Thursday, October 31, 2019

The Bedford Boys and D-Day Invasion Research Paper

The Bedford Boys and D-Day Invasion - Research Paper Example The men who were assigned to the D-Day invasion were some of the most valiant. Some died on the beaches, some fought on throughout Europe to secure peace. They made a lasting contribution to the world which we enjoy today. But few soldiers in the operation were as valiant as the Bedford Boys. They came to represent the very best of American sacrifice for peace in this world. They were ordinary, small-town men who made an extraordinary contribution. By 1944, World War II was grinding to a halt. Allied forced had a toe-hold in Italy; in the Pacific, the United States had turned the tide against the Japanese. The Germans and the Japanese were reeling from a series of defeats. On the Eastern Front, Hitler had lost his Sixth Army at Stalingrad, and the Russians were pushing back and taking the land that Germans had captured only a few years earlier. Still, there was no talk of surrender from Berlin. Hitler was in a delusional mood and intended to fight to the last man. Fortunately, the Al lied forced had earlier agreed that there was to be an unconditional surrender of Axis powers. It is not possible to say if this policy was definitively responsible for ending the war on the excellent terms that it was ended, but it seems probable (Armstrong, 86). The Allies were not going to make the mistake of permitting a rump Nazi regime to hang on with the promise of peace. They knew that they could not trust the Nazis about anything. As a result, the Allies steeled themselves for a full-on invasion and plans were soon underway for an invasion of France through the beaches of Normandy. This would also make Stalin happy. For years now, he had been fighting tooth and nail with the Germans on the Eastern front, and badly needed relief from their viciousness. He wanted the United Kingdom and the U.S. to open up a second front in the west (Gilbert, 544). The operation was to be a secret from the Germans and was to involve overwhelming force. On the morning of June 6, 1944, thousands of Allied planes bombarded German defences on the beaches of Normandy; soon after, thousands of soldiers arrived by boat to begin the invasion. In preparation, Supreme Allied Commander, the American Dwight D. Eisenhower, wrote to his generals and soldiers: You are about to embark upon the Great Crusade, toward which we have striven these many months. The eyes of the world are upon you. The hopes and prayers of liberty-loving people everywhere march with you. In company with our brave Allies and brothers-in-arms on other Fronts, you will bring about the destruction of the German war machine, the elimination of Nazi tyranny over the oppressed peoples of Europe, and security for ourselves in a free world (Garamone). It is clear that inspiration was needed, as the fight to come was to be a brutal one. Eisenhower did his best to put things in perspective and encourage his men. It was important for them to understand just why they were fighting. D-Day was an incredibly bloody invasion fo r U.S. servicemen. More than 2500 lost their lives on the beach that day (Fry). The air cover that the generals intended to use as cover and to soften up the German artillery positions did not meet with much success. The result is that when the men landed on the beaches of Normandy, many had German weapons immediately trained on them. It was only through sheer fortitude and courage that they kept coming,

Tuesday, October 29, 2019

Evolution and growth of Mutual Fund in India Essay

Evolution and growth of Mutual Fund in India - Essay Example As a result, the popularity of the mutual funds is limited to big towns and cities i.e. the places outside the metropolitan area are yet to be fully tapped by the industry. A significant portion of the country’s population lives in these areas. It is important that the mutual funds target this section of investors if it has to raise the profitability margins. This can help the industry to penetrate into the unexploited markets in the country. If the industry can reach out to the wider audience then this give a significant boost to the growth and development of the mutual funds in the country. On the other hand Indian mutual fund segment has largely been product led-and not sufficiently customer focused with limited focus being accorded by players to innovation and new product development. Further there is limited flexibility in fees and pricing structures as reported by interviewees in our study in 2009. It is important that if the funds desire to achieve a robust growth they should design their policies as per the needs of the customer. The diversified population of the country comprising of the retired individuals, high income groups, middle income groups, etc make it necessary to have the funds as per the requirements of the related group. For example the investment objective of a retired individual is not the same as that of the high income group. The former requires a regular flow of cash and is happy with stable returns while the latter is risk averse and desires high returns by taking high risks. By designing the funds as per the investment needs of the investors the industry can cater to the various sections of the society. This will make it popular across all the income classes. Mutual funds are investment schemes that are managed by professional experts. These financial instruments have become extremely popular on account of some inbuilt advantages. Initially investment in high value stocks

Sunday, October 27, 2019

Pan Pacific Kuala Lumpur Airport Hotel Business Strategy

Pan Pacific Kuala Lumpur Airport Hotel Business Strategy 5.0 Key Factors for Success Key factors for success (KFS) are the critical factors or activities required for ensuring the success of a business. They need to be identified so that an organization can ensure that they can delivers value that meets and exceeds the expectations of its targeted customers better than competitors (Bowie and Buttle, 2007). Two key factors for success have been identified for PPKLIA hotel. The hotel physicals condition and hotel website. PPKLIA established 11 years ago, the exterior of the hotel building now seems aged and the exterior image of the hotel is in old condition with an unattractive design. At first sight, it does not bring an impression of the hotel being a 5-star luxury hotel. This can be considered as one of their weaknesses since there is often an intuitive feeling that effective design can attract customers from the desired target market segment and enable the hotel to price accordingly while operating the unit in an efficient way with the result of this greater market awareness and customer volume is increased profits (Ransley and Ingram, 2001). Hence, PPKLIA should have a refurbishment plan to upgrade the hotels design in order to achieve what had stated by Ransley and Ingram. The hotel web site is another factor which is considered critical to the hotel. To hospitality practitioners, the internet offers a means for them to sell their products to global customers without any geographical or time constraints (Huizingh, 2000). The driving force for hospitality suppliers to establish their web sites includes lower distribution costs and thus higher profits, and a larger potential market. Similarly, consumers can search for their needed information and directly communicate with suppliers at any time and in any place (Waller, 2003). Thus, the web site is an important medium for the hotel to communicate with their markets. 6.0 Mission Statement Organizations develop corporate mission statement in order to share them with their managers, employees and in many cases, customers and other publics (Kotler et al., 2006). According to Pearce and Robinson (1991), mission statement can be defined as broad statement of characteristics (product and market), goals (profit and growth) and philosophies of a business or simply its purpose and philosophies (Byars, 1984). Mission statement below is based on current situation and potential development of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel will be regarded as the paramount leader of airport hotel in Asia exemplifying service of unmatched sincerity and professionalism. Pan Pacific Kuala Lumpur International Airport Hotel will be the best choice in serving the honorable business and leisure travelers according their different needs and wants. At here, we will treat all of our guests as our priority through the delivering of caring and efficient hospitality to create a truly unique signature service where every signature service comprises of our commitment and responsibility on the service provided. Our dedicated employees will go through a series of developing and training in an effort to mould them to become an extraordinary individual in providing a unique sense of professionalism to the guests. We will ensure that every employee is treated fairly with dignity where constantly support and caring from leaders to continuously improve productivity and customer satisfaction. As our hotel surrounded by an oasis of greenery in fusion with luxury, we committed to environmental protection and stewardship by mitigate the impacts on the environment with all the stakeholders to promote and implement responsible environmental practices and continuous improvements. We will ensure our products and services will remain in the high quality to provide satisfaction to the current and future potential customers and at the same time to breakthrough the limitation in creating competitive advantage vis-Ã  -vis competitors by actively expanding our presence globally, with potential developments in a number of domestic and international markets. 7.0 Strategy Formulation The task of analyzing the organizations external and internal environments and then selecting appropriate strategies constitutes strategy formulation. It is a process of taking actions consistent with the selected strategies of the organization (Hill and Jones, 2006). 7.1 Prioritize Existing and New Target Market PPKLIAs current target market composed of business travelers, airline crews, tourists and transit passenger, while 80 per cent of the hotel guests are foreigners with the largest group coming from the United Kingdom and Australia. According to Bowie and Buttle (2007), business travelers tend to be less price-sensitive, since employer generally meets hospitality and travel expenses. This has made them have more budgets to spend in the hotel. Also, they are less concern on seasonal aspects because business travelers contain business trips that are unavoidable due to their job nature. Moreover, with the recent economic downturn, many companies revised their travel spending, with companies arranging meeting near the airport in order for delegates to fly in and out on the same day (Boston Business School, 2009). This causes business travelers as frequent, or regular, users of airport hotel accommodation. Therefore, a 50 percent of target market allocation for business travelers should firstly being prioritized. Besides, a 35 percent of target market will be allocate for transit air travelers as the second group to be prioritized since PPKLIA is the preferred choice for transit air travelers with a few long hour in-between flights. Due to the nature of location of the hotel, it provides convenience to this target market to check-out the hotel and able to catch their flight by just going through a 5-minute walking distance of sky bridge that connecting the hotel and airport. Moreover, these transit passengers are mostly come from the Europe countries where they have high spending power. Thus, it should not be overlooked. Airline crew is the third priority target market group with a 15 percent of target market allocation for it since PPKLIA is an airport hotel, the high volume of intercontinental, regional and international flights, coupled with the need for airline crew to have proper rest periods between flights, has created a demand for group accommodation for hotels within approximately 15 45 minutes travel time of major airports (Bowie and Buttle, 2007). While the distance between KLIA and PPKLIA is only a 5-minute walk make it as the preferred choice of hotel for airline crew to stay in. A prediction from World Tourism Organization (WTO) on China, it expected to send 100 million visitors to other countries (Zhang et al., 2000). Thus, a 60 percent of market allocation should falls under it as first future potential target market to be prioritized. On the other hand, with the popularize by the Tourism Minister Datuk Seri Dr. Ng Yen Yen, the Japan market would permeate into Malaysia gradually by selling product-service that suit the different target market such as sophisticated office ladies and men, students and pensioners. Therefore, this market would have a 40 percent of market allocation being ranked as the second market to be prioritized. Hence, PPKLIA should grab this opportunity to adjust its products and services to prioritize these markets by cater the needs and wants for the Chinese and Japanese in an effort to enlarge its target market for the business. 7.2 Positioning Statement The concept of positioning statement in a marketing strategy calls for the creation of an image the consumers perception of the subjective attributes of the property vis-Ã  -vis those of the competition. This perception may be radically different from the propertys physical characteristics and the distinction between the perception and the reality is especially important for hotel marketers (Lewis, 1981). Based on the previous internal and external analysis, a repositioning should be carried out in order to revise the marketing strategy for PPKLIA as to increase sales. As a result, a new positioning map (Please refer to Appendix I) has been developed that emphasized on offering the same quality product-service to the guests but with lower price. From the previous positioning map, PPKLIA being plotted at the highest position for the two variables since it has the most expensive room rate compared to its competitors and is the nearest to the subject location, KLIA. As in the new positioning map, PPKLIA is being proposed to lower its ranking from five to four for the price variable. In other words, PPKLIA is encouraged to lower its room rate to the range of RM 375.00 RM 450.00 in order not to have a big difference with its primary competitors while at the same time maintain its quality. Below is an overall positioning statement follow along with statements for various targeted segment of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel is a five-star airport hotel recognized by prestige awards and accolades based on the high quality product-service offered. At here, we have world-class luxury rooms and suites which are designed to exceptional standards with an intrinsic eye to detail with sumptuous food and beverage outlets serving an extensive variety of exotic cuisine. Meanwhile, a complete facilities and services are offered as well. We also provide a broad array of meeting and banquet services for business travelers and corporate group. Our hotel is surrounded by an oasis of greenery in fusion with luxury themed hotel to boast a relaxation during guests accommodation. All employees are treated as the hotels associates where associate implies partnership and working together and thus they would bring out the best in serving the external customers our guests. Business Travelers: As one of the finest and most conveniently located hotels in Kuala Lumpur, Pan Pacific Kuala Lumpur International Airport Hotel is the preferred hotel for business travelers and corporate groups to conduct meetings and functions in our conference venues that offer enormous flexibility from a magnificent ballroom to our state-of-the-art auditoriums. Also, we provide a home away from home and an office away from the office with a complete set of secretarial services at the Business Centre to serve the needs of productive business travelers. Airline Crew: In Pan Pacific Kuala Lumpur International Airport Hotel, the hotels lush tropical landscape, water features and soothing environment make for a rejuvenating break in combating jet lagged and weary airline crew that becoming a limiting factor in aircraft operations. Transit Passengers: We are a full-service airport hotel conveniently located adjacent to the Kuala Lumpur International Airport with immediate access to the hotel via a sky bridge. It is the preferred hotel choice for transit air travelers with a few long hours in-between flights. Air travelers with early morning departures or late night arrivals will find the hotel perfectly suited to their unique needs. 7.3 Gap Analysis Ansoff Matrix Gap analysis is the art and science of computing the size of the gap between the sales objectives, and where a forecast based on the SWOT analysis of sales in the future on the identified threats and opportunities that impact on the business (Bowie and Buttle, 2007). It is an analytical tool to be used in conjunction with the Ansoff matrix which is the four alternative strategies to help determine how far each type of action will bridge the gap between initial forecasts for growth and the corporate objective for growth. PPKLIA can be considered as a business with growth-oriented that are more likely to set ambitious stretch targets that want to see the value of their investment increase. If achieved, there will be an improvement on the market value or capitalization of the business. As a result, a gap analysis and ansoff matrix (Please refer to appendix J and K) has been developed for PPKLIA to forecast the future sales that can be achieved in three years time. PPKLIA may starts improving its sales by adopting the lowest-risk growth strategy, market penetration. It is a strategy to improve sales by using the existing products in existing markets and this could increase the current customers rate of use or attracting competitors customers (Hsu and Powers, 2002). In order to do that, a plan in increasing the rooms sales of 5 percent has been suggested through the increase of frequency. Besides that, it is advisable to encourage spend from existing customers by creating more different loyalty program for different target market since PPKLIA only offers loyalty program to secretary and left out the others. Meanwhile, a frequent stay program will be offered after the creating of loyalty program where points will be awarded to guests based on their frequent of stay in the hotel. On the other hand, the hotel staffs especially from front office (front desk, operator, and concierge) should be trained on their up selling skills in order to sell the m ost profitable product to the guest to achieve maximum revenue for the hotel while ensuring total customer satisfactions. Besides, advertising and direct mail campaigns will be carried out to target at the ex-customers too. All these activities can help to boost a 5 percent of sales increase to rooms department and may bring the current hotel revenue of RM 61,709,000 to RM 78,843,093 in the future of three years time. The next strategy to be implemented is the market extension. It features the roll out of existing product-service offers in new markets (Bowie and Buttle, 2007). According to Hsu and Powers (2002), it has greater risk than market penetration because the hotel may lose its market development expenditures if the effort fails. The most common market development activity is to identify new geographic markets. From the previously conducted SWOT analysis, Chinese and Japanese target markets have been identified as the potential target markets for PPKLIA in the future and a succession of marketing communication will be carried out to capture this market. By targeting 3 percent of China and 2 percent of Japan market can help in increasing 5 percent of room sales and contribute an overall sale of RM 82,726,908. Another Ansoff strategy where it emphasized on developing new products in a hotel to increase customer satisfaction by improving the product offered. They are usually improvements and product modifications, rather than radical new product-service concepts (Bowie and Buttle, 2007). However, it is somewhat riskier than market penetration because of the costs involved (Hsu and Powers, 2002). According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, there is a rules of thumb where refurbishment will be carried out on the food and beverage outlets every five years and ten years for rooms because what hospitality operations offer is an experience and the physical setting is a representation of the experience offered (Hsu and Powers, 2002). The refurbishment can enhance the quality of products and hence create novelty to the existing markets. Besides, infusion of new technology into the hotel also consider as one of the tactics in enhancing the products and services offer ed. Technology features to be introduced such as the energy management on controlling rooms air-conditioner and lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. Based on the previous internal analysis, the spa service provided in PPKLIA has the high potential to become one of the income generators to the hotel. However, it is not well managed and fully developed. Hence, enlarge its services and products by offering more variety of packages to choose from would attract more guests who emphasize on healthy living. The product development would help in increasing 3 percent of the rooms and spa sales that worth RM 3,205,787 and lead to a future total sales of RM 85,932,695 in the year 2011. When new products are introduced in new markets, diversification occurs. The diversification strategy focuses on creating new product-service offers for new target markets. This is the riskiest growth strategy, since the company has no existing customer or product knowledge to exploit (Bowie and Buttle, 2007). The tactic suggested to PPKLIA is to open a new themed restaurant to cater the Chinese and Japanese target market. The themed restaurant may offer Chinese and or Japanese cuisine since PPKLIA does not have these cuisines served on the current food and beverage outlets. If the plan succeeds, it would increase 7 percent of room sales and food beverage sales that contributes to an overall total sale of RM 90,252,325. According to the gap analysis graph, there is still gap between the diversification strategies and corporate sales objectives with an amount of RM 3,329,351. This is due to the corporate sales objectives being set in an ambitious manner and may need further revise. 7.4 Marketing Mix Objectives Marketing mix decisions is made from the marketing strategies and marketing tactics in order to achieve agreed marketing objectives. Marketing mixes for both the strategies and tactics to ensure that the organization wins sales from the targeted customers against the identified competitors (Bowie and Buttle, 2007). According to Bowie and Buttle (2007), objectives should be Specific, Measureable, Achievable, Realistic, and carried out within a set Timetable (SMART). SMART objectives provide an operational target that measure the performance of the business and act as a control mechanism in determining whether management is effective. Below are the SMART objectives set for PPKLIA to be achieved in the next three years. Annual / monthly sales Objectives: To increase sales from RM 61,709,000 in the current year (2008) to RM 93,581,676 in three years time. Customer Mix: To target Chinese and Japanese leisure market, and achieve 10% of the overall customer mix of the hotel in three years. Location: To purchase five busses in three years time to enhance the accessibility between the hotel and Kuala Lumpur city centre. Product Development To reduce 20 percent of the energy consumption from guestrooms annually. To increase 10 percent food and beverage sales in three years time by establishing new themed food and beverage outlet To increase 30 different variety spa product-service within three years Pricing To set the current room rate 25 percent lower to have similar price with its competitors within a year To offer 30 different variety of packages within three years To setup discriminatory pricing for transit air travelers can fences based on the two types of length of time staying in the hotel with two types of prices within a year. Distribution To increase bookings generated through mobile device by 10 percent in a year. To increase bookings generated through the website by 25 percent in the next 12 months Marketing Communication Objectives To increase five percent room sales through e-mail marketing within three years. To increase awareness amongst Chinese and Japanese market by allocates RM 1 million of advertising fees for three years time People To conduct stimulation training for new entrants once being employed and interpersonal customer service training for existing employee every six months. To form empowerment culture within three years time. 8.0 Marketing Mix Strategies All marketing decisions to accomplish the firms grand strategies and annual objectives can be expressed in terms of the marketing mix variables of location, product-service offer, price, distribution, marketing communications, and people. Marketing mix strategies are plans of action to show how the marketing mix variables will be used to achieve the marketing mix objectives and grand strategies (Reich, 1997). 8.1 Location Strategy According Powers (1990), there are three most important factors to consider when opening a hotel, location, location, and location. Without a good or excellent location the businesss chances of success are greatly reduced. PPKLIA sited on 2.25 hectares of land at Sepang which is a town and district located in the southern part of the state of Selangor in Malaysia. Formerly a sleepy town, Sepang has grown by leaps and bounds due to several recent developments such as the Sepang International Circuit and Sepang Goldcoast. However, it still lack of tourist spots that would offer sightseeing or entertainments. Transit passengers, who prefer not to rest in the room during the few long hours in-between flights, would suggest to pay a visit to Kuala Lumpur (KL). As the capital of Malaysia, it is the most modern and developed city in the country, with contemporary high-rises and world-class hotels, glitzy shopping malls, and international cuisine. It would definitely provide an ultimate guests satisfaction in the aspects of entertainments. Also, places such as Putra World Trade Centre, Kuala Lumpur Convention Centre and so on are where most of the business travelers would have their meetings, conference, or tr ade show conducted. However, guests who want to access to KL from PPKLIA may feel inconvenience since the hotel located 58 kilometers away from KL and it needs 50 minutes of car driving time to reach there. Even though there is a rail service by Express Rail Link (ERL) which is a standard gauge and electrified airport rail link in Malaysia that connects the KLIA with the Kuala Lumpur Sentral (KL Sentral) transportation hub. Nevertheless, the service is costly for guests who need often access to KL from PPKLIA with a one way ticket that cost RM 35.00 for an adult and RM 15.00 for a child. In order to enhance the accessibility to KL, a strategy on setting up a free shuttle bus service for in-house guests will be proposed. Firstly, for the first year of this proposing, two busses will purchase and performance measurement will be implemented in order to know whether the outcome of this strategy brings an increase on sales to the hotel, then only to proceed to the original proposed plan to purchase three more busses. This is because the purchasing of a bus is costly, thus, if it does not bring a good outcome, a new strategy may need to develop. There are two routes to be offer in this service where the first route will have a linkage between the hotel and the Nilai commuter station. Although there are buses at the airports bus station are offering the same service, however, the buses will stop at every bus station to pick up passengers and it would spend about 45 minutes to reach Nilai commuter station whereas the free shuttle bus service will offer direct route for the in-house guests to the commuter station with just 15 minutes with the frequency of every 15 minutes. Another route will link from the hotel to the KL city centre with the frequency of every hour. The service will only operate from 9 a.m. till 9 p.m. for both routes. 8.2 New Product Development Strategy Kotler et al (2004) define new product as a good, service or idea that is perceived by some potential customers as new. Most new product developments in hospitality operations are evolutionary rather than revolutionary (Bowie and Buttle, 2007). 8.1.1 Guests Rooms Since PPKLIA is an airport hotel that linked with KLIA, we would propose that the concept of the hotel should match with the KLIA. According to Sharp (1999), KLIA represents a fusion between nature and high technology with the concept of symbiosis, which Kisho Kurokawa, the designer of KLIA has described as an airport in the forest which is the worlds first environmentally friendly airport. As a result, PPKLIA should blend a unique amalgamation of green (environmental concern) into the hotel since its greenery surrounding provides a vantage point to become a green hotel. PPKLIA utilizes this transformation as a repositioning tool to differentiate itself from its competitors in order to maintain its leading position in the market. One of the key features in creating green hotel is to reduce the energy consumption in the hotel. Based on a study by Page and Siminovitch (2000), an estimate roughly of 60 percent of lighting energy usage occurs during 9 am to 4 pm period when rooms are generally not occupied. Hence, by introducing of key cards systems which include an energy management features that control the lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. It keeps the room constant at a minimal comfort level until a guest requests a more comfortable temperature. It will also switch off the lightning operation in the room automatically when guests are not present. According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, the installation of solar film coating at Degree 24-hour Restaurant and Travellers Bar and Grill help to reduce heat from the sun light that penetrate through the large clear windows and glasses. When heat reduced, the energy cost of air-conditioning would be reduced as well. Thus, this same concept would apply in the guest rooms as well to reduce heat and at the same time the furniture and fixtures in the rooms are also protected from ultra violet damage and should last longer and look much better. To assist in the spectacular metamorphosis of PPKLIA, the transformation program will be conducted in stages so as to minimize disturbance to guests and the properties will remain open throughout the transformation. The new key card system will be installing on the first year of the implementation of the objective for the third to sixth floor; while the remaining floors will proceed in the second year. At the same time of installing the new key card system, the solar coating firm will be installing as well. 8.1.2 Food and beverage outlets One critical attribute of successful hotel food and beverage outlets is their ability to appropriately respond to the changing needs of the market while maintaining a profitable operation (Siguaw and Enz, 2007). Thus, the key concerns on product development for PPKLIAs food and beverage outlets will focus on establishing a new themed restaurant. The purpose of having this new restaurant is to serve the needs of the future potential market from China and Japan. Although both of the targeted markets are from different culture and having distinct dietary habit, however, this strategy proposed on the concept similar to the Four Seasons Hotel in Canada that using only one food and beverage outlet with two dining rooms to provide the fusion of Chinese and Japanese cuisine. By having a single food and beverage outlet, the hotel can offer two dining rooms that differ in design, but it shares the same menu, chefs, line cooks, and kitchens. Compared to having multiple outlets, this approach allows the service staff members to provide greater attention to food quality and presentation, to focus on small details, and to deliver higher service levels via a small, highly qualified staff. The new themed food and beverage outlet will build at the second floor of the hotel building by using the closed down North Indian restaurant, Ashoka. The renovation for this new restaurant will implement on the third quarter of the year 2010. When the restaurant is ready for operation with an estimation of six months time from the renovation process to the ability of fully operate, the Chinese and Japanese market already been permeating into Malaysia and would helps in increasing the food and beverage sales to the business. The reengineering of menus and recipe will implement by stages where the first stage will starts on the year end of 2009. Performance measurement will carry out monthly for duration of six months; second stage will proceed if the outcomes fulfill the objectives. On the contrary, a new strategy may need to develop. 8.1.3 Spa In the late 1990s, hotel spas started to follow the path of other operating departments and transformed from support facilities to profit centers where it functions as the complements the lodging experience, drives occupancy levels, enhances average daily rate and provides a distinctive marketing advantage (Anderson, 2007). PPKLIA as a full service airport hotel shouldnt left out the development of its spa service since the demand of spa is increasing where it can create prolonged wellness that integrates and renews body, mind, and spirit. To fully develop the spa operation in PPKLIA, one should know that spas are no longer solely about frivolous self-indulgence and luxurious pampering. PPKLIA should enhance its product-service by adding in a wide range of choices of spa packages with different characteristics for different guests needs such as day spas, medical spas, mineral spring spas or club spas. PPKLIA may need to reevaluate and repackage it with a broader emphasis on self-care, stress relief, emotional balancing, and preventative wellness modalities. Since there is a lots of types of spa, PPKLIA may introduce a few spa type for market testing starting on the year 2009 and the testing may go for a year in order to capture the market preferences and then do repositioning on the following year to offer only one or two types of spa that is the best seller on the year 2009. 8.3 Pricing Strategy Price is a component of the marketing mix and the vehicle used in free enterprise to allocate limited resources. Therefore, organizations should put a great deal of effort into formulating their pricing strategies that integrates marketing and finance in an attempt to create an atmosphere of mutual satisfaction. The product-service attributes are combined with price to provide enough value to satisfy customers, while enabling the organization to cover costs and make adequate profit (Reid and Bonjanic, 2009). 8.3.1 Competitor-Based Pricing From the above competitor set analysis, it can clearly be seen that PPKLIA has the highest pricing when compared to its three other direct competitors. Therefore, PPKLIA should adopt competition-based pricing approach, which is the establishment of price based largely on those of competitors, with less attention paid to costs or demand. The firm might charge the same, more, or less than its major competitors (Kotler et al., 2006). According to Kotler et al. (2006), firms feel that the going price represents the collective wisdom of the industry concerning the price that will yield a fair return; meanwhile holding to the going price will avoid harmful price wars. PPKLIA may need to lower its room rate 20 to 25 percent with which mean the lowest available room rate should be in the range of RM 375.00 RM 400.00 considering the pricing of its main competitors is also close to this price range. A 5 percent of the current room rate will slashed for the first year and it can be adjust grad ually to a certain level that profitable to the business as well. There is another major reason to cut prices, as Kotler et al. (2006) stated, companies cut prices in a drive to dominate the market in the hope of gaining market share through larger volume. The price cutting of PPKLIA would lead its customer to perceive there is better value being offered in the hotel, thus increasing demand. 8.3.2 Product-Bundling Pricing The hotel should also implement product-bundle pricing where it combines several of hotels products and offer the bundle at a reduced price. Pan Pacific Kuala Lumpur Airport Hotel Business Strategy Pan Pacific Kuala Lumpur Airport Hotel Business Strategy 5.0 Key Factors for Success Key factors for success (KFS) are the critical factors or activities required for ensuring the success of a business. They need to be identified so that an organization can ensure that they can delivers value that meets and exceeds the expectations of its targeted customers better than competitors (Bowie and Buttle, 2007). Two key factors for success have been identified for PPKLIA hotel. The hotel physicals condition and hotel website. PPKLIA established 11 years ago, the exterior of the hotel building now seems aged and the exterior image of the hotel is in old condition with an unattractive design. At first sight, it does not bring an impression of the hotel being a 5-star luxury hotel. This can be considered as one of their weaknesses since there is often an intuitive feeling that effective design can attract customers from the desired target market segment and enable the hotel to price accordingly while operating the unit in an efficient way with the result of this greater market awareness and customer volume is increased profits (Ransley and Ingram, 2001). Hence, PPKLIA should have a refurbishment plan to upgrade the hotels design in order to achieve what had stated by Ransley and Ingram. The hotel web site is another factor which is considered critical to the hotel. To hospitality practitioners, the internet offers a means for them to sell their products to global customers without any geographical or time constraints (Huizingh, 2000). The driving force for hospitality suppliers to establish their web sites includes lower distribution costs and thus higher profits, and a larger potential market. Similarly, consumers can search for their needed information and directly communicate with suppliers at any time and in any place (Waller, 2003). Thus, the web site is an important medium for the hotel to communicate with their markets. 6.0 Mission Statement Organizations develop corporate mission statement in order to share them with their managers, employees and in many cases, customers and other publics (Kotler et al., 2006). According to Pearce and Robinson (1991), mission statement can be defined as broad statement of characteristics (product and market), goals (profit and growth) and philosophies of a business or simply its purpose and philosophies (Byars, 1984). Mission statement below is based on current situation and potential development of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel will be regarded as the paramount leader of airport hotel in Asia exemplifying service of unmatched sincerity and professionalism. Pan Pacific Kuala Lumpur International Airport Hotel will be the best choice in serving the honorable business and leisure travelers according their different needs and wants. At here, we will treat all of our guests as our priority through the delivering of caring and efficient hospitality to create a truly unique signature service where every signature service comprises of our commitment and responsibility on the service provided. Our dedicated employees will go through a series of developing and training in an effort to mould them to become an extraordinary individual in providing a unique sense of professionalism to the guests. We will ensure that every employee is treated fairly with dignity where constantly support and caring from leaders to continuously improve productivity and customer satisfaction. As our hotel surrounded by an oasis of greenery in fusion with luxury, we committed to environmental protection and stewardship by mitigate the impacts on the environment with all the stakeholders to promote and implement responsible environmental practices and continuous improvements. We will ensure our products and services will remain in the high quality to provide satisfaction to the current and future potential customers and at the same time to breakthrough the limitation in creating competitive advantage vis-Ã  -vis competitors by actively expanding our presence globally, with potential developments in a number of domestic and international markets. 7.0 Strategy Formulation The task of analyzing the organizations external and internal environments and then selecting appropriate strategies constitutes strategy formulation. It is a process of taking actions consistent with the selected strategies of the organization (Hill and Jones, 2006). 7.1 Prioritize Existing and New Target Market PPKLIAs current target market composed of business travelers, airline crews, tourists and transit passenger, while 80 per cent of the hotel guests are foreigners with the largest group coming from the United Kingdom and Australia. According to Bowie and Buttle (2007), business travelers tend to be less price-sensitive, since employer generally meets hospitality and travel expenses. This has made them have more budgets to spend in the hotel. Also, they are less concern on seasonal aspects because business travelers contain business trips that are unavoidable due to their job nature. Moreover, with the recent economic downturn, many companies revised their travel spending, with companies arranging meeting near the airport in order for delegates to fly in and out on the same day (Boston Business School, 2009). This causes business travelers as frequent, or regular, users of airport hotel accommodation. Therefore, a 50 percent of target market allocation for business travelers should firstly being prioritized. Besides, a 35 percent of target market will be allocate for transit air travelers as the second group to be prioritized since PPKLIA is the preferred choice for transit air travelers with a few long hour in-between flights. Due to the nature of location of the hotel, it provides convenience to this target market to check-out the hotel and able to catch their flight by just going through a 5-minute walking distance of sky bridge that connecting the hotel and airport. Moreover, these transit passengers are mostly come from the Europe countries where they have high spending power. Thus, it should not be overlooked. Airline crew is the third priority target market group with a 15 percent of target market allocation for it since PPKLIA is an airport hotel, the high volume of intercontinental, regional and international flights, coupled with the need for airline crew to have proper rest periods between flights, has created a demand for group accommodation for hotels within approximately 15 45 minutes travel time of major airports (Bowie and Buttle, 2007). While the distance between KLIA and PPKLIA is only a 5-minute walk make it as the preferred choice of hotel for airline crew to stay in. A prediction from World Tourism Organization (WTO) on China, it expected to send 100 million visitors to other countries (Zhang et al., 2000). Thus, a 60 percent of market allocation should falls under it as first future potential target market to be prioritized. On the other hand, with the popularize by the Tourism Minister Datuk Seri Dr. Ng Yen Yen, the Japan market would permeate into Malaysia gradually by selling product-service that suit the different target market such as sophisticated office ladies and men, students and pensioners. Therefore, this market would have a 40 percent of market allocation being ranked as the second market to be prioritized. Hence, PPKLIA should grab this opportunity to adjust its products and services to prioritize these markets by cater the needs and wants for the Chinese and Japanese in an effort to enlarge its target market for the business. 7.2 Positioning Statement The concept of positioning statement in a marketing strategy calls for the creation of an image the consumers perception of the subjective attributes of the property vis-Ã  -vis those of the competition. This perception may be radically different from the propertys physical characteristics and the distinction between the perception and the reality is especially important for hotel marketers (Lewis, 1981). Based on the previous internal and external analysis, a repositioning should be carried out in order to revise the marketing strategy for PPKLIA as to increase sales. As a result, a new positioning map (Please refer to Appendix I) has been developed that emphasized on offering the same quality product-service to the guests but with lower price. From the previous positioning map, PPKLIA being plotted at the highest position for the two variables since it has the most expensive room rate compared to its competitors and is the nearest to the subject location, KLIA. As in the new positioning map, PPKLIA is being proposed to lower its ranking from five to four for the price variable. In other words, PPKLIA is encouraged to lower its room rate to the range of RM 375.00 RM 450.00 in order not to have a big difference with its primary competitors while at the same time maintain its quality. Below is an overall positioning statement follow along with statements for various targeted segment of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel is a five-star airport hotel recognized by prestige awards and accolades based on the high quality product-service offered. At here, we have world-class luxury rooms and suites which are designed to exceptional standards with an intrinsic eye to detail with sumptuous food and beverage outlets serving an extensive variety of exotic cuisine. Meanwhile, a complete facilities and services are offered as well. We also provide a broad array of meeting and banquet services for business travelers and corporate group. Our hotel is surrounded by an oasis of greenery in fusion with luxury themed hotel to boast a relaxation during guests accommodation. All employees are treated as the hotels associates where associate implies partnership and working together and thus they would bring out the best in serving the external customers our guests. Business Travelers: As one of the finest and most conveniently located hotels in Kuala Lumpur, Pan Pacific Kuala Lumpur International Airport Hotel is the preferred hotel for business travelers and corporate groups to conduct meetings and functions in our conference venues that offer enormous flexibility from a magnificent ballroom to our state-of-the-art auditoriums. Also, we provide a home away from home and an office away from the office with a complete set of secretarial services at the Business Centre to serve the needs of productive business travelers. Airline Crew: In Pan Pacific Kuala Lumpur International Airport Hotel, the hotels lush tropical landscape, water features and soothing environment make for a rejuvenating break in combating jet lagged and weary airline crew that becoming a limiting factor in aircraft operations. Transit Passengers: We are a full-service airport hotel conveniently located adjacent to the Kuala Lumpur International Airport with immediate access to the hotel via a sky bridge. It is the preferred hotel choice for transit air travelers with a few long hours in-between flights. Air travelers with early morning departures or late night arrivals will find the hotel perfectly suited to their unique needs. 7.3 Gap Analysis Ansoff Matrix Gap analysis is the art and science of computing the size of the gap between the sales objectives, and where a forecast based on the SWOT analysis of sales in the future on the identified threats and opportunities that impact on the business (Bowie and Buttle, 2007). It is an analytical tool to be used in conjunction with the Ansoff matrix which is the four alternative strategies to help determine how far each type of action will bridge the gap between initial forecasts for growth and the corporate objective for growth. PPKLIA can be considered as a business with growth-oriented that are more likely to set ambitious stretch targets that want to see the value of their investment increase. If achieved, there will be an improvement on the market value or capitalization of the business. As a result, a gap analysis and ansoff matrix (Please refer to appendix J and K) has been developed for PPKLIA to forecast the future sales that can be achieved in three years time. PPKLIA may starts improving its sales by adopting the lowest-risk growth strategy, market penetration. It is a strategy to improve sales by using the existing products in existing markets and this could increase the current customers rate of use or attracting competitors customers (Hsu and Powers, 2002). In order to do that, a plan in increasing the rooms sales of 5 percent has been suggested through the increase of frequency. Besides that, it is advisable to encourage spend from existing customers by creating more different loyalty program for different target market since PPKLIA only offers loyalty program to secretary and left out the others. Meanwhile, a frequent stay program will be offered after the creating of loyalty program where points will be awarded to guests based on their frequent of stay in the hotel. On the other hand, the hotel staffs especially from front office (front desk, operator, and concierge) should be trained on their up selling skills in order to sell the m ost profitable product to the guest to achieve maximum revenue for the hotel while ensuring total customer satisfactions. Besides, advertising and direct mail campaigns will be carried out to target at the ex-customers too. All these activities can help to boost a 5 percent of sales increase to rooms department and may bring the current hotel revenue of RM 61,709,000 to RM 78,843,093 in the future of three years time. The next strategy to be implemented is the market extension. It features the roll out of existing product-service offers in new markets (Bowie and Buttle, 2007). According to Hsu and Powers (2002), it has greater risk than market penetration because the hotel may lose its market development expenditures if the effort fails. The most common market development activity is to identify new geographic markets. From the previously conducted SWOT analysis, Chinese and Japanese target markets have been identified as the potential target markets for PPKLIA in the future and a succession of marketing communication will be carried out to capture this market. By targeting 3 percent of China and 2 percent of Japan market can help in increasing 5 percent of room sales and contribute an overall sale of RM 82,726,908. Another Ansoff strategy where it emphasized on developing new products in a hotel to increase customer satisfaction by improving the product offered. They are usually improvements and product modifications, rather than radical new product-service concepts (Bowie and Buttle, 2007). However, it is somewhat riskier than market penetration because of the costs involved (Hsu and Powers, 2002). According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, there is a rules of thumb where refurbishment will be carried out on the food and beverage outlets every five years and ten years for rooms because what hospitality operations offer is an experience and the physical setting is a representation of the experience offered (Hsu and Powers, 2002). The refurbishment can enhance the quality of products and hence create novelty to the existing markets. Besides, infusion of new technology into the hotel also consider as one of the tactics in enhancing the products and services offer ed. Technology features to be introduced such as the energy management on controlling rooms air-conditioner and lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. Based on the previous internal analysis, the spa service provided in PPKLIA has the high potential to become one of the income generators to the hotel. However, it is not well managed and fully developed. Hence, enlarge its services and products by offering more variety of packages to choose from would attract more guests who emphasize on healthy living. The product development would help in increasing 3 percent of the rooms and spa sales that worth RM 3,205,787 and lead to a future total sales of RM 85,932,695 in the year 2011. When new products are introduced in new markets, diversification occurs. The diversification strategy focuses on creating new product-service offers for new target markets. This is the riskiest growth strategy, since the company has no existing customer or product knowledge to exploit (Bowie and Buttle, 2007). The tactic suggested to PPKLIA is to open a new themed restaurant to cater the Chinese and Japanese target market. The themed restaurant may offer Chinese and or Japanese cuisine since PPKLIA does not have these cuisines served on the current food and beverage outlets. If the plan succeeds, it would increase 7 percent of room sales and food beverage sales that contributes to an overall total sale of RM 90,252,325. According to the gap analysis graph, there is still gap between the diversification strategies and corporate sales objectives with an amount of RM 3,329,351. This is due to the corporate sales objectives being set in an ambitious manner and may need further revise. 7.4 Marketing Mix Objectives Marketing mix decisions is made from the marketing strategies and marketing tactics in order to achieve agreed marketing objectives. Marketing mixes for both the strategies and tactics to ensure that the organization wins sales from the targeted customers against the identified competitors (Bowie and Buttle, 2007). According to Bowie and Buttle (2007), objectives should be Specific, Measureable, Achievable, Realistic, and carried out within a set Timetable (SMART). SMART objectives provide an operational target that measure the performance of the business and act as a control mechanism in determining whether management is effective. Below are the SMART objectives set for PPKLIA to be achieved in the next three years. Annual / monthly sales Objectives: To increase sales from RM 61,709,000 in the current year (2008) to RM 93,581,676 in three years time. Customer Mix: To target Chinese and Japanese leisure market, and achieve 10% of the overall customer mix of the hotel in three years. Location: To purchase five busses in three years time to enhance the accessibility between the hotel and Kuala Lumpur city centre. Product Development To reduce 20 percent of the energy consumption from guestrooms annually. To increase 10 percent food and beverage sales in three years time by establishing new themed food and beverage outlet To increase 30 different variety spa product-service within three years Pricing To set the current room rate 25 percent lower to have similar price with its competitors within a year To offer 30 different variety of packages within three years To setup discriminatory pricing for transit air travelers can fences based on the two types of length of time staying in the hotel with two types of prices within a year. Distribution To increase bookings generated through mobile device by 10 percent in a year. To increase bookings generated through the website by 25 percent in the next 12 months Marketing Communication Objectives To increase five percent room sales through e-mail marketing within three years. To increase awareness amongst Chinese and Japanese market by allocates RM 1 million of advertising fees for three years time People To conduct stimulation training for new entrants once being employed and interpersonal customer service training for existing employee every six months. To form empowerment culture within three years time. 8.0 Marketing Mix Strategies All marketing decisions to accomplish the firms grand strategies and annual objectives can be expressed in terms of the marketing mix variables of location, product-service offer, price, distribution, marketing communications, and people. Marketing mix strategies are plans of action to show how the marketing mix variables will be used to achieve the marketing mix objectives and grand strategies (Reich, 1997). 8.1 Location Strategy According Powers (1990), there are three most important factors to consider when opening a hotel, location, location, and location. Without a good or excellent location the businesss chances of success are greatly reduced. PPKLIA sited on 2.25 hectares of land at Sepang which is a town and district located in the southern part of the state of Selangor in Malaysia. Formerly a sleepy town, Sepang has grown by leaps and bounds due to several recent developments such as the Sepang International Circuit and Sepang Goldcoast. However, it still lack of tourist spots that would offer sightseeing or entertainments. Transit passengers, who prefer not to rest in the room during the few long hours in-between flights, would suggest to pay a visit to Kuala Lumpur (KL). As the capital of Malaysia, it is the most modern and developed city in the country, with contemporary high-rises and world-class hotels, glitzy shopping malls, and international cuisine. It would definitely provide an ultimate guests satisfaction in the aspects of entertainments. Also, places such as Putra World Trade Centre, Kuala Lumpur Convention Centre and so on are where most of the business travelers would have their meetings, conference, or tr ade show conducted. However, guests who want to access to KL from PPKLIA may feel inconvenience since the hotel located 58 kilometers away from KL and it needs 50 minutes of car driving time to reach there. Even though there is a rail service by Express Rail Link (ERL) which is a standard gauge and electrified airport rail link in Malaysia that connects the KLIA with the Kuala Lumpur Sentral (KL Sentral) transportation hub. Nevertheless, the service is costly for guests who need often access to KL from PPKLIA with a one way ticket that cost RM 35.00 for an adult and RM 15.00 for a child. In order to enhance the accessibility to KL, a strategy on setting up a free shuttle bus service for in-house guests will be proposed. Firstly, for the first year of this proposing, two busses will purchase and performance measurement will be implemented in order to know whether the outcome of this strategy brings an increase on sales to the hotel, then only to proceed to the original proposed plan to purchase three more busses. This is because the purchasing of a bus is costly, thus, if it does not bring a good outcome, a new strategy may need to develop. There are two routes to be offer in this service where the first route will have a linkage between the hotel and the Nilai commuter station. Although there are buses at the airports bus station are offering the same service, however, the buses will stop at every bus station to pick up passengers and it would spend about 45 minutes to reach Nilai commuter station whereas the free shuttle bus service will offer direct route for the in-house guests to the commuter station with just 15 minutes with the frequency of every 15 minutes. Another route will link from the hotel to the KL city centre with the frequency of every hour. The service will only operate from 9 a.m. till 9 p.m. for both routes. 8.2 New Product Development Strategy Kotler et al (2004) define new product as a good, service or idea that is perceived by some potential customers as new. Most new product developments in hospitality operations are evolutionary rather than revolutionary (Bowie and Buttle, 2007). 8.1.1 Guests Rooms Since PPKLIA is an airport hotel that linked with KLIA, we would propose that the concept of the hotel should match with the KLIA. According to Sharp (1999), KLIA represents a fusion between nature and high technology with the concept of symbiosis, which Kisho Kurokawa, the designer of KLIA has described as an airport in the forest which is the worlds first environmentally friendly airport. As a result, PPKLIA should blend a unique amalgamation of green (environmental concern) into the hotel since its greenery surrounding provides a vantage point to become a green hotel. PPKLIA utilizes this transformation as a repositioning tool to differentiate itself from its competitors in order to maintain its leading position in the market. One of the key features in creating green hotel is to reduce the energy consumption in the hotel. Based on a study by Page and Siminovitch (2000), an estimate roughly of 60 percent of lighting energy usage occurs during 9 am to 4 pm period when rooms are generally not occupied. Hence, by introducing of key cards systems which include an energy management features that control the lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. It keeps the room constant at a minimal comfort level until a guest requests a more comfortable temperature. It will also switch off the lightning operation in the room automatically when guests are not present. According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, the installation of solar film coating at Degree 24-hour Restaurant and Travellers Bar and Grill help to reduce heat from the sun light that penetrate through the large clear windows and glasses. When heat reduced, the energy cost of air-conditioning would be reduced as well. Thus, this same concept would apply in the guest rooms as well to reduce heat and at the same time the furniture and fixtures in the rooms are also protected from ultra violet damage and should last longer and look much better. To assist in the spectacular metamorphosis of PPKLIA, the transformation program will be conducted in stages so as to minimize disturbance to guests and the properties will remain open throughout the transformation. The new key card system will be installing on the first year of the implementation of the objective for the third to sixth floor; while the remaining floors will proceed in the second year. At the same time of installing the new key card system, the solar coating firm will be installing as well. 8.1.2 Food and beverage outlets One critical attribute of successful hotel food and beverage outlets is their ability to appropriately respond to the changing needs of the market while maintaining a profitable operation (Siguaw and Enz, 2007). Thus, the key concerns on product development for PPKLIAs food and beverage outlets will focus on establishing a new themed restaurant. The purpose of having this new restaurant is to serve the needs of the future potential market from China and Japan. Although both of the targeted markets are from different culture and having distinct dietary habit, however, this strategy proposed on the concept similar to the Four Seasons Hotel in Canada that using only one food and beverage outlet with two dining rooms to provide the fusion of Chinese and Japanese cuisine. By having a single food and beverage outlet, the hotel can offer two dining rooms that differ in design, but it shares the same menu, chefs, line cooks, and kitchens. Compared to having multiple outlets, this approach allows the service staff members to provide greater attention to food quality and presentation, to focus on small details, and to deliver higher service levels via a small, highly qualified staff. The new themed food and beverage outlet will build at the second floor of the hotel building by using the closed down North Indian restaurant, Ashoka. The renovation for this new restaurant will implement on the third quarter of the year 2010. When the restaurant is ready for operation with an estimation of six months time from the renovation process to the ability of fully operate, the Chinese and Japanese market already been permeating into Malaysia and would helps in increasing the food and beverage sales to the business. The reengineering of menus and recipe will implement by stages where the first stage will starts on the year end of 2009. Performance measurement will carry out monthly for duration of six months; second stage will proceed if the outcomes fulfill the objectives. On the contrary, a new strategy may need to develop. 8.1.3 Spa In the late 1990s, hotel spas started to follow the path of other operating departments and transformed from support facilities to profit centers where it functions as the complements the lodging experience, drives occupancy levels, enhances average daily rate and provides a distinctive marketing advantage (Anderson, 2007). PPKLIA as a full service airport hotel shouldnt left out the development of its spa service since the demand of spa is increasing where it can create prolonged wellness that integrates and renews body, mind, and spirit. To fully develop the spa operation in PPKLIA, one should know that spas are no longer solely about frivolous self-indulgence and luxurious pampering. PPKLIA should enhance its product-service by adding in a wide range of choices of spa packages with different characteristics for different guests needs such as day spas, medical spas, mineral spring spas or club spas. PPKLIA may need to reevaluate and repackage it with a broader emphasis on self-care, stress relief, emotional balancing, and preventative wellness modalities. Since there is a lots of types of spa, PPKLIA may introduce a few spa type for market testing starting on the year 2009 and the testing may go for a year in order to capture the market preferences and then do repositioning on the following year to offer only one or two types of spa that is the best seller on the year 2009. 8.3 Pricing Strategy Price is a component of the marketing mix and the vehicle used in free enterprise to allocate limited resources. Therefore, organizations should put a great deal of effort into formulating their pricing strategies that integrates marketing and finance in an attempt to create an atmosphere of mutual satisfaction. The product-service attributes are combined with price to provide enough value to satisfy customers, while enabling the organization to cover costs and make adequate profit (Reid and Bonjanic, 2009). 8.3.1 Competitor-Based Pricing From the above competitor set analysis, it can clearly be seen that PPKLIA has the highest pricing when compared to its three other direct competitors. Therefore, PPKLIA should adopt competition-based pricing approach, which is the establishment of price based largely on those of competitors, with less attention paid to costs or demand. The firm might charge the same, more, or less than its major competitors (Kotler et al., 2006). According to Kotler et al. (2006), firms feel that the going price represents the collective wisdom of the industry concerning the price that will yield a fair return; meanwhile holding to the going price will avoid harmful price wars. PPKLIA may need to lower its room rate 20 to 25 percent with which mean the lowest available room rate should be in the range of RM 375.00 RM 400.00 considering the pricing of its main competitors is also close to this price range. A 5 percent of the current room rate will slashed for the first year and it can be adjust grad ually to a certain level that profitable to the business as well. There is another major reason to cut prices, as Kotler et al. (2006) stated, companies cut prices in a drive to dominate the market in the hope of gaining market share through larger volume. The price cutting of PPKLIA would lead its customer to perceive there is better value being offered in the hotel, thus increasing demand. 8.3.2 Product-Bundling Pricing The hotel should also implement product-bundle pricing where it combines several of hotels products and offer the bundle at a reduced price.

Friday, October 25, 2019

My Teaching Philosophy Statement :: Teaching Teachers Education Essays

My Teaching Philosophy Statement The teaching profession is one of great stature. The public views this career as very respectable, even little children one dream of one day becoming a teacher. Teachers are special people that have the opportunity to touch and change hundreds of lives over the course of their own. Those wishing to make a difference in the world today will find that teaching is the way to do that. These, along with many others, are the reasons behind my choice to become a teacher. My philosophical stance regarding education is very eclectic. My views are not a mix of just two or three stances but instead all four. I am very much an idealist in the respect that I believe it is essential for a teacher to know their content. Students know when a teacher is highly educated in the content they are teaching. I believe that teachers will have more respect and class involvement from their students if the students view them as well educated. My realistic views relate to having classroom management plan that is dictated in the beginning. I believe that the teacher should be seen as the ruler of the classroom. Students should be told up front what is expected from them throughout the course of the year, and explained the purpose for proper behavior and order in the classroom. If these rules are dictated at the very beginning of the year it will be easy to punish those who fail to follow rules. I am also an existentialist in the since that I feel students should be given some choices, maybe not so much in the rules of the classroom, but in the ways in which they want to learn. Some children learn better in groups, some prefer hands on activities and others like to get material out of a textbook. I believe children should get to choose how they would like to complete certain assignments. Last I feel I am somewhat a pragmatist.

Thursday, October 24, 2019

School Uuniforms

The years that we are in primary school is the time that we as teenagers start discovering ourselves and realize our uniqueness. With this natural fact, it is not surprising that practically every teenager nowadays attempts to stand out in the crowd as much as possible.Our appearance, clothes and style is one of best and easiest ways to express ourselves, and it definitely helps people reach an understanding of who we really are, and why. However, there has been an ongoing debate on whether school uniforms should be completely abolished in all schools, both private and public, or, on the contrary, uniforms should become a compulsory addition to all middle-level educational institutions.Despite the friction between the pros and cons, I personally stick to the idea that school uniforms should be introduced in all public and private schools, as wearing school uniforms does not make unfair comparisons between student’s incomes in terms of clothing and that it aids students in deve loping their inner qualities instead of focusing on the outer aspects of themselves in the crucial earlier years of their lives. Firstly High schools are stressful enough as it is with school work and studying, but add being bullied because of your appearance and it could become overbearing.Uniforms help students in school academically and socially. It can be beneficial to parents as well; they do not have to spend as much money on school apparel. On the other hand, many people disagree with having school uniforms, saying that it doesn't give the student the right to express their individuality. However, I think uniforms build a sense of discipline and unity and are the appropriate attire to be worn in school. That is why I strongly believe uniforms should be enforced in every school whether public or private. It can be difficult for students to â€Å"fit in† with their peers.Because of their appearance, social situation or financial background, students can be discriminated and even bullied up to the point where they do not want to attend school anymore. Uniforms establish the unity of the whole school, making everyone equal. â€Å"It feels great wearing a uniform. It makes me feel like I am part of something,† says Malika a 15 year-old attending Thomas Brown York High School. Deciding on what clothes to wear to school can be stressful in the mornings. Uniforms get rid of that hassle, of waking up earlier to pick your outfit for the day.You're ready to go as soon as you put your uniform on. Also, students carry themselves differently when they are wearing uniforms. They take school more seriously by dressing more professionally. Uniforms are also less inexpensive. As a result, Parents gain immensely by buying uniforms than individual clothing for each school year. Statistics show schools that have established the school uniform had a 52% increase in student attendance and a whopping 78% jump in passing grades. Teachers say their students are mor e focused and productive in class.This shows how uniforms can help students achieve their potential in the classroom by helping them concentrate more on their school work than their clothes. It prevents bullying and violence. It helps create a more educative and welcoming environment to students by showing equality and unity to the whole student body. The over-all idea is that uniforms are easy and efficient. Secondly School uniforms have been around just as long as schools themselves, and they play a much bigger role in education than most people think. Uniforms have been proven to promote learning and help kids stay focused in school.Many people believe putting on a uniform resembles a parent putting on a suit, and getting ready for work. This makes the students take a more serious interest in the work they are doing at school. Also, it has been proven that wearing uniforms provides less of a distraction than fashionable clothes create. With uniforms, there is absolutely no contro versy over who has the newest, coolest clothes in school. Many students of public schools believe that school uniforms should not be introduced because it is restraining people's freedom of expression and does not create diversity.One example how uniforms restrict learners are that â€Å"without the outlet of expression in their clothes, students may turn to inappropriate hair styles, jewelry, or makeup† . So by restricting students of their clothing choice, they will still find a way to show their personality in their hair, jewelry, and hairstyles. Soon schools will start regulating those as well and boom! The school controls everything that is offered to a child. A second supporting example as to why uniforms are an awful proposal are because uniforms may not be comfortable for all students nd they can not wear their uniforms outside of school, and thus, there is the double cost of both uniforms and casual wardrobe (Public School Uniforms). In school, if a child is trying t o learn, but is not comfortable with the uniforms' fabric, it would cause a great burden and distraction to one's learning. Also many families are struggling in today's economy and are trying to save as much money as they can. Having to pay for regular clothes and uniforms start to add up to the family's expenses. A third example would be that uniforms create a false sense of security.According to Rashida Khilawala, â€Å"if the student gets used to being respected for their mind and not looks, the â€Å"outside world† could come as quite a surprise to them†(Khilawala). Face the truth; the â€Å"real† world can be an ugly place to live. Even if uniforms decrease violence and everyone is treated equal, the outside world does not run as orderly and smoothly as it would in a school. Of course all parents want to protect their child from any harm, but by fooling them into a safe environment, they are put at more risk then ever. Theses are some facts as to why; many children and teens are against uniforms in public schools.

Wednesday, October 23, 2019

Professionalism in the Army Essay

Professionals in the United States Army stand apart from others engaged in particular careers in the civilian world. While many vocations contain some of the characteristics of professional, a lot of careers do not include all of the elements necessary to distinguish themselves as being as close to a professional as a United States soldier. Professionalism grows depending on the time and service they have in the Army. A professional has specialized knowledge and skill which can only be acquired through prolonged education and experience. Such skill and experience form the basis of objective standards of professional competence that separate the practicing professional from their peers and measure the competence of such professional. This professional knowledge must also be intellectual in nature. The second characteristic of professionalism is responsibility. General responsibility creates the moral responsibility of soldiers and helps us understand the set of values which guide us. In addition, however, soldiers must also possess the values of other human beings and question service to a society which does not respect these values. These values include justice, common courtesy, human dignity and humbleness. A government which does not respect these values is illegitimate and cannot be said to serve the society it directs. In the case of United States Army soldiers, the values of the United States must be examined in the context of the military profession. The Declaration of Independence and the Constitution provide clear statements of these values and Ethics. Ethics are standards by which one should act based on values. Values are core beliefs such as duty, honor, and integrity that motivate attitudes and actions. Not all values are ethical values (integrity is; happiness is not). Ethical values relate to what is right and wrong and thus take precedence over nonethical values when making ethical decisions. Honesty. Being truthful, straightforward, and candid are aspects of honesty. Truthfulness is required. Deceptions are usually easily uncovered. Lies erode credibility and undermine public confidence. Untruths told for seemingly altruistic reasons (to prevent hurt feelings, to promote good will, etc.) are nonetheless resented by the recipients. Straightforwardness adds frankness to truthfulness and is usually necessary to promote public confidence and to ensure effective, efficient conduct of operations. Truths presented in such a way as to lead recipients to confusion, misinterpretation, or inaccurate conclusions are not productive. Such indirect deceptions can promote ill-will and erode openness, especially when there is an expectation of frankness. Candor is the forthright offering of unrequested information. It is necessary according to the gravity of the situation and the nature of the relationships. Candor is required when a reasonable person would feel betrayed if the information were withheld. In some circumstances, silence is dishonest; yet in other circumstances, disclosing information would be wrong and perhaps unlawful. Integrity. Being faithful to one’s convictions is part of integrity. Following principles, acting with honor, maintaining independent judgment, and performing duties with impartiality help to maintain integrity and avoid conflicts of interest and hypocrisy. Loyalty. Fidelity, faithfulness, allegiance, and devotion are all synonyms for loyalty. Loyalty is the bond that holds the nation and the Federal Government together and the balm against dissension and conflict. It is not blind obedience or unquestioning acceptance of the status quo. Loyalty requires careful balancing among various interests, values, and institutions in the interest of harmony and cohesion. Accountability. Soldiers are required to accept responsibility for their decisions and the resulting consequences. This includes avoiding even the appearance of impropriety. Accountability promotes careful, well-thought-out decisionmaking and limits thoughtless action. Fairness. Open-mindedness and impartiality are important aspects of fairness. Soldiers must be committed to justice in the performance of their official duties. Decisions must not be arbitrary, capricious, or biased. Individuals must be treated equally and with tolerance. Caring. Compassion is an essential element of good government. Courtesy and kindness, both to those we serve and to those we work with, help to ensure individuals are not treated solely as a means to an end. Caring for others is the counterbalance against the temptation to pursue the mission at any cost. Respect. To treat people with dignity, to honor privacy, and to allow self-determination are critical in a government of diverse people. Lack of respect leads to a breakdown of loyalty and honesty within a government and brings chaos to the international community. Promisekeeping. No government can function for long if its commitments are not kept. Soldiers are obligated to keep their promises in order to promote trust and cooperation. Because of the importance of promisekeeping, leaders must only make commitments within their authority. Professionalism is a subject that is near and dear to my heart. Professionalism is important for all of us who are part of the military institution in both active and Reserve components. It is important for all of us who love and respect the Army. We live in a time of change for the Army, and, as in all institutions during times of change and change in leadership, we need to emphasize leadership and return to the core values that are the foundation of our system. With the example of carelessness and other lapses in our leadership in the Army, it is important for us to go back and reexamine ourselves. It is vital for everyone who wears the Army uniform, to have consideration for others(superiors, peers and subourdinates) and for Army values. We must constantly remind ourselves of that. We all know what Army values are-the timeless values of loyalty, duty, respect, honor, selfless service, integrity, and personal courage-pronounced as leadership. Those are the values that have carried us as an institution over the years and have kept us professional at all times. Rarely does anyone talk about the next step or higher plain. I will give my perception of what I define as professionalism. In reading a number of quotes about the military calling, the one I like best is that of John F. Kennedy speaking to the graduating class of the Naval Academy in Annapolis, â€Å"What you have chosen to do for your country is the greatest contribution a man can make.† While professionalism is the basis of military service, it consists of many parts. One part is overcoming challenges. There will be many challenges over the next decades. In order to be successful, this nation needs soldiers with a level of skills, talents, drive and professionalism that we have not really experienced before, except in wartime. We must attain that degree of professionalism in the peacetime environment. Our leaders must be creative, innovative and exploit any opportunity to ensure the effective contribution of the Army to our military strategy and to national security. Professionalism was always leadership. The message is all to clear. The Army is not a place where anyone can afford to drift along. We need to study leadership in our duties and professional education. The practice of leadership must be constant. Clearly, the scope of professionalism has changed. The idea that we can be professionals at another time, and not be professionals all the time, has changed also. Today, professionalism is a shared approach. Reservists must be as professional as the active components that they support and the actives they sometimes replace. We must avoid the shortcuts in our units that create our own problems, for example, when we try to promote specialists to sergeants without a thorough grasp on whether or not they’re ready to be a leader, or abuse their power against good soldiers, or turn our heads and choose quantity over quality. Without the attention to professionalism, we lose the edge we have. Professionalism is mentoring, passing on the example and the values of professionalism. As leaders we all have a responsibility to pass on the torch and to mentor our subordinates. For the good of all our soldiers, my challenge to all of us is to monitor and encourage professionalism and inject that Army professionalism into the joint arena. Professionalism is being ready. If I may quote a line in the soldier’s creed, â€Å"I stand ready to deploy, engage and destory the enemies of the united states of america in close combat..† Our relevance to the mission of the modern Army is measured in what we can provide and accomplish today and not what we can provide at some time in the future to meet some vague threat. Integral to the concept of professionalism is a common vision to provide trained and ready soldiers and units to America’s Army. That vision rests on the pillars of readiness, recruiting, retention, resources and community relations. Professionalism also calls for physical and mental readiness. The missions that our government calls on us to perform today demand no less than physical and mental preparedness. That is why we have a physicaly training test every six months. We are above the standard. Professionalism is also taking care of one’s own. We recruit soldiers: retain families. We need to make soldiers feel that they are a part of something very important and that they have a sense of camaraderie which comes from the confidence that they belong to an organization that is well run and which is doing  meaningful and interesting things. Meeting the challenge of developing esprit de corps in soldiers and addressing the needs of the military families are fundamental to passing professionalism on to our soldiers. Finally, professionalism means supporting the profession. You do that by supporting the organizations and associations that support the profession. If there is one message I would like to have you carry from this essay, it is that there is no greater supporter of professionalism than I. I do not need to remind you that the new leadership of the Army are all team players and we are here today to play the ballgame. We are here until the game is over. I invite you to join me in the coming years to increase the professionalism of our force. A professional learns every aspect of the job. An amateur skips the learning process whenever possible. A professional carefully discovers what is needed and wanted. An amateur assumes what others need and want. A professional looks, speaks and dresses like a professional. An amateur is sloppy in appearance and speech. A professional keeps his or her work area clean and orderly. An amateur has a messy, confused or dirty work area. A professional is focused and clear-headed. An amateur is confused and distracted. A professional does not let mistakes slide by. An amateur ignores or hides mistakes. A professional jumps into difficult assignments. An amateur tries to get out of difficult work. A professional completes projects as soon as possible. An amateur is surrounded by unfinished work piled on top of unfinished work. A professional remains level-headed and optimistic. An amateur gets upset and assumes the worst. A professional handles money and accounts very carefully. An amateur is sloppy with money or accounts. A professional faces up to other people’s upsets and problems. An amateur avoids others’ problems. A professional uses higher emotional tones: Enthusiasm, cheerfulness, interest, contentment. An amateur uses lower emotional tones: anger, hostility, resentment, fear, victim. A professional persists until the objective is achieved. An amateur gives up at the first opportunity. A professional produces more than expected. An amateur produces just enough to get by. A professional produces a high-quality product or service. An amateur produces a medium-to-low quality product or service. A professional has a promising future. An amateur has an uncertain future.

Tuesday, October 22, 2019

Assembly Line essays

Assembly Line essays The modern moving assembly line stemming from Ford Motor Industries in the early twentieth century, transformed the nature of the national and world economies, of their forms of labor, lifestyles, and politics. In fact, the current capitalist market system owes its foundations largely to the implications of the assembly line. As John Allen notes, the Ford model implied four fundamental aspects of large-scale mass production: the moving assembly line, specialized machinery, high wages, and low-cost products. Each of these things in turn affected the way industrialized nations evolved and influenced world economic, political, and social policies. The assembly line model of labor replaced the traditional artisan or craft-based system of labor in which highly skilled persons completed particular tasks based on their training and education. Within the assembly line framework, workers no longer needed to be trained or educated; they simply performed routine tasks and essentially began to operate as cogs in a giant machine. The elimination of craft guilds and of family-based manufacturing was one of the major social changes concurrent with Fordism. This social change also entailed far-reaching and sweeping economic changes. Market economies like that of the United States became increasingly dependent on industry. Moreover, this led to increased governmental control of economic systems and policies, especially as monopolistic control of the market became a social, political, and economic Furthermore, the intervention of government into labor and economics arose out of the basic economic and social needs of individual workers. For example, one of the side-effects of the assembly line model was mass unemployment, which under the craft system rarely occurred because of the naturally piecemeal nature of the work. In fact, modern factories created the concept of "employment," and the a...

Monday, October 21, 2019

Why you should consider a reverse mentorship

Why you should consider a reverse mentorship If you’ve been in the workforce for a while, you’re more than likely familiar with the concept of internships and how they benefit both the interns and the companies they work for. For many of us, it’s a tested and time-honored rite of passage: when starting out in our chosen fields, we â€Å"pay our dues† by providing free or low cost assistance to a mentor or team who, in turn, teaches us the job and its responsibilities, as well as the industry we’re looking to break into. We got free work experience and exposure to the field (and with a little luck a job at the end of the process), and the company got low cost help. It’s a win-win setup. However, something new has been flying under the radar in more progressive companies that’s starting to get more widespread attention- reverse mentorships. No, this doesn’t entail middle-aged employees returning to the classroom to learn how to be students. Instead, it’s an intriguing concept that typically involves millennials- young adults who are at the beginning of their career paths- working alongside older individuals to, well, mentor them!Get built-in, on-the-job tech training.What could a seasoned and established individual who’s farther along in his or her career journey learn from someone who’s just starting out? Plenty, it turns out! Millennials typically have their fingers on the pulse of the latest and greatest in tech, and can help keep their older, â€Å"late to the game† counterparts up to date. No longer do industry veterans need to secretly pretend that they’re up on all the latest tech and fumble along through it, hoping that no one gets wise to their ineptitude- today, they can get shame-free coaching from a reverse mentor!Millennials also have a great handle on how to use tools like social media, audio, and video to capture the attention of the younger generation- a key demographic for a variety of industries, pro ducts, and advertisers- which is something that older adults tend to struggle with. So, if you’re clueless about using Twitter or Instagram effectively to promote your business, a reverse mentor can help you see the light!Learn how to reach out to younger demographics.These days, it isn’t uncommon for companies to hire younger adults (and individuals even younger) to help them strategize their marketing campaigns targeted at this fickle and easily distracted age group. Sure, older adults can spend their time and effort guessing at what seems young and fresh, but today’s younger generation is very good at spotting phonies and pretenders, and turning away when they encounter something that sets off their disingenuous alarms. Who better to provide ideas for grabbing the attention of younger consumers than those closest to the age demographic?Strategize how to attract fresh talent.Reverse mentors can also help companies stay fresh and adopt progressive strategies fo r attracting and retaining a new generation of employees, and can even offer fresh perspectives on the industries they’re focused in. Younger individuals also usually have an abundance of creative new ideas that can help businesses stand out from their static, slower-moving competition- a valuable resource, indeed.Despite the seemingly obvious advantages to having a reverse mentor, the idea does have its critics. Some people feel like reverse mentoring only feeds the egos and sense of entitlement that the younger generation has become infamous for having. They also claim that it’s an unnecessary and irresponsible way to destroy the standard chain of respect and authority that traditional business are used to operating in.However, there is a growing consensus that both older and younger generations have something to learn from the other side, and that the most effective mentorship arrangement would allow each side to share its perspective, knowledge, and experience with the other, to the benefit of everyone involved. So, regardless of what side of the mentorship coin you’re on, consider taking advantage of a reverse mentorship arrangement to help you achieve your goals!

Sunday, October 20, 2019

Chaining Forward and Chaining Backwards

Chaining Forward and Chaining Backwards When teaching life skills such as dressing, grooming or perhaps even cooking, a special educator often has to break down the task to be taught in small discrete steps. The first step for teaching a life skill is to complete a task analysis. Once the task analysis is complete, the teacher needs to decide how it is to be taught: chaining forward, or chaining backward? Chaining Whenever we do a complete, multistep task, we complete the component parts in a specific order (though there can be some flexibility.) We start at some point and complete each step, one step at a time. Since these tasks are sequential we refer to teaching them step-by-step as chaining. Chaining Forward When chaining forward, the instructional program starts with the beginning of the task sequence. After each step is mastered, instruction begins at the next step. Depending on how severely a students abilities are compromised by their disability will depend on what level of support the student will need for each step of instruction. If a child is unable to learn the step by having it modeled and then imitating it, it may be necessary to provide hand over hand prompting, fading instructional prompting to verbal and then gestural prompts. As each step is mastered, the student completes the step after begin given a verbal command (prompt?) and then begins instruction in the next step. Each time the student has completed the part of the tasks they have he or she has mastered, the instructor will complete the other steps, either modeling or hand over handing the tasks in the order you will be teaching the student. An Example of Chaining Forward Angela is pretty severely cognitively disabled. She is learning life skills with therapeutic support staff (TSS) aid provided by the county mental health organization. Rene (her aide) is working on teaching her independent grooming skills. She can wash her hands independently, with the simple command, Angela, its time to wash your hand. Wash your hands. She has just begun to learn how to brush her teeth. She will follow this forward chain: Angela gets the pink toothbrush from her cup and the toothpaste from the top vanity drawer.When she has mastered this step, she will unscrew the cap, she will wet the bristles and put the paste on the bristles.When she has mastered opening the toothpaste and squirting it on the brush, the child needs to open his, her mouth wide and begin to brush the top teeth. I would divide this into several steps and teach it over a couple of weeks: Up and down on the bottom and top on the side opposite the dominant hand, up and down on the same side, up and down in front and back of the front teeth. Once the whole sequence is mastered, the student can move on to:Rinsing the toothpaste out, front and back. This step will have to be modeled: there is no way to hand over hand this skill.Replace the toothpaste cap, put the cap, brush and rinsing cup away. An Example of Backward Chaining Jonathon, aged 15, lives at a residential facility. One of the goals in his residential IEP is to do his own laundry. In his facility, there is a two to one ratio of staff to students, so Rahul is the evening staff member for Jonathon and Andrew. Andrew is also 15, and also has a laundry goal, so Rahul has Andrew watch as Jonathon does his laundry on Wednesday, and Andrew does his laundry on Friday. Chaining Laundry Backwards Rahul completes each of the steps Jonathon will need to complete the laundry, modeling and reciting each step. i.e. First we separate the colors and the whites.Next we will put the dirty whites in the washing machine.Now we measure the soap (Rahul might choose to have Jonathon open the soap container if twisting off lids is one of Jonathons already acquired skills.)Now we choose the water temperature. Hot for whites, cold for colors.Now we turn the dial to regular wash.Now we close the lid and pull out the dial.Rahul gives Jonathon a couple of choices for waiting: Looking at books? Playing a game on the iPad? He may also stop Jonathon from his game and check out where the machine is in the process.Oh, the machine is done spinning. Lets put the wet clothing in the dryer.Lets set the drying for 60 minutes.(When the buzzer goes off.) Is the laundry dry? Lets feel it? Yes, lets take it out and fold it. At this point, Jonathon would assist in taking the dry laundry out of the dryer. With assistance, he would fold the clothing, matching socks and stacking white underwear and t-shirts in the correct pile s. In backward chaining, Jonathon would observe Rahul do the laundry and would begin by assisting with removing the laundry and folding it. When he has reached an acceptable level of independence (I wouldnt demand perfection) you would back up, and have Jonathon set the dryer and push the start button. After that is mastered, he would back up to removing the wet clothing from the washer and putting it in the dryer. The purpose of backward chaining is the same as that of forward chaining: to help the student gain independence and mastery in a skill that he or she can use for the rest of their life. Whether you, as the practitioner, choose forward or backward chaining will depend on the childs strengths and your perception of where the student will be most successful. His or her success is the real measure of the most effective way to chain, either forward, or backward.