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STRA ATEGIC CMARK KETINGMANAG GEMEN NT

TERM REPO T M ORT

Title of Busi o iness: Pearl C P Contine ental H Hotel

Submi itted to: Mr.Hashim Zia Jaffe M m fery

By:
Kashif Ahmed Saeed A Khalid Khan K Moham mmad Farru Shaikh ukh h Syed Mohammad Adnan M 923 #109 #913 39 #108 800 #612 27

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TABLE OF CONTENTS
ABSTRA ......................................................... ACT ...................... .......................................... ...................... 3 ... Letter of Transmittal ............................................ T ...................... ...................... ....... 4 .......................................... .......................................... VISION AND VALUE ...................................... A ES ...................... ...................... ....... 5 .......................................... History of Hashoo Gro ..................................... f oup ...................... ...................... 6&7 .. .......................................... Strategic Objectives / Goal Formula O G ation .............. ...................... ...................... ....... 8 .......................................... Strategic Planning / Pla P anning Progra ................ am ...................... ...................... ....... 9 .......................................... SWOT An nalysis ................................................... ...................... ............ 10,11 & 12 .......................................... BCG Mat ......................................................... trix ...................... ...................... 13 ..... .......................................... TOWS Matrix ...................................................... M ...................... ................... 14&15 .......................................... Competiti Profile Matrix .................................. ive ...................... ...................... 16 ..... .......................................... Results .... ............................................................... ...................... ................... 17&18 atrix. ................................. Space (Th Strategic Position & Ac he P ction evaluatio matrix) Ma on ...................... 19 ..... .......................................... Results of Space Matri ...................................... f ix ...................... ...................... 20 ..... .......................................... Issues (Th Porters Di he iamond Mode ................. el) ...................... ...................... 21 ..... .......................................... Current Practices,Polic cies, Procedur & Needs. ..................... res ......... 22,23,24&25 .......................................... Strategic Action Plans .......................................... A ...................... ................... 26&27 .......................................... Conclusio ........................................................... on ...................... ...................... 28 .....

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ABSTR RACT
elandrestau urantindustryisverypo opularinPa kistan.Chain nsofhotels arenotthe eonly Thehote orevent theprimary ysourceoff foodinmostcitiesofP Pakistan.Ma anyregional andlocalchains have dev veloped around the ma cities of Pakistan to compete w internat ain with tional chains and s provide services tha appeal to the unique regional t at o e tastes and h habits at co omparatively low y costs. metrodepen ndent,as75 5to80per centofthe revenueso oftop ThePakistanihotel industryism ainscomefr romthefivemetros.Ma arriott,Shera atonandPe earlContinen ntalarethe most hotelcha profitablehotelmar rketscurrent tly.Thehotelindustryiisheavilyta axed.Expend dituretax,lu uxury taxands salestaxinfl latethehotelbillbyover30perce ent.Theeffe ectivetaxinSoutheastA Asian countries works out to only 4 to 5 per cent. As the taxes ar the dom s t c ese re main of the state governm ments,therat tesvaryacco ordingly. Theaver rageroomrate(ARR)an ndoccupanc cyarethet twomostcr riticalfactors sthatdeter rmine theprofitability.ARR R,inturn,de ependsonlo ocation,bran ndimage,st tarrating,qualityoffacilities andservi icesofferedandthesea asonalfactor r.Inthelong gterm,theh hotelindustr ryinPakistanhas alatentp potentialfor rgrowth.Th hisisbecaus sePakistani sanidealde estinationfo ortouristsasitis theonlycountrywiththemost diversetopo ography.Pak kistanattrac ctsapproxim mately1.5m million touristse everyyearth hatisjust0.4 4percentoftheworldt touristarrivals.

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LETTEROFTRANS SMITTAL

Wednesday4thMay y,2011

Attn:Mr.HashimZiaJaffery cMarketingManagemen nt Strategic IqraUniv versity, Karachi. Respecte edSir, We are honored to present this report tha you had a h s at assigned us for the cou urse of Stra ategic Marketin Managem ng ment. This report is based on ou observati b ur ion, researc and prop ch posed processs shouldadap ptedbyPCH Hotel,Itwillalsoshow usthatthro oughthesea analyseshow wwe caninter roperateMarketstrengt thandweaknessusingd differenttoolsandtechn niques. Wehave elearnedag greatdealre egardingabo outcorestra ategicmarke etingconcep ptswhilewo orking onthisproject/Repo ort,forwhich hwearegratefultoyou . y w ring about any improvement We look forward to discussing your review and sugges stions to br gthisreport t. regarding Hopeyou ulikeoureff fort. YourObe edientStude ents KashifAh hmedSaeed KhalidKh han Mohamm madFarrukh Muhamm madAdnan

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VISION AND VALUES N

We are committed to dynamic growth and service excellence built upon our heritag of e d a ge traditional hospitalit We striv to consis ty. ve stently meet and surpa guests, employees and ass t other sta akeholders expectation We feel pride in ma ns. aking efforts to position Pakistan in the s n n forefront toftheinter rnationalare ena.

Growth and de h evelopme for all ent l.

Competenceandcontributionastheonlybasisf forjobsecur rity Promotionfro omwithinLe earningenvi ironmentan ndopportunities Provisionforworldclasseducationa andtraining Aligningpeop A plewithlatesttechnolog gicaltrends

Recog gnition an reward nd d

Achievement A torientation Appreciation A Se ettingeverr risingstanda ardsofperfo ormance In ncentivesi.e.cashincentives,perfor rmancebonu us,empofthemonthet tc. Participation

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HISTORY OF HASHOO GROUP G

Owingto othevision ofitsfound der,Mr.SadruddinHash hwani,Hash hooGroupo ofCompaniesisa preemine entplayerin nhospitality yindustryinPakistan.Siinceitsince eptionin197 72,ithasoff fered its valued guests wa hospitality, impeccable service and unpar arm e ralleled facilities promis sing a memorable experience. Strateg gically situa ated at prim location the hote cater to the me ns, els o business and leisure needs of local and in e nternationa l market. The Groups commitment to excellenc ce,attention ntodetailsa andpersona alizedservicesensuresa aloyalguest tlist.Theta askto managet thehospitalityinterestsoftheGrou upledtothe eformationo oftwocomp panies:

Hashwani Ho H otels Limited (HHL) d Pakistan Serv vices Limited (PSL) d

Hashwa aniHotelsLimited(HH HL)

The current owner and operato of Marrio Hotels in Karachi an Islamabad, HHL originally a or ott n nd n nder a fran chise agree ement with Bass Euro opean started its hotel operations in 1978, un he bad ay chi Netherlands, with th opening of Holiday Inn Islamab followed by Holida Inn Karac in 1981. Th franchise agreement granted by Marriott World Wide Corporation USA in 1992 he e t b markeda anotableac chievement, ,asitwasthefirsttime einthehist toryofMarr riottCorpor ration thathote eloutsideof fMarriotsd directManagementwer regranteda afranchiset tooperateu under theMarr riottbrand.O Originallyincorporatedin1972asa aprivatelimitedcompan ny,HHLwaslater converte edtoaPublic cLimitedCo ompanyin19 974.

Pakistan nServicesL Limited(PSL L)

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Originally a Public Limited Company, Pakistan Services Limited was incorporated in 1995 and quotedontheKarachiStockExchangefrom1964untilitwasacquiredbytheHashooGroupof Companies in 1985. Following the acquisition by PSL, the portfolio of five hotels initially operatedunderthemanagementof Inter Continental Hotels Group was rebranded as Pearl Continental Hotels. In order to meet thegrowingdemand,PSLcompletedandexpansionprogramofPearlContinentalHotelLahore in1996.The expansioncomprisedof300additionalrooms,newatriumlobby,banquetsandconventionhall, enhanced sports and fitness facilities and shopping arcade. In 2001, PSL acquired the master franchiseforDestinationoftheWorld,creatinganaugmentationtoits well defined position in tourism and hospitality sectors of Pakistan. The company floated its ratedtermfinancecertificatesinNovember2003andcurrentlyisintheprocessofexpanding itsnetworkinPakistanandtheGCCmarket.www.pchotels.com
Others

Net21 Gelcaps CeraeNoor HashooFoundation HashooHoldings ZaverminingCompany ZaverpetroleumCorporation

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STRAT TEGIC OBJECTIV VES / GO OAL FORM MULATIO ON

Sustainpoten ntialmarketsharethrou ughmanaged dAverageDailyRate

etionofallexpansionpr rojects Ensuresuccessfulcomple Se eekimprove ementinem mployeescom mpetenciesandenhanc cingperform mancegoals Continueachievingsalesgrowthtosupportlongtermplans Reinforceallareasofsecurityrisksto oCompanys sassetsandguests

NO MATTE HOW DIFFICU THE CHALLEN ER ULT NGE, WHEN WE SPREAD OUR W WINGS OF FAITH AND ALLOWS THE WINDS OF GODS H SPRIT TO LIF US, NO OBSTA FE ACLE IS TOO GR REAT TO OVERCO OME (Sadrudd Hashwani). din

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STRATE EGIC PLANNING / PLANNING PRO OGRAM

1. Tomeetthe challengeso ofmodernb business,we econstantly upgradeou uroperations sand se ervicesinlin newithlatesttechnologi icalfacilities s. 2. Maintainingt M thehighestlevelofgove ernance,eth hicalstandardsandprudence. 3. Keepingclose ewatchats sociopolitica alenvironm menttomake euseofall availablegr rowth opportunities sthroughag ggressiveand dproactivea approach. 4. Believe in str rong and pr rofessional workforce b providing challenging and rewarding w by g environment and equal respect to all throug creating the sense of particip o gh pation to owardsthes successofou urvision.

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SWOT ANALYSIS T

SWOT ANALY T YSIS

EachHotelhasitsownSWOTbase edontheirlo ocation,seas sonetc.Asfo ortheSWOTAnalysisofP PC sconcernedS SWOTAnalys sisisbasicallydonetofin ndoutthatdotheyhavesufficient Karachiis bjective" resources stocoverthe eirweakness sandstillach hievetheirob

Streng gths
Ex xperienceof fbeing39thy yearinHote elindustry Have most experience employees available at suitable job, which ha proven their H e e a ave lo oyaltywithP PC. 300+ luxurious rooms with big bath w hrooms ce ertainly no any other h hotel in Pak kistan have. PCCarriesou utaloyaltyprogramsuch haskeeptra ackofitscus stomers. Historyrecor H rdsofcustom merswhoav vailetheroo omfacility.P PCasacontinentalhote elhas beenplayedb byPCBhurb ban. PCbaresthegreatadvantagesonthe eperforman ncesonmain ntaininggoo odhealthclubs, wimmingpo ools,squashc courts,tenniscourtsand dallothersp portsactivities. sw ex xcellenceingoodqualityfoodrestaurants. Voicemailcardlockingsy V ystemforpe erfectsecurity. Thestren ngthofPCca anbethewe eaknessofo otherhotelsaswellasth heweakness sofPCitself fin somesec ctors. *PChasa alonglobby y,whichhelp psitnottolo ookcrowded dSheraton smalllobby y.

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Weaknesses
Asfashio onchangesn need,deman ndandideaa alsochanges s. AsPCbein nganoldhot telinhistory ybaresadiff fficultweakn ness,asoldc customersdo notprefer rtovisitthesamehoteloverandov ver. Theyprefe ertoexperie encesometh hingnew. Thewellk knownsaying g"OLDISGO OLD"turnso outtobethe estrengthof fthishotela asit divertsthe eattentiono ofitscustom mersbacktotheluxuries sprovidedassomepeop ple areuseto otheatmosp phere. Theotherweaknesso ofPCliesinit tstelephone esystem,wh hichisagainanoldsyste em. AsSherato onenjoysth hegreatadva antageofha avinglatestt technologyt thatisitTele e communic cationsystem m.

Oppor rtunities s
Theoppo ortunitiesthatPCfacesa arenotmuc chduetoitswellestablishedpositio on. rganized in the city giv PC Kara ves achi a grea advantage as number of at Events or customers s/people increase and PC get an opportunit to show its loyalty and n w y ty servicesto oitscustomers. One of the opportunities grasped dby events being held in the city is that as to ourist andinthesamewaypeo oplebookro oomsandavailservicesr renderedby yPC. increasea Seminars areagaina greatoppor rtunityforP PCasworldw wideseminarsarebeing gheld inthecity yorinPCBanquethallswhichagain nhelpPCto showitsqua alityservicesand inthisway ypeopleacr rossthewor rldcometot thecityandbookrooms sforthemse elves. Parities wedding and other ext circular activities a opportu w d tra are unity to help PC recognizeitsname. PClooksu uptotheseo opportunitie eswholehea artedly.

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Threa ats
If in the market there are more than two or more bra e o ands of the same type o there exi an or ist alternativ for that product the organizat ve en tion/compan nies face th hreats amon themselves or ng amongcustomersbu utonecanalwaysplanb beforehand. . Threatsof fnewentran ntslikeIslam mabadSeren naisathreat tforPCbutPChavepla anned differenta alternativesforitsthreats. Oneofthe ebiggestthr reatsPChastofaceisSh heratonbein ngitsnextdo oorneighbo or. Asifthing gsdon'twor rkwithcusto omeratPC likeiftheyb bargainfora aroomand PCis unableto fulfilltheir satisfaction thentheyc canalwaysw walkacrosst theroadand djust knock. Law and order situation can also be a threa such as s o o at strikes. If law and orde not w er maintaint throughout thecountry ypeoplearo oundthewo orldwoulda avoidtocom meto Pakistana andifpeople ewontcomethenther ewillbeno otouristsow whowillren ntthe rooms.

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BCG MA ATRIX AN NALYSIS S

Star Pr roducts
Chandni Marcopoloin M n Sa akooraJapenese

Cash Cow prod C ducts

Banquethalls s Se ervices Fo oodchain

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TOWS MATRIX ANALYS X SIS

OT ANA ALYSIS
We sele ect minim mum 9 statements for each f f factor wh hich belon ngs to inte ernal environment, which may be influence on our h otel. This is also calle EFE-Matrix. e e s ed
Opportun nities
Business expansion incr rease 10% ann nually Tech. adv vancement leads better co ompetitive position Foreign co ountries invest tment increas 4% annually se y Stable eco onomic cond ditions Separate family and no on-family syste em Nearest to the airport o Advance security system Connecte with the ch ed hain of hotels Secured environment e

weig ght
0.06 0..07 0.05 0.02 0.02 0.06 0.07 0.08 0.07

Rating
3 2 4 2 1 3 4 2 4

Weigh hted Score

0.18 0.14 0.20 0.04 0.02 0.18 0.28 0.16 0.28

Threats
Location and severity of terrorist acti a o ivities Inflation in the econom n my Competiti ion in the hote industry el Govt. regu ulations and deregulations d Natural disasters Change in tax laws n Change in labor laws n Unstable political cond p ditions in the fo oreign countries Attitude to owards leisure time e 0.10 0.07 0.09 0.07 0.02 0.02 0.05 0.04 0.04 4 3 4 2 1 2 3 2 2 0.40 0.21 0.36 0.14 0.02 0.04 0.15 0.08 0.08

Total

1.00

2.92

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NALYSIS: SW AN
We sele ect minim mum 6 statements for each f f factor wh hich belon ngs to inte ernal environment, which may be influence on our h otel. This is also calle IFE-Mat e e s ed trix.
Strengths s
Large car parking spac over 2000 cars ce c Qualified staff at lower level Excellent infrastructure i Online res servations, payments in installments Room occ cupancy rate over 90% Strange management team m

weig ght
0.12 0.11 0.10 0.123 0.09 0.10

Rating g
3 2 4 2 3 2

Weigh hted Score

0.36 0.22 0.40 0.24 0.27 0.20

Weaknes ss
Relatively higher prices Lack in R& &D No diverse work force e No flexibili in prices ity Only Halal foods availa ability Up-dates are recorded at quarterly basis d b 0.06 0.05 0.07 0.08 0.02 0.08 3 2 1 2 3 1 0.18 0.10 0.07 0.16 0.6 0.08

Total

1.00

2.42

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COMP PETITIVE PR ROFILE MATRIX (C M CPM):

There are two competitors of hotels through which we a a t analyze competitiven ness; one of them is PC own ho Cs otel name Marriott h hotels. Weve selecte minimu 9 ed um stateme ents for critical succe factors which m ay be influ ess s, uence on PC hotel.
PC Hotel Marriott H Hotel She eraton Hotel

Critical Success Fact tors

Product quality(room) Price com mpetitiveness Managem ment Financial position p Customer layout r Global expansion Market share Customers satisfaction rs Secured environment e

Weight 0.10 0.09 0.12 0.08 0.15 0.08 0.11 0.13 0.14 1.00

Rating 3 3 4 1 4 2 3 4 3

Sco ore 0.0 03 0.2 27 0.4 48 0.0 08 0.6 60 0.1 6 0.3 33 0.5 52 0.4 42 3.1 6

Rating 4 2 3 4 3 2 2 3 4

Score 0.40 0.18 0.36 0.32 0.45 0.16 0.22 0.39 0.56 3.04

Rati ing 3 4 3 2 3 2 3 2 2

Score 0.30 0.36 0.36 0.16 0.45 0.16 0.33 0.26 0.28 2.66

Total

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RESULTS RESULT OF OT ANALYSIS:

Despite the numbers of key opportunities and threats included in above EFEMatrix, the total weighted score of under discussion organization is 2.92which is the above then average score of 2.5, it means organizations strategies can be take advantage of existing opportunities and minimize the potential adverse effect of external threats.

RESULT OF SW ANALYSIS:
Regardless of how many factors are included in a IFE-Matrix, the total weighted score of the above organization is 2.42, which is below then average, it indicates that the characterize organization weak internally, therefore we have to overcome these weaknesses by neutralizing our strengths.

RESULT OF CPM ANALYSIS:

The competitive profile matrix (CPM) identifies a firms major competitors by evaluating its strengths and weaknesses in relation to a sample firms strategic position. It may include both internal and external issues. Here the total weighted score of existing organization is 3.16(P-C hotel) which seems to be above than both competitors. Therefore the strategic position of this organization has comparatively stronger than both competitors.

RESULTS OF SWOT:
SO Strategies: 1. Expansion of business made on global basis in order to acquire largest market share (S1, S3, O2, O7, O8).

2. Acquire more airlines contracts in order to increase occupancy rate over 100%, which increase the revenue alternatively S2, S6, O1, O6, O7, O9. 3. Organize international fashion shows and exhibitions in order to increase the revenue S4, S6, O2, O3, O5, O8.

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4. Rent out rooms in the form of offices in order to gain competitive advantage S1, S3, S6, O1, O2, O9. ST Strategies: 1. Made innovations and advertise them in the form of secured offices on different discount packages T2, T3, S1, S3, and S6. 2. Advertise alternative vacations and other promotional activities that are not affected by hurricane seasons T2, T5, T6, T9, S2, S3, and S6. 3. Offer discounts on web sites T5, S4. WO Strategies: 1. Acquire diverse work force in order to boost the global expansion O1, O2, O7, O8, W3. 2. Hire think tanks and experienced research analyst in order to become market leader O1, O3, O4, O9, W2. 3. Offer privileges and different benefits to customers and their desire foods in order to make better image of our hotel in the minds of our customers O3, O4, O5, O8, W1, W4, W5. WT Strategies: 1. Lower the prices of rooms or offer more facilities to the customers during hurricane seasons T1, T2, T3, T4, T5, T6, T7, W1, and W3.

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SPACE (THE STRATEGIC POSITION AND ACTION EVALUATION MATRIX) MATRIX:

Internal strategic position Competitive advantage (CA)
(-6 Worst, -1 best) -1 -1 -2 -3 -3 -2 Price competitiveness Customer loyalty Product quality Market share Brand & image Technological know how

External strategic position Industry strength (IS)

(+1 worst, +6 best) +4 +5 +4 +3 +4 +5 Growth potential Profit potential Barriers to enter Access to financing Technological know how Secured environment

Average -2

Average 4.17

TotalXaxisScore:2.17

Financial Strength (FS)

(+1 worst, +6 best) +5 +4 +3 +4 +4 +5 Return on investment Leverage Liquidity Cash flow Working capital ROA

Environmental Stability (ES)

(-6 Worst, -1 best) -2 -1 -3 -5 -1 -3 Rate of inflation Technological changes Taxation Natural disaster Completion Change in govt. regulations

Average 4.17

Average - 2.5

TotalYaxisScore:1.67

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RESULT OF SPAC ANALY T CE YSIS:

The Stra ategic Position and Action Eva A aluation M Matrix (SPAC is an important tool. CE) It has four qua adrants which indicate we w eather ag ggressive, conserva ative, defensive or com mpetitive strategies are most appropria for an organization. s ate n e M present tw interna dimensio wo al ons (Finan ncial The axes of the SPACE Matrix rep Strength FS and Competitive Adva h antage CA and tw extern dimens A) wo nal sions (Environ nmental Stability ES, and industry Stren ngth IS) o out of which FS and ES d located on Y-axis, CA and IS on X-axis these four fac d X e ctors perh haps the m most importa ant determ minants by the help of whic we ca find ou the ov y ch an ut verall strategic position of an orga anization. The org ganization that I sele indica ect ates the re esult on X-axis 2.17 and on Y Y-axis 1.67, so its resultant vector is located on upper right quadrant that is Aggres r t ssive, which indicates that our organizati i ion is in e excellent position to use inte o ernal strength take advantag hs ge of ex xternal op pportunitie es, overc come inte ernal weakne esses and avoids ext ternal threats.

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PROBLEM OR ISSUES: (THE PORTER DIAMOND MODEL)

BasedontheforcesinvolvedinPorter'smodelwearegoingtojudgethePChotelinKarachi.
THREATS OF NEW ENTRANTS:

NewhotelsthatarefivestarsandgoforthesamecustomercategoriesasthePearl Continental. Access to raw material or resources, otherwise readily available being rerouted to otherhotels.
THREAT OF PRODUCTS OR SERVICES:

New restaurants popping up all over Karachi have put a strain on the cafes and restaurantswithinthehotel. RivalhotelswithinthevicinityhaveofferedthesameC.SasPC. The ability to differentiate between products and services being offered by PC and otherhotelshasbecomesmudged.
BUYER'S POWER (Customer):

Peopleanywhereintheworldlovetheabilitytobargainandassuchputtheprovider inatoughposition. The bargaining power of a customer coming to PC is intensified because the Sheraton is right across the street, at moments like this when the customer threatens to walkout, the person at the counter has the authority to offer certain dealsinordertokeepthatcustomer. The above statements verify the fact that the customer is price sensitive and has manyalternativesourcesofsupply.
SUPPLIER'S POWER:

Thenumberofsupplier'swiththerightproductshasdecreasedovertheyearsand suchhasallowedthepartyconcernedtoincreasepriceswithoutfearofdenialfrom thehotels. Thegovernmenthasalsoincreasedthetaxquotaonthebusinessto12.5%,thereby, allowingthesuppliersavalidexcusefor"pricejack." Since other suppliers/ resources are not readily available, the hotels have an increasedoverheadcost.

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CURRENT PRACTICES, POLICIES,PROCEDURES & NEEDS.

CRITICAL SUCCESS FACTOR

Criticalsuccessfactorsarethefactorsthatcontributetomakestrongpositionofthebusiness, thatmakeitsuccessfulandmattersthemostinitscontinuedsuccess.Inotherwordstheseare the few key areas where the things must go right for the business to flourish and achieveits objectives. Itisimportanttosetobjectivesbeforeembarkinguponcriticalsuccessfactoranalysis.Themain objectiveofPearlContinentalHotelsistoobtainmaximumprofitandmaximumoccupationby thecustomersintheHotel.Customersatisfactionisthemainsourceofachievingtheobjectives andtoallurethecustomertobecomethememberwiththePearlContinentalHotelandgive them repeating visits. In order to obtain the Pearl Continental hotels that are described subsequentlyperformcustomersatisfactionnumberofactivities. The three most important considerations for a business and leisure traveler or a regular customer to a hotel are the location of the hotel, safety and security and rates/price. Pearl Continentalhotelssatisfythesethreeconditionstotheutmostandhencethesethreefactors becomeoneofthemostcriticalsuccessfactorsofthisindustry.
1) LOCATION:

ThelocationofallthePearlContinentalHotelscontributetoitssuccessfuloperationsasthey arenotfarawayfromtheairportsandliesintheheartoftheirrespectedcities. PearlContinentalHotel,Karachi,whichisthememberofthe'LeadingHotelsoftheWorld',is thepremierchoiceofbusinessandleisuretravelers.Itisideallylocatedonlyfifteenkilometers away from the airport, situated in the heart of commercial center and provides excellent businessandconferencefacilitiesandeasyaccesstoshoppingcentersofthecity. In the city of graceful mosques, imposing fortresses and historical bazaars, Pearl Continental Hotel, Lahore is located at the most prestigious financial, business and commercial avenue, ShahraeQuaideAzam (The Mall), opposite Governor House, 7 km from the Lahore International Airport, 6 km from the Main Railway Station and 1.5 km from the main City BusinessCenter.
2) SAFETY AND SECURITY:

SafetyandSecurityisthebiggestconcernsofthepeopletravelingfromoneplacetoanother duetotheincreasingHotelcrimes.AllPearlContinentalhotelsuseelectroniclocks,eachroom openswithanencodedkeycard,whichincreasesthelevelofsecurity.Eachroomfeaturesdata Port,ElectronicinroomSafe,SafetyAlarm,RadioandTelevisionwithSatelliteChannels,Direct Dial Telephone and the Securityconscious can rest assured that all our rooms are equipped withsmokedetectorsandsprinklers.

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3) RATES:

Twofactorsareinvolvedinincreasingtheprofitability;byincreasingtherateandbyincreasing the volume but increasing the volume do not guarantee profits. Pearl Continental hotels increased 20% of the revenue by increasing the rates along with special discounts. Rates are howevernegotiableincertaincaseswhichensuredthatthesegmentsthatprovideprofitsdo notloosetheirinterestbyincreasingtherates.Thesegments,whicharecriticaltothesuccess ofPearlContinentalHotels,are: AIRLINECREW:Reservationsofthelocalandinternationalairlinecrewsareveryimportantas theproductstothemaresoldinbulkseverytimetheyarrive. TOURISTGROUP:Theratesforthetouristgroupsthatcometothehoteldirectlyorthrough sometravelagencyaregivenarecomparativelylessandnegotiabledependingonthelawand orderconditionsofthecountry. CORPORATE ACTIVITIES: These activities include embassyrelated activities, business activities, bureaucratic activities, foreign or religious delegations, conferences, trainings, workshopsandseminars. Some business organizations become the members with the hotel and given concession for organizingseminars,workshopsandconferences. SHAADI PACKAGES: the rates for the wedding and traditional events packages are fixed however attractive offers are given along with it e.g. free room for the couple with wedding cakeandbouquetofflowers
4) IMPROVED SERVICES:

The Pearl Continental Hotels' rooms, executive suites, super deluxe suites, Executive Rooms, are designed to provide the utmost comfort and luxury where guests are pampered in every possibleway.Allroomsareequippedwithsatellitetelevision,inhousemovies,musicand30 channel satellite television network and modern amenities. In fact, every facet and facility requiredbythediscerningtraveleriscateredto.RoomServiceoperatesroundtheclockcaring forallthetravelers'needs.Personalfacsimilemachinesareavailableinallsuitesandexecutive roomsensuringcompleteprivacyandconfidentiality.BusinessCenter&SecretarialServicesare alsoavailablethroughoutthedayanduptomidnight. An exclusive Executive Club facility is also available for business guests. The Executive Club offers exclusive butler service and access to an Executive Club lounge where continental breakfast is served for the guests. Throughout the day, light snacks and refreshments are served along with high tea. Pearl Continental Hotels offer a variety of cuisines ranging from uniquePakistanidelicaciestosumptuousChineseandContinentaldishes. Theguestshaveaccesstoallkindsofservicesandfacilitiessoastomaketheirstay,notonly comfortable, but also a memorable one. The online reservation system and free pickup/drop services add up to the convenience of the customers. The Pearl Continental Hotel offers

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complimentaryairportshuttleserviceincludingtraveldeskfacilitiesandprovideshotellinksto allmajorinternationalcitieshavingmembershipofLeadingHotelsoftheworldconsortium. Above all the hotel takes the input from the customer through comment cards and online feedback system to alter the services according to the needs of the customers resulting in maximumcustomersatisfaction,whichisthekeytoitssuccess.
5) OLD AND NEW CLIENTELE:

PearlContinentalHotelsbeingtheoldestinthehospitalityindustryinPakistanenjoysalarge old clientele that are its strength and an important factor in its continued success. Pearl Continental Hotels put all the possible efforts to retain the old clients' interest by providing discounts,concessionsandspecialoffersinseasons. Marketing department is engaged in activities to attract new customers, by arranging events andsendingbrochures,specialdiscountsforthenewcomersandattractiveoffersfromtimeto time in order to increase the customer base, which will eventually lead to the maximum profitability.
ORGANIZATIONAL STRUCTURE DEPARTMENTS PC has 8 departments: Food & Beverage House keeping Front office, reception Personnel/HR Finance/sales Marketing Information Technology Guest relations/Customer services

EMPLOYEES Allemployeesstrictlyadheretoasetofvalues&shareacommonvision,whichisalsothehotel's missionstatement. This statement was made with every employee, right down to the chef and dishwasher being includedinitsdetermination. TheMarriottalsoencouragesemployeestoincorporatewiththemthefollowingvalues:

Honesty Loyalty Cleanliness Balance Change

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Consistency Candidness

CUSTOMERS

PearlContinentalHotelsbeingtheoldestinthehospitalityindustryinPakistanenjoysalarge old clientele that are its strength and an important factor in its continued success. Pearl Continental Hotels put all the possible efforts to retain the old clients' interest by providing discounts,concessionsandspecialoffersinseasons. Marketing department is engaged in activities to attract new customers, by arranging events andsendingbrochures,specialdiscountsforthenewcomersandattractiveoffersfromtimeto time in order to increase the customer base, which will eventually lead to the maximum profitability.

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STRATE EGIC ACT TION PLANS

Inorder tobringmo orerevenue forPearlCo ontinentalm marketingan ndsalesplan nshouldbe more focused on 4Ps (i.e Product,P e. Price,Place & Promotio however do not n & on) neglect customer n . d c el retention and key partnerships. All of following should be specific to PC hote to justify their competit tiveedge. 1) PROD DUCT PCS SERVIC CES Forevery yhotel,thebasicproductofferedis sthesames serviceuse ofabedfor ranight.Be eyond this simi ilarity, there are endle ways to differentia your se e ess o ate ervice. Servi ices can inc clude entertain nment (i.e., inroom ca able, onpre emises ente rtainment), food (i.e., chocolates on a , pillow to a fivestar restaurant) communic o ), cation (i.e., free local c calls, wireless internet), and health (i.e., a pool, fitness center, spa). Consider whet f ther unusual services w be a draw for will w your cus stomers or if you are better off pr b roviding the tried and t true. Whate ever you cho oose, presentt theinformationclearly andinjust enoughdet tailsothatr readersunde erstandthe level andtypeofservicep provided. 2) PROM MOTION - HOW TO GET THE WORD OUT G W T Howyou umakeyour rpeopleawa areofyour hotelandit tsuniqueva aluepropositionandconvert themint toguests.Th hepromotio onaltoolsyo ouusedepe endentirely onthecust tomersyou seek. Ratherth hanthinking gabouthow wotherhote elsseekcust tomers,thin nkfromthe customer's point ofview.Howdoyourdesiredcu ustomerssee ekhotels?Yo oucanbefo oundwheretheyareloo oking, ravel books, magazines, websites, o elsewhere. Remember that the most or whether this is in tr powerful type of ad l dvertising is the kind th money c hat cannot buy press. Con nsider whether a publicrelationsstrat tegycanhelp pmakethishappen. 3) PRICE - THE RI IGHT RATES FOR YO OUR HOTE EL Thechoiceofpricet tiesdirectly tohotel'sp profitability, butalsoto thebrandy youaretryingto buildint themindso ofcustomers s.Ifyoubill yourhotela asextremelyupscale,b butpriceitinthe middleofthepack,c customersm maynotbelie eveyourasse ertions. 4) PLAC - WHER CUSTOM CE RE MERS AND SERVICE MEET D ES

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Placeismorethanthechoiceoflocationforhotel."Place"inthiscontextmeansdistribution, andthisisthechoiceofhowcustomerswillbookhotelroomsandreceiveotherservicesyou provide.Thiscanbethroughwebsites,travelagents,oradedicatedsalesstaff,eachofwhich havetheirowncostandbenefittradeoffs.Distributionofservicescontinuesinsideyourhotel and involves both your staff and your means to communicate with your guests (i.e., phone systems,TVordering,evendoorknobsigns). 5) CUSTOMER RETENTION Mostofthecostofprovidingservicetoacustomerisingettingthemtobuyforthefirsttime. To keep a customer returning should be significantly cheaper than getting a new one. For example, loyalty programs provide incentives for repeat visits and customer relationship management(CRM)softwarecansavedataonthepreferencesandactivityofindividualguests tomakereturningmoreenjoyableforthem. 6) PARTNERSHIPS Finally, consider how you will work with your hotel's neighbors, local government, and other stakeholderstobuildbusiness.Theremaybepotentialforyoutoeithergetguestsfromorsend guests to many local businesses, improving the experience the overall experience for those customers. Consider mentioning a few key partnerships that will pay off because of their importancetobothparties.Don'tstretchyourselftoothinkbyproposingtopartnerwithevery business on your street. Describe any successful legwork you have done to inquire about the possibilityofmakingthosepartnershipsareality

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CONCLUSION:

Nowwehavereachedontheconclusionofthisreport.Wehaveundergonedifferenttypesof strategieswhichcouldbeimplementedinordertomakethebusinessofhotelstreamline.The businessofhotelindustryismainlydependsonthearrivalofforeignersandtheyprefertostay in the hotel of that country, where the conditions are rational. And these conditions are directedrelatedtotheenvironmentalstabilitywhichisamajorresponsibleforgeneratingthe revenueinsuchabusiness.WehavestudieddifferentstrategictoolsincludingEFE,IFE,CPM, SWOTandSPACE. InconclusionwewouldliketosaythatPearlContinentalHotelisaplacewhereonecanenjoy their time in a very soothing and relaxing mood. The hotel is a perfect place for all kind of activities.Youcanhavebusinessmeetings,lunches,dinners,conferences,parties,functionsand seminars. PC has a good name, reputation and trust. There is an arrangement of each and everythingyoucanimagine,whichmakesitarolemodel.Themanagementandemployeesare verycourteousandcustomeroriented.Theyserveyouattheirbestlevelandcertainlyyouwill feelthedifference. InthisreportwegavetheoverviewofPC,andlearntabouttheirmanagementstyle,culture, theirstrengths,weaknesses,opportunitiesandthreats,wealsoanalyzedtheircriticalsuccess factors,andcompetitiveanalysis. In the SWOT analysis we came to know about their strengths and the weaknesses of a hotel industryandespeciallyofPChotels.Welearnedhowtheycanenhancetheirstrengthsandover cometheirweaknesses.SWOTanalysisalsogivesanideaofopportunitiesandthethreatsfor PC.Weanalyzedhowtheycantakefulladvantageoftheopportunitiesandguardagainstthe threats. We analyzed the competitive forces in an industry to help define an appropriate overall businessstrategy.Itbasicallyhelpstodeterminewhichoftheforcesposeamajorthreattothe futuresuccessofthebusinessandinwhatway.