeneral Manager

111、General ManagerPIE, General ManagerDept. HeadsGeneral ManagerGeneral ManagerDept. HeadsDept. HeadsDept. HeadsOrientations,Daily briefingsThroughout 2009Throughout 2009Throughout 2009Throughout 2009Throughout 2009Throughout 2009Throughout 2009Throughout 2009Throughout 2009Monthly GM/Associate Luncheo

112、n,Monthly Associate communication meetings andAssociates Satisfaction Survey Results.Orientations, Daily briefings,Monthly Communication Meetings, Associates Satisfaction Survey Results.Associates Satisfaction Survey Results, Guest Comment Cards, Monthly Training Reports.Performance Review, Guest Co

113、mment Cards, Associates Satisfaction Survey ResultsPerformance Review, Associates Satisfaction Survey ResultsMonthly Communication Minutes, Associates Satisfaction SurveyAssociates Satisfaction Survey ResultsAssociates Satisfaction Survey, Performance review results.Associates Satisfaction Survey, P

114、erformance Review Results, Guest Comment CardsAssociates Satisfaction Survey, Performance Review Results, Guest Comment CardsPEOPLE INNOVATION ABSOLUTE CARE MANAGEMENT SYSTEM1. To distribute the PIE Absolute Care Management Systems to all Steering Committee members who are the “Standard Guardians” a

115、nd whose role is to ensure that the standards are understood and establish steps for implementation process.2. Steering Committee to assign PIE Standards Champion and Designated Trainers in accordance with corporate guidelines to implement the AC standards for each specific area, i.e. labour, people

116、 care, orientation, and management development throughout the property.3. Each PIE Standards Guardian (Steering Committee) will then develop an education and training program to ensure that AC standards are taught daily, monthly, annually and are integrated into the department orientation program an

117、d Associates Guide Book.4. To ensure that through the guidance and education from the PIE Standards Guardian, Standards Champions and Designated Trainers, each Manager will continue to disseminate and educate all associates on all Absolute Care Management System standards. 5. To ensure that the Abso

118、lute Care Standards are part of each associates annual performance review.6. To continue with the annual Associates Satisfaction Survey and ensure 75% participation and a 80% satisfaction benchmark. Through the results of this survey, we will be able to measure and identify key areas of dissatisfact

119、ion, satisfaction and opportunities of improving absolute care for our associates.FacilitatorExco, PIESteering Committee/ PIE,Department HeadsDepartment HeadsDepartment HeadsPIE, Department HeadsGeneral ManagerGeneral ManagerGeneral ManagerPIE, General ManagerPIE, General ManagerGeneral Manager1st Q

120、uarter1st QuarterThroughout 2009Throughout 2009Throughout 2009September 2009Compliance with Manage- ment System and PIE StandardsCompliance with Manage-Ment System and PIE Standards.Orientation, Guest Comment Cards, Associates Satisfaction Survey ResultsPerformance Review results, Associates Satisfa

121、ction Survey Results,Results of Per- formance Re- view,Associates Satisfaction Survey Results, Labour Turn- over ratio.Comparison of Associates Survey results from prior year.CULTIVATE A PEOPLE INNOVATION “BRAND PRESENCE”1. With Corporates guidance, we will identify associates programs and products

122、to be branded for internal recognition.2. In order to create awareness and acceptance of our branding, we will have at least one competition on our branding for all associates so that they understand our brand image better.3. To continue the PIE branding, we will engage in cluster interaction throug

123、h the global conference calls, cluster projects and PIE conference.PIE PIEPIEMktg Comm Mgr, General Manager, Corp Dir. Of PIGeneral ManagerGeneral Manager, Corp Director PI1st Quarter2nd QuarterThroughout 2009Associates Satisfaction Survey ResultsAssociates Satisfaction Survey ResultsPEOPLE ACQUISIT

124、ION AND RETENTION1. We will formalise our hiring procedures and implement a proper recruitment program by only hiring people with the right attitude and best available talent in order to retain quality associates.2. To be the provider for fair salary scale and best practices by redeveloping our star

125、ting base salary for all levels of union and non-union associates so that we remain competitive. This will be carried out during the next Union Collective Bargaining in 2001.3. To review our current service rewards and recognition programs compared to our competitors in terms of value and recognitio

126、n so that we have the best service rewards in town.4. We will constantly and regularly monitor our wage management and benefit administration in order to be the preferred employer and remain competitive. In order to do this, we will carry out an analysis on positions, wage and benefits comparison an

127、d thereon, we will define the areas/positions which need to be merged and multi-skilled so that we are able to pay a more competitive salary to our associates due to the various skills which they possess. At the same time, we will be observant of any wage or benefits discrepancies and rectify any di

128、fference or disparity so that we are consistent in our wage management.5. We will render extra care to dissatisfiers through our Care Committee by lending a ear to all associates dissatisfaction so that all grievances are addressed promptly and with care.6. We will continue to build our alliance wit

129、h the National Union Officials and House Committee by holding quarterly meetings in order to update them on the changes the hotel is undertaking to improve and exceed our guests and associates satisfaction.7. We will upgrade our in-house associates facilities such as the cafeteria, changing rooms an

130、d associates entrance towards a concept and based on the approved budget. PIE will play a role and be involved in the renovation program such as the selection of furnitures, fixtures, lighting and colour schemes, especiallyin the renovation for the associates changing rooms.PIE, Department HeadsPIEP

131、IEPIEPIE, Care Committee, ExcoPIE, ExcoPIE, Technical Services, ExcoGeneral ManagerGeneral Manager, CorpDirector of PIGeneral ManagerGeneral ManagerGeneral ManagerGeneral ManagerGeneral ManagerThroughout 20091st QuarterThroughout 2009Throughout 2009Throughout 2009Every Quarter of 20092nd QuarterPerf

132、ormance review results, Associates Satisfaction Survey Results, Guest Comment CardsAssociates Satisfaction Survey Results, Performance Review ResultsAssociates Satisfaction Survey Results, Performance Review ResultsAssociates Satisfaction Survey Results, Performance Review ResultsAssociates Satisfac

133、tion Survey Results, Performance Review ResultsAssociates Satisfaction Survey Results, Performance Review ResultsAssociates Satisfaction Survey Results5.4. KEY OBJECTIVES EDUCATIONProvides the education and tools for the development of all Associates and for the implementation of the Management Syst

134、em which leads to the achievement of the preferred experience for our guest and our Branding in the market place.2009 KEY OBJECTIVES EDUCATIONGoal andCritical Success FactorsActions/StepsChampion/sSupportTarget DateMeasurementABSOLUTE CARE STANDARDS1. Assist the facilitator and department heads, to

135、review education and training programs , required to meet the minimum standards of the Management Systems.2. Educate the Designated Trainers on Train the Trainer, One to One Instructions and Workplace Assessment programs3. Work with facilitator to monitor progress of the Designated Trainers and the

136、education plan.4. Assist General Manager to conduct an audit of PPKLs associates & middle managers competency profiles.5. Perform gap analysis of associates & middle managers current competencies and desired competencies (based on Management Systems and 2001 strategic directions).6. Develop educatio

137、n programs, cross exposure and mentorship required to overcome deficiencies identified.7. Based on the competency audit , Management Systems, and associates & middle managers career aspirations, develop an education pathway for associates to meet minimum standards for their current position and futu

138、re development.8 Monitor progress of education programs, cross exposure and mentorship programs.9 Review current orientation program with the Absolute Care standard orientation, reorientation and departmental orientation.10 Prepare new orientation tool kits as per PIE Management Systems.11 Implement

139、 the revised Absolute Care Orientation and Departmental Orientation to ensure 100% attendance by new associates within 1 month of joining PPKL.12 Implement the revised Absolute Care reorientation for associates & middle managers who joined PPKL 3 years ago.Education ManagerEducation ManagerEducation

140、 ManagerEducation ManagerPI ManagerEducation ManagerEducation ManagerEducation ManagerEducation ManagerEducation ManagerEducation ManagerEducation ManagerEducation ManagerFacilitatorDept. headsDept. HeadsDesignated TrainersFacilitatorDept. HeadDept. HeadsDept. HeadsGeneral ManagerDept. Heads General

141、 ManagerDept. HeadsGeneral ManagerDept. Heads General ManagerDept. HeadsGeneral ManagerPIE TeamDept. HeadsGeneral ManagerDept. HeadsGeneral ManagerAs per target dateThroughout 2009Throughout 2009Nov 1, 2008Nov 1, 2008Dec 31, 2008Jan 2, 2009Throughout 2009Dec 1, 2008Dec 31, 2008Jan 2, 2009Jan 2, 2009

142、Progress as per implementation scheduleEducation ReportEducation ReportAssociate Satisfaction SurveyProgress as per target dateGrow Your FutureGrow Your FutureAssociate Satisfaction SurveyAssociate Satisfaction SurveyGuest SurveyAssociate Satisfaction SurveyAssociate Satisfaction SurveyGuest Satisfa

143、ctionAssociate Satisfaction SurveyGuest Satisfaction MANAGEMENT CAREER DEVELOPMENT1. Perform gap analysis of management team current competencies and desired competencies (based on Management Systems and 2001 strategic directions).2. Develop education programs, cross exposure and mentorship required

144、 to overcome deficiencies identified.3. Based on the competency audit, Management Systems, and associates & middle managers career aspirations, develop an education pathway for managers to meet minimum standards for their current position and future development.4. Monitor progress of education progr

145、ams, cross exposure and mentorship program.Education ManagerGeneral ManagerEducation ManagerGeneral ManagerEducation ManagerGeneral ManagerEducation ManagerGeneral ManagerFacilitatorDept. HeadsDept. HeadsDept. HeadsDept. HeadsOct 1, 2008Dec 31, 2008Throughout 2009Throughout 2009Progress as per targe

146、t dateGrow Your FutureAssociate Satisfaction SurveyGuest SatisfactionAssociate Satisfaction SurveyGuest SatisfactionPPHR STANDARD EDUCATION AND TRANING BUSINESS PLAN AND BUDGET1. Implement Annual Education Plan as identified under the Absolute Care standards and management Career Development.2. Moni

147、tor progress of Annual Education Plan and associates & middle managers development.3. Ensure contribution and reimbursement of Human Resources Development Fund.Education ManagerEducation ManagerEducation ManagerFacilitatorDept. HeadsFacilitatorFinancial ControllerThroughout 2009Throughout 2009Throug

148、hout 2009Associate Satisfaction SurveyAssociate Satisfaction SurveyGuest SatisfactionGuest Satisfaction5.5. KEY OBJECTIVES REVENUE MANAGEMENTGrowing Brand awareness through the powerhouse of selling. 2009 KEY OBJECTIVES REVENUE MANAGEMENTGoal andCritical Success FactorsActions/StepsChampion/sSupport

149、Target DateMeasurementEDUCATION NEEDS ANALYSIS1. Introduction and interpretation of all the Revenue Management Reports to Sales, Catering Sales, Reservations and Accounts.2. Conduct education program for Reservations, Sales and Catering sales on some definitions on Revenue Management to create Reven

150、ue Culture3. Application of SOPs Revenue MGRRevenue MGRRevenue MGRGeneral MGR, Financial Controller, Dir. Of Marketing & Sales, Dir. Of Operation, Front Office Manager, RESCOM MGRGeneral MGR, Dir. Of Marketing & Sales, Front Office Manager, RESCOM MGR.Corp. Director Of Revenue Management2nd Quarter

151、and will be an on going exercise1st Quarter1st QuarterREVENUE MANAGEMENT ABSOLUTE CARE MANAGEMENT SYSTEM1. Basic reservation handling and improvement of conversion of inquiries/calls for rooms and catering.2. Maintain and track record for Regret/Lost Of Business Report for all Revenue Generating Dep

152、artment3. Use of Availability selling in the hotel and implementation of the Selling Sales Guide to Reservations, Sales, Catering Sales and subsequently to RSOsRevenue MGR, RESCOM MGR, Catering Sales MGRRevenue MGR, RESCOM MGR, FOM and outlet MGRsRevenue MGRCorp. Dir. Of Revenue Management, Dir Of M

153、arketing and Sales, Front Office MGRCorp. Dir. Of Revenue Management, Dir Of Marketing & Sales, Dir. Of Operation, FOM & Project ChefCorp. Dir. Of Revenue Management, Dir. Of Marketing & Sales, RESCOM MGR, Catering Sales MGR2nd Quarter 3rd Quarter2nd QuarterTracking for Reservation & Catering, Spot

154、check, Shop on both areas. Daily tracking and also report the result at the end of the month.Overall Revenue achievement5.6. KEY OBJECTIVES OPERATIONS ROOMSProvides the preferred guest experience that fulfills the individual needs of each guest in the pre-arrival / arrival / guest stay / pre-departu

155、re / departure and post-departure.2009 KEY OBJECTIVES ROOMS (Incl. Housekeeping)Goal andCritical Success FactorsActions/StepsChampion/sSupportTarget DateMeasurementROOM DIVISIONImplementation Of The Rooms Absolute Care Management SystemProvide monitoring and coachingFor the success of the system.Con

156、cept principles & components of the system education will be reviewed on a quarterly basis. If need be, associates will go through refresher training.Absolute Care Management Standard Templates for Rooms implemented. On-going communications process to all Room Associates.Analyse the Standards, the “

157、Variances” and actions to comply.To monitor training needs analysis in providing consistency of the system. To give feedback to the Dir of Education.Front Office Mgr/Exe.HousekeeperFacilitatorDir of Education/Front Office Mgr/Exe.HousekeeperFacilitatorDir of OperationsDir of EducationFront Office Mg

158、r/Exe.HousekeeperFacilitatorFront Office Mgr/Exe.HousekeeperFront Office Mgr/Exe.HousekeeperDir of OperationsDir of OperationsGeneral ManagerDir of OperationsGuest Service ManagerDir of OperationsDir of Education1st Quarter1st Quarter2nd QuarterOn-goingOn-goingEducation ScheduleEducation PlanMarch 2

159、008ProcessProgressReviewOn-goingProcess ProgressReviewOn-goingProcess ProgressReviewFRONT OFFICEIncrease Rooms Operating Profit RatioMeeting And Exceeding Guest SatisfactionChanging Human Behaviour And Attitude Towards WorkTo work closely with Dir of Sales & Marketing and Revenue Manager in achievin

160、g target profit ratio.To implement action plan,- establish cost saving measures on variable cost eg. Guest supplies, communications cost,printing and stationeries etc.-to educate rooms associates on having cost saving mindset.- review yield performance weeklyto ensure our strategies pay off.- to max

161、imise revenue and consistently practise Revenue Management Culture.Up-selling- to induce guests to buy at highercategory accommodation. The newly renovated Pacific Floor gives us the opportunity for up-selling- Educate as professional sales person rather than order takers;i)Control encounter with gu

162、estsii)Overcome natural inhibitions in dealing with guestsiii)To be enthusiastic in asking for the sale- Target 10 rooms per dayIncrease productivity & quality of guest services.PRE-ARRIVAL- Check guest history on any special request required during previous stay.ARRIVAL- Address guest by their name

163、.- Greet guest the “Malaysian Way” (right hand touches the heart).- Based on guests history, inform guest of what action had been taken in anticipating his/her needs.- Look at Best Practises on name recognition of guest e.g. Vancouver hotel.IN-STAY- Guest Services Manager/GRO to call guest 15 minute

164、s later after checking in. To check on any additional request by guest.- Always greet the guest by the name whenever seeing them at the lobby.- Use appropriate hospitality comment while conversing with guest.PRE-DEPARTURE- To check with Service One on Any wake-up calls requested by guest.- Prepare a

165、ll guest billings, ensure that there is no discrepancy to promote speedy check out.DEPARTURE- Check with guest if he/she needs to make any future reservation.- Bid farewell and invite guest to return soon.POST DEPARTURE- To update new information or request into guest history.To create effective mee

166、ting;- encourage associates to participate- prepare agenda for meeting- encourage associates to prepare own agendaTo reduce inconsistency in work output;- prepare regular checklist- regular discussion on work inputPromote creativity- regular brainstorming- cultivate associates to read more of latest

167、 article on hotel industry- constantly review standard of serviceCreate associates activities in the department;- monthly question and answers session amongst associates and managers. To create transparencies in upholding discipline.- monthly or bi-monthly departmental gathering, thus will create a

168、sense of belonging with one another.Dir. of Sales & Marketing /Front Office Mgr/Revenue Mgr /Rescom MgrFront Office Mgr/Rescom Mgr/Guest ServicesMgrDir of EducationFront Office MgrDir of EducationFront Office MgrGuest Services MgrFront Office Mgr/Guest ServicesMgrGuest ServicesMgrGuest Services MgrG

169、uest Services MgrGuest Services MgrGuest Services MgrRescom ManagerFront Office MgrFront Office MgrFront Office MgrFront Office MgrDir. of OperationsDir. of OperationsDir of OperationsDir of OperationsDir of OperationsFront Office MgrDir of OperationsDir of OperationsDir of OperationsDir of Operatio

170、nsDir of OperationsDir of OperationsFront Office MgrDir of OperationsDir of OperationsDir of OperationsDir of OperationsOn-goingMonthly2nd Quarter2nd Quarter2nd QuarterOn-goingOn-goingOn-goingOn-goingOn-goingOn-goingOn-going1st QuarterMonthlyMonthlyMonthlyWeekly MeetingMonthly Meeting/Profit & LossS

171、tatementTarget 10 rooms per day. Monitor weekly. Re-educate if necessary.Monthly Re-visitation &BriefingUp-selling ReportsGuest FeedbackSecret ShopperArrival ListDaily briefingTarget 5 guests per dayGuest FeedbackFuture reservation listGuest History UpdateMonthly Training ScheduleCompetency ListMont

172、hly Front Office MeetingMonthly Front Office MeetingSERVICE ONEPro-active Approach in Handling Guest RequestEnhance Guest Service Over The TelephoneHandling of guests request;i) To call 5 guests per shift at random to check on guest any Request/assistance required during stay. All feedback to be log

173、ged down. Need to monitor call back so as not to become irritable.ii) To provide guest Recognition by having the Rescom Manager personally call guest during stay.iii) Educating Front Desk and other deoartments Associates in marketing Service One services.iv) Provide on-going training to all Rescom a

174、ssociates in different areas ie: housekeeping, front desk, concierge etc. This will sharpen their tools of knowledge in attending guest needs.To practice the concept of “SMILE, everytime you see a guest” over the telephone. To create a “SMILING ZONE” at the Rescom area.i) To create slogans and templ

175、ates.ii) To educate all associates in creating the Rescom work area as a SMILING ZONE.iii) Motivate all associates in this smiling campaign by having a monthly smiling award or incentive.Rescom ManagerRescom ManagerDir of EducationRescom ManagerDir of EducationRescom MgrRescom ManagerRescom ManagerM

176、arketing Comm. ManagerRescom ManagerTeam LeaderRescom ManagerFront Office MgrFront Office ManagerFront Office MgrFront Office MgrFront Office MgrExe.HousekeeperFront Office MgrFront Office MgrFront Office MgrRescom ManagerDir of Operations1st Quarter1st Quarter1st Quarter3rd Quarter1st Quarter1st Qu

177、arter1st Quarter1st QuarterLog book/Monthly Rescom MeetingDaily In-house Guest ListMonthly Education ProgrammeCompetency ReportGuest FeedbackAssociates FeedbackAssociates FeedbackAssociates FeedbackCONCIERGETo practise Anticipate Guest Needs approachEnforcement Of First And Last ImpressionEnforcemen

178、t Of First And Last ImpressionAmaze the guest by knowing what he/she wants before a request is made. This will create a SHINING MOMENT TRUTH in providing guest services. Can be done by checking Guest History or through conversations.PRE-ARRIVAL- Doorman to recognise limos that are due to arrive. To

179、keep close contact with airport representatives.- Concierge Clerk to check guests history on needs of guest.ARRIVAL- Greet guest the “Malaysian Way” (right hand touches the heart).- Greet the guest by their name.- Bellman to upsell or do suggestive selling while sending luggage to roomIN-STAY- Ensur

180、e that all newspapers are sent on time.- Check all messages, faxes etc.To be sent up promptly.- Use appropriate hospitality comment while conversing with guest.PRE-DEPARTURE- Concierge Clerk to call if guest require any transportation to be arranged / any luggage to be brought down etc. DEPARTURE- B

181、ellman/Doorman to bid farewell and invite guest to return back. To include lobby Guest Service Manager and Sales Manager on duty as well.- To always address guests by their name.POST DEPARTUREConcierge to check with Rescom on forthcoming reservations in ensuring that future request is being followed

182、 up.Front Office Manager Airport Mgr (KLIA) /Concierge TeamLeaderConcierge Team LeaderConcierge Team LeaderConcierge Team LeaderConcierge Team LeaderConcierge Team LeaderDir of OperationsFront Office MgrFront Office MgrFront Office MgrFront Office MgrFront Office MgrFront Office MgrOn-going1st Quart

183、erOn-goingOn-going On-goingOn-going1st QuarterGuest FeedbackArrival ListDaily briefingDaily briefingDeparture ListLobby Guest Service Manager, Sales Manager; Daily ScheduleGuest FeedbackHOUSEKEEPINGMaintain Total Cleanliness Of Rooms And Public AreaEducation On Job FunctionsBest Kept Floor Incentive

184、Preventive Maintenance ForRooms And Public Areas30th Floor Pacific LoungeImplementation Of New Lounge- Enlighten the Hotel general atmosphere with a touch of Class and fineness.- Daily special assignment to Highlight on specific area. - Daily observation by Supervisor and Executive.- Regular spring

185、cleaning twice a year.- Major washing of room Linen.- Maintenance of Carpet.- Review the checklist and frequency of inspection.- Forthnightly walkthrough by GM, Dir Operations &Engineer- Refresher training for all Associates on job functions.- On the Job Training.- Demonstration product knowledge.-

186、Cross exposure encourage &increase job flexibility.- Language Course-to improvespoken English.Competition of floor cleanliness to be carried out quarterly.Daily inspection of rooms being carried out by the following:- Duty Managers 10 rooms daily- GROs - 10 rooms daily- Housekeeper & Asst.- 10 rooms

187、 daily- Dept.Heads & Asst. 2 rooms per month Areas included are the corridors, pantry and service areas.- Proper planning in accordance With low/peak seasons- Identify defects in rooms or public areas and take actionsimmediately.- Closed floor or blocked at Least 5 rooms per day for preventive maint

188、enance work to be carried out.- Daily public areas and function rooms preventive maintenance to be carried out whenever room is available.- Constantly follow-up closely with Engineering. Implementation of the New Pacific Lounge.- Multi-skilling training to improve standard- Cross exposure training t

189、o:-i) Front Officeii) F&B outletsiii) Business Centre- Cross exposure to other Hotel for additional knowledge.Exe.HousekeeperAssistantHousekeeperDesignated TrainerExe.HousekeeperAssistant Housekeeper/SupervisorAssistant Housekeeper/Supervisor/EngineerExe.HousekeeperDesignatedTrainer/Room ServiceMana

190、ger/Front Office MgrExe.HousekeeperDirector ofOperationsExe.HousekeeperDirector ofOperations /Front Office Mgr/Section HeadsExe.HousekeeperChief EngineerDir of OperationsDir of OperationsOn-going1st Quarter 1st QuarterDailyOn-going1st QuarterDaily Checklist/Daily BriefingCompetency ReportInspection

191、Report /Incentive ProgramInspection ReportCompetency ReportEducation Plan5.7. KEY OBJECTIVES OPERATIONS FOOD AND BEVERAGEProvides the preferred guest experience that fulfills the individual needs of each guest in the pre-arrival / arrival / guest stay / pre-departure / departure and post-departure.

192、2009 KEY OBJECTIVES FOOD & BEVERAGEGoal andCritical Success FactorsActions/StepsChampion/sSupportTarget DateMeasurementFood and Beverage SummarisedF&B BUSINESS UNITS TO INCREASE MARKET MIX OF CORPORATE CLIENTS IN ALL F&B BUSINESS UNITS1. Implement activities and promotions that raise the profile and

193、 expectations of the restaurants2. Benchmark against selected restaurants for service , food quality and price value Individual benchmarks identified in restaurant business plan section Market surveys and comparisons3. Increase Market mix of corporate customer in all F&B business unitsIBU Mgrs.IBU C

194、hefsIBU Mgrs.IBU ChefsIBU Mgrs.IBU ChefsSteering ComSteering ComSteering ComSee Details in each IBUs planFeb 2009July 2009See Details in each IBUs planIncrease overall Food and beverage revenue By RM 2,500,000Over year 2008IMPLEMENT THE IBU MANAGEMENT SYSTEM IN AT LEAST 2 BUSINESS UNITS1. Hire IBU f

195、acilitator On share with PPRG2. Implement IBU management System Complete absolute care standard evaluation and define non compliance Implement non compliant Standards or get exception Educate IBU chefs and Managers in IBU management System IBU managers to make monthly forecast for Business Units IBU

196、 managers to explain variances to forecast and budget IBU managers to make business plan for 2002 IBU Managers to do competency evaluation of associates and future leaders Review Progress and evaluate3. Hygiene management responsibility and function to be transferred to F&B business units4. Introduc

197、e Incentive plan as per Management system5. Target to implement IBU management system in two Business units.First Choice: Keyaki Restaurant Hai Tien Lo restaurant Others to be developed and assessed for full compliance quarterlyGMIBU ChefsIBU Mgrs.IBU ChefsIBU Mgrs. Project ChefIBU ChefsIBU Mgrs.IBU

198、 ChefsIBU Mgrs.IBU ChefsIBU Mgrs.IBU ChefsIBU Mgrs.Project ChefChief stewardProject ChefSteering ComCorp. F&BIBU FacilitatorCorp. F&BProject ChefProject ChefDir. Edu.Project ChefDir. Fin MgmtProject ChefDir. Fin MgmtProject ChefProject ChefDir. PIESteering ComProject ChefGM Steering ComGMCorp. F&BNo

199、v 1 2008Dec 2009Oct 2008Dec 2008Jan 2009June 2009MonthlyMonthlyAugust 2009June 2009MonthlyOct 2009April 2009Dec 2009Guest satisfaction rating 85%Associates Satisfaction score 80%Achieve BudgetProfit and revenueGROW INTERNAL CANDIDATES FOR KEY LEADERSHIP F&B POSITIONS1. Based on Competency evaluation

200、 identify candidates for IBU manager/ IBU chef education program2. Selected candidates to attend F&B driving profit contribution seminars3. Outlet managers/ chefs to: do monthly forecast for respective business unit To explain variances to forecast To Prepare Business plan 2002 for Business unit Edu

201、cate associates in respective business unit in order to meet absolute care standardsProject ChefDir. Edu.Project ChefProject ChefIBU Mgrs.IBU Mgrs.IBU Mgrs.IBU Mgrs.Steering ComGMCorp. F&BCorp. F&BCorp. F&BGMDir. Fin MgmtProject ChefDir. Fin MgmtProject chefProject ChefDir. Edu.Project ChefNov 2008J

202、anuary 2001Monthly starting JuneAugust 2009June 20093 Internal Management candidates are competent for the next higher position within PPH&R To increase F&B revenue By RM 2,500,000 over year 2008 results1. Implement each Business unit detailed business plan 2. Implement each business unit promotion

203、and activity planIBU Mgr.IBU ChefIBU ChefsIBU Mgrs.Project ChefProject ChefDec 2009See attachedscheduleMeeting or exceeding budgeted revenuesMaintain Food and Beverage cost % as per year 20081. Continue with implementation of central purchasing of food items Chefs to meet for monthly cluster chef me

204、eting to: Set standard for items to be negotiated Inspect facilities of vendors Select preferred suppliers Review selected items Implement program2. Implement central purchasing for beverage Items Implementing wine program Selecting supplier of other beverage products and implementing purchasing sta

205、ndardsProject ChefIBU ChefsIBU ChefsIBU ChefsIBU chefsBU ChefsIBU ChefsIBU Mgrs.IBU Mgrs.Central Purch. Mgr.Corp. F&BGMProject ChefCentral Purch. Mgr.Corp. F&BGMProject ChefOngoing processTo be evaluated monthlyOngoing processTo be evaluated monthlyMaintain food cost at 35.1% overallMaintain Beverag

206、e cost at 22.6% overallCateringIncrease Banquet revenue by RM 570,000 over year 2008 results1. Introduce New Banquet Menus and packages Priced an average 5% higher than current2. Create and implement Food and Beverage set Menus for special occasions3. Create package and market and sell theme dinners

207、 Two theme dinners:Malaysian Kampung NightFormula one circuits Dinner Two Theme Coffee Breaks:Fresh Juice and fruit BreakChinese Dim Sum Break Two Wine makers theme dinner4. Introduce Childrens party program priced at RM 25 Select outside specialist in these kind of events Create interesting childre

208、n menus Pandy Panda to be integral part of event Promote through fliers at schools, Pandy Panda visits , at fun parks IBU ChefCatering Mgr.IBU ChefCatering Mgr.IBU ChefCatering Mgr.IBU ChefCatering Mgr.Project ChefDir. S&MProject ChefDir. S&MProject ChefDir. S&MProject ChefDir. S&MDec 2008Jan 2009De

209、c 2009Jan 2009Increased average check to RM 27.704 Menus ready for sale10 Packages sold per yeareach theme event sold at least 8 times during 20016 children Parties sold 30 kids averageRevenue RM 750 eachImprove guest satisfaction over year 2008 results1. Introduce New packages for annual dinner and

210、 special occasion2. Revise conference and seminar packages and launch new packagesIBU ChefCatering Mgr.Catering Mgr.Project ChefDir. S&MDir. S&MJan 2009Jan 2009Increased average check to RM 27.70Customer satisfaction rating 85%Improve associates satisfaction over year 2008 results1. Introduce early

211、booking discount program Events confirmed and deposit (50%) collected one month out get 15% discount Events confirmed 14days out 5% discount2. Introduce Incentive sales program for catering associatesDir. S&MProject ChefDir. S&MGMGMJanuary 2009Feb 2009Associates satisfaction score 80%WeddingsTo Main

212、tain or increase number of wedding events catered by hotel over year 2008 forecast (26)1. Introduce New and exiting wedding packages priced 10% higher than current prices2. “Take 1” flyers on display at bridal houses and photographer studios Give incentive reward to those who display fliers and get

213、confirmed booking3. “Look Of the Year” award All Couples celebrating wedding at the hotel will enter the competition Best couple to be chosen Rewards and incentives given Program Advertised in mailing program, fliers etc.4. Participate in bridal show to promote wedding packages5. Create one stop wed

214、ding packages in cooperation with outside agencies specialized in this workIBU ChefCatering Mgr.Catering Mgr.PR Mgr.Catering Mgr.Catering Mgr.Catering Mgr.Project ChefDir. S&MDir. S&MDir. S&MDir. S&MDir. S&MJanuary 2009January 2009January 2009LaunchAwardsFebruary 2010March 2009Generate at least 26 w

215、eddings for the yearEstimated revenueRM 500.000Room ServiceIncrease Room Service revenue by RM 92000 over year 2008 results1. Create new Room service menu that reflects current as well as expected customer mix and culinary trends2. Implement Food and wine combinations packages to increase beverage s

216、ales in rooms 3. Offer Pizza Hut” pizza selection through rooms service Sell through flier in room Pizza delivered by Room service to room Mark up per delivery RM 8 Increased selection of popular branded itemsExec Chef/RS Mgr.Exec Chef/RS Mgr.RS Mgr.Project ChefProject ChefProject ChefJanuary 2009Ma

217、rch 2009Increase Average Check by RM 1.85 Meeting budgeted revenue10 Packages sold per monthRM 200 profit per month generated through this programImprove Customer satisfaction compared to Year 2008 results1. Implement Absolute Care Standards Complete Absolute Care standard evaluation and define non

218、compliance Implement non compliant standards or get exception Educate associates in Absolute Care standards2. Implement Time guarantee program during selected weeks: Select weeks one month out Implement program on selected weeks Evaluate results and improve after each time3. Implement Room service “

219、Surprise Give Away” program with monthly changed items to awaken customer curiosity4. Implement Express in room dining menu Introduce New Express Menu to attract Corporate Business People. Create 6 - 8 different dishes that can be delivered in 20 minutes to guestroom.RS ManagerIBU ChefRS Mgr.RS Mgr.

220、RS Mgr.IBU ChefRS Mgr.RS Mgr.IBU ChefProject ChefIBU FacilitatorProject ChefIBU FacilitatorProject ChefIBU FacilitatorProject ChefIBU FacilitatorProject ChefIBU FacilitatorProject ChefIBU FacilitatorOct 2008Dec 2008WeeklySelected weeksMarch 2009March 2009Guest satisfaction rating 85%Minimum 10 indiv

221、idual weeks programSelected items delivered in 20 minutes , less than 10% defaultEducate Managers and associates to become IBU managers1. Attend education on Profit enhancement and menu engineering2. RS Manager to do monthly forecast for Room service and Mini Bar3. RS manager to explain variances to

222、 budget and forecast4. RS manager to make Business plan for RS and mini Bar 20025. RS manager to do competency evaluation of RS and Mini Bar associatesDir. Edu.Project ChefProject ChefProject ChefProject ChefCorp.F&BDir. Fin. MgmtDir. Fin. MgmtCorp. F&BDir. PIEJan 2008JuneMonthlyMonthlyAugust 2009Ju

223、ne 2009RS Manager to meet competency requirement for positionMiniBarIncrease Mini Bar Revenue over 2008 by RM 93000 while reducing the % of walk out1. Implement new Mini Bar items selection that includes items in the room as well as convenience store type items Reduce amount of items in room Impleme

224、nt new Mini Bar bill with tent card for in room sales items not in room Standardize delivery system of delivered Items Reduction of spoilage and losses due to reduced inventoryRS Mgrs.Project ChefNov 2008Mini Bar sales to meet budgeted targetsSelera1. Increase revenue by RM 700000 over year 2008 for

225、ecast1. Implement new a la carte menu that attracts middle and senior managers as well as in house guest Create focus group of regular customers and get feed back Revise existing a la carte menu using menu engineering and profit enhancement Customer feed back Create an interesting and appetizing men

226、u using culinary skills and talents Benchmark:quality of food and service Renaissance Implement new menu2. Introduce new Buffet menu to attract more middle to upper income customers. Buffet price RM 52 net Improve quality of food to PJ Hilton benchmark Introduce action stalls with live food preparat

227、ion (one stall per day) Create theme nights as per attached promotion calendar to give variety Revise Buffet menu selection 3. Introduce Friday Afternoon Snack at RM 25 net to attract government workers and others that enjoy two days off a week. Create menu and set up Blitz information to government

228、 and other near by offices using fliers , fax and e-mail4. Wine and Food Combination specials Menu items from winemakers dinner served with selected wine at attractive prizes. Fax and e-mail Winemakers guest list and expat clubs in KL the relevant information5. Increase Wine sales through introducti

229、on of Wine by the glass program Educate associates on how to sell and serve wine Launch wine by the glass program Implement incentive program based on wine sales Monitor and evaluate program: financial impact as well as customer satisfaction6. Mail 4 voucher series as in 2008 Dinner Buffet Voucher f

230、or Feb, March, April High Tea Buffet Voucher for May, June, July Dinner Buffet Voucher for August, Sept, Oct High Tea Buffet Voucher for Nov, Dec, Jan7. Implement monthly promotion plan as per attachment8. Introduce Juice bar to increase juice and smoothies sales and to give customers more choices T

231、arget Health conscious customers Use Juice and health snack bar for week day High TeaIBU chefIBU Mgr.IBU Mgr.IBU ChefIBU ChefIBU Mgr.IBU ChefIBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU ChefIBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU Mgr.IBU Mgr.Project ChefIBU

232、 Mgr.IBU Mgr.IBU Mgr.IBU Mgr.IBU Mgr.IBU Mgr.IBU ChefIBU Mgr.IBU ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefWin

233、e SupplierSteering ComSteering ComProject ChefPR Mgr.Project ChefPR Mgr.Project ChefPR Mgr.Project ChefPR Mgr.Project ChefPR Mgr.Project ChefNov 2008Jan 2009Jan 2009Dec 2008Dec 2008Nov 2008May 2009Feb 2009Dec 2008Jan 2009June 200Feb 2009See attachedMay 2009Feb 2009Jan 2009Feb 2009March 2009March 200

234、9Jan2009Feb 2008Feb 2009MonthlyJan 25 2009April 25 2009July 25 2009Oct 25 2009See attachedNov 2008Increased average check to RM 25.46 Revenue To Meet BudgetIncreased average check to RM 25.46Customer satisfaction score 85%25 covers per Friday High tea at RM 25 eachRM625 per week10 Packages sold per

235、week at RM 50 each per personWine sales to increase by 10% compared to previous year same monthMaintain or increase covers for voucher events compared to preceding year same periodImprove or maintain covers as per previous yearTo Generate RM 500 per day from juice bar2 Improve Guest satisfaction ove

236、r year 2000 results1. Launch Chefs specials to give selected often changing interesting dining experiences to our guest Chef to create weekly changing “specials” page Specials to be in theme with current events: I.e. F1, MIFF, CNY etc. Associates learn new skills and dishes2. Australian Food and Cui

237、sine Celebration to get high impact with public as well as exposing the international skills of the team Guest chef renowned Australian to introduce new menus Australian food to be used for local preparations Fax + e-mail to Expat community Fliers to distribute 5000 pieces3. Implement the IBU manage

238、ment system Complete absolute care standard evaluation and define non compliance Implement non compliant Standards or get exception Educate IBU chef and Manager in IBU management System IBU manager to make monthly forecast for HTL IBU manager to explain variances to forecast and budget IBU manager t

239、o make business plan for 2002 IBU Managers to do competency evaluation of associates and future leaders Review Progress and evaluateIBU ChefIBU ChefIBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.Project ChefIBU ChefIBU Mgr. IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.Pro

240、ject ChefProject ChefProject ChefProject ChefProject ChefSteering ComProject ChefProject ChefProject ChefDir. Edu.Project ChefDir. Fin MgmtProject ChefDir. Fin MgmtProject ChefProject ChefDir. PIESteering ComFeb 2009WeeklyWeeklyJune 15 to 29Oct 2008Dec 2008Jan 2009MonthlyMonthlyJune 2009August 2009J

241、une 2009MonthlyMeet customer satisfaction goal of 85%Increase media exposure and profile of restaurantGenerate 20 additional covers per day compared to same period previous yearAchieve guest satisfaction score of 85%Achieve associate satisfaction score of 80%3.Improve associates satisfaction over ye

242、ar 2008 results1. Send 2 cooks to Culinary art competition to challenge and reward them. Serve Competition dishes on menu2. Increase par stock of cutlery, chinaware and napkins in restaurant to Par 3 This will reduce time spent polishing wares during busy times Create a lockable storage room at leve

243、l 4 to keep par stock handy during low business timesIBU ChefIBU Mgr.IBU Mgr.Project ChefProject ChefProject ChefJune 2009Jan 2009Dec 2008Associate satisfaction score 80% or aboveHai Tien Lo RestaurantIncrease revenue By RM 330,000 overYear 20081. Introduce packages for Wedding Birthday Annual Dinne

244、r Full Moon Packages for 50 to 120 guest with exclusive benefits at RM 688 per table of 10 pax2. Introduce Free Flow Fruit punch priced at RM 17 per person Prepare table top information flyer Introduce/ launch free flow punch program Create incentive program for associates to encourage sales3. Creat

245、e Signature Dishes with Malaysian Heritage Names Chef to create high quality signature dishes Test Dishes on selected regular customer Start sell Signature Dishes4. Wine and Food combination menus Create menus for 4 pax or more that include Wines that suit Create awareness for the special menus5. Ho

246、st a Wine Makers Dinner Select Wines and supplier Create Menu priced at RM 225 per guest inclusive of wines Mail Invitations Sell Menu Serve Dinner menu Collect feed back and analyze input. Work action plan for future projects6. Date With Dim Sum Chef Introduce package of Dim Sum Buffet and How to m

247、ake Dim Sum Cooking Classes Package to be priced at RM 48.- per guest Prepare and distribute promotional material Target last Saturday of the month7. Introduce “HTL Cash” vouchers For every 100 RM spend Guest receives voucher worth RM 10 to spend on next visit (conditions apply) Define details of pr

248、ogram Design Vouchers and print Implement program and track results8. Increase Guest data base information Introduce Card Bowl Lucky Draw Guest that give card participate in lucky draw We add addresses to our database Data Base to be used for future mailing and personalized guest interaction9. Mail

249、4 voucher series as in 2000 Dim Sum Buffet Voucher for Feb, March, April Special set Dinner Menu Voucher for May June July 25% discount Voucher for August Sept Oct Dim Sum Buffet Voucher for Nov Dec Jan10. Increase Wine sales through introduction of Wine by the glass program Educate associates on ho

250、w to sell and serve wine in Chinese restaurant Launch wine by the glass program Combine wine by the glass program with wine dinner, and set menus packages Implement incentive program based on wine sales Monitor and evaluate program: financial impact as well as customer satisfaction11. Implement mont

251、hly promotion plan as per attachmentIBU Chef/Mgr.IBU Mgr.IBU ChefIBU ChefRest Mgr.IBU ChefRest Mgr.IBU ChefRest Mgr.Rest Mgr.Rest Mgr.Rest Mgr.IBU Mgr.IBU Mgr.IBU Mgr.IBU Mgr.IBU Mgr.IBU Mgr.IBU Mgr.IBU ChefIBU Mgr.IBU Mgr.IBU ChefIBU Mgr.Project ChefProject ChefProject ChefProject ChefProject ChefP

252、roject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject ChefProject chefProject ChefWine SupplierProject ChefProject ChefProject ChefProject ChefProject ChefMarch 1January 2009November 2008Feb 2009August 2009March 2009January 2009Until June 2009December 2008Jan 25April 25July

253、25October 25Jan 2009Jan 2009Jan 2009Jan 2009MonthlySee attached scheduleTarget revenue RM 50.000 per yearRM 2400 additional beverage revenueRevenue RM 10.000 per yearRM 4800 per monthRM 11000RM 960 per monthRM 25000 of HTL vouchers used back in restaurant2400 new Guest names in databaseTo Maintain o

254、r increase covers over 2000 during same voucher promotion10% Increase in wine sales compared to previous year same periodMaintain or increase covers compared to previous year same timeTo Improve Guest and associate satisfaction over year 20081. Implement the IBU management system Complete absolute c

255、are standard evaluation and define non compliance Implement non compliant Standards or get exception Educate IBU chef and Manager in IBU management System IBU manager to make monthly forecast for HTL IBU manager to explain variances to forecast and budget IBU manager to make business plan for 2002 I

256、BU Managers to do competency evaluation of associates and future leaders Review Progress and evaluate Australian Food and Beverage promotion in conjunction with Selera activityIBU ChefIBU Mgr.IBU ChefIBU Mgr.Project ChefIBU ChefIBU Mgr. IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.Project ChefIBU

257、 ChefIBU Mgr.Project ChefProject ChefDir. Edu.Project ChefDir. Fin MgmtProject ChefDir. Fin MgmtProject ChefProject ChefDir. PIESteering ComProject ChefOct 2008Dec 2008Jan 2009June 2009MonthlyJune 2009MonthlyAugust 2009June 2009Monthly15-29 JuneAchieve Guest satisfaction of at least 85%Achieve assoc

258、iates satisfaction of at least 80%Achieve Budget F&B ProfitsImprove Customer and associates satisfaction ratingDefine and implement Chinese restaurant and Banquet service standards1. Write standards and evaluate2. Review written standards and revise if necessary3. Implement agreed upon standards4. R

259、eview progress and take corrective action were necessaryRest Mgr.Project ChefCorp. Dir. F&B Rest Mgr.Steering ComCorp. F&BSteering ComCorp. F&BProject ChefF&B FacilitatorProject ChefF&B FacilitatorCorp. F&BStart November 00Jan 00 onwardsStart Feb 00Completed May 00Monthly starting Feb 00Chinese rest

260、aurant and banquet service standards are written and implemented successfully by May 2009Guest satisfaction 85%Associate satisfaction 80%Keyaki RestaurantIncrease revenue by RM 680,000 over year 20081. Change menu to capture the interest of the upper middle class Japanese expatriate living in KL are

261、a as well as the upper middle class Malaysian Evaluate current menu using menu engineering and profit enhancing skills Collect feed back from customer focus group Create new menu and launch Track sales and customer feed back; review quarterly2. Attract high spending Japanese clients with special men

262、u and beverage packages Chef to make special menus with wine or sake beverage recommendation Introduce special packages to corporate Japanese customers3. Japanese FIT in house to receive personalized welcome card and 15% discount on first meal at Keyaki Card distributed then Follow up with personal

263、call4. Host a wine makers dinner to introduce combinations of Japanese food with wine5. Increase Wine sales through introduction of Wine by the glass program Educate associates on how to sell and serve wine in Japanese restaurant Launch wine by the glass program Combine wine by the glass program wit

264、h wine dinner, and set menus packages Implement incentive program based on wine sales Monitor and evaluate program: financial impact as well as customer satisfaction6. Implement monthly promotion plan as per attachment7. Mail 4 voucher series as in 2008 Weekend Buffet Voucher for Feb, March, April F

265、ree Tempura Voucher for May June July 25% discount Voucher for August Sept Oct Week end Buffet Voucher for Nov Dec Jan8. “Best recipe” exchange with sister Keyaki Restaurants Select Chef Special recipes from Sister Restaurant and promote at keyaki for one monthIBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU Che

266、fIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU Mgr.IBU Mgr.IBU ChefIBU Mgr.Project ChefIBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefProject ChefProject ChefProject ChefProject ChefProject chefProject Che

267、fProject chefJap Sales Mgr.Project chefWine SupplierProject chefProject chefProject ChefSteering ComProject ChefProject ChefProject ChefProject chefProject ChefProject ChefProject ChefJan 2009Nov 2008Jan 2009MonthlyFeb 2009March 2009Feb 2009March 2009DailyApril 2009Feb 2008Jan 2009Feb 2009Feb 2009Mo

268、nthlyAs per planJan 25 2009April 25 2009July 25 2009Oct 25 2009JuneOctoberIncrease average check By RM 2.14Sell 10 wine /food packages per monthIncrease of in house diners by 10% over 2000 resultsDinner for 30 Pax at keyaki sold at RM 250 per personIncrease of Wine sales of 10% over previous yearMai

269、ntain or increase covers for targeted periods compared to previous yearTo Improve Guest and associate satisfaction over year 20081. Implement the IBU management system Complete absolute care standard evaluation and define non compliance Implement non compliant Standards or get exception Educate IBU

270、chef and Manager in IBU management System IBU manager to make monthly forecast for Keyaki IBU manager to explain variances to forecast and budget IBU manager to make business plan for 2002 IBU Managers to do competency evaluation of associates and future leaders Review Progress and evaluate2. Austra

271、lian Food and Beverage promotion in conjunction with Selera activityIBU ChefIBU Mgr.IBU ChefIBU Mgr.Project ChefIBU ChefIBU Mgr. IBU ChefIBU Mgr.IBU ChefIBU Mgr.IBU ChefIBU Mgr.Project ChefIBU ChefIBU Mgr.Project ChefProject ChefDir. Edu.Project ChefDir. Fin MgmtProject ChefDir. Fin MgmtProject ChefProject ChefDir. PIESteering ComProject ChefOct 2008Dec 2008Jan 2009June 2009MonthlyMonthlyAugust 2009June 2009Monthly15-29 June