SPHM Hospitality

HOTEL MANAGEMENT
SPHM Hospitality

PROPOSAL
A COMPLETE AND COMPETITIVE ONE
FOR HOTEL MANAGEMENT SERVICES

CONTACT DETAILS

Jl. Mela No. 65 Blok G,

Denpasar, Bali, Indonesia

Mobile: +62 878 6162 3599

BUSINESS ADDRESS PREPARED FOR
Email: VP_Marke ngsphmhospitality.com
Jl. Mela No. 65 Blok G, DRS. A. AGUS PURWANTO, SE MM
Denpasar, Bali, Indonesia President Director

CONTACT DETAILS DATE VALIDITY

Mobile: +62 878 6162 3599 26 April 2020
Email: VP_Marke ngsphmhospitality.com 8:00 PM
TABLE OF CONTENTS Chapter 1
Chapter 1 Chapter 2

ABOUT US INTRODUCTION

• Our Company MARKETING PLAN

• Company Prospec ve

• Scope of Services

OUR TEAM

OUR COMPANY
BUSINESS
COMPANY PROSPECTIVE

SCOPE OF SERVICES
PROPOSAL
OUR TEAM

OUR SERVICES

PORTFOLIO

CASE STUDY

• Our Company

• Progress Report

• Recommenda on OVERVIEW
PROJECT TIMELINE
SPHM Hospitality was a former Sun Paradise Hotels
• Overview Management opera ng in Vietnam, Laos and Cam-
CASE STUDY bodia and in 2012 we withdrew our intellectual
rights and we brought them back to Indonesia.
IMPLEMENTATION STAGE

• Overview At the moment we are looking for clients to be man-

aged professionally.
• Project Cost

• Cost Breakdown At the moment we are looking for clients to be man-

MODEL PROTOTYPE
ABOUT US
Our Company
SPHH Hospitality—Hotel Management Division.
We provide hotel management services from the prepa-
ra on of feasibility studies, ten years compila on of
Business Plans, Hotel Pre-Opening, Hotel Management,
Hotel Internal Audit and helping get working capital
SPHH Hospitality—Golf Management Division.
We provide golf management services from the prepara-
on of feasibility studies, ten years compila on of Busi-
ness Plans, Golf Pre-Opening, Golf Management, Golf
Internal Audit and helping get working capital
Company Prospec ve
Companies assume social responsibility (Corporate Social
Responsibility) in different manners depending on the
size of the opera on and the industry. Responsible busi-
ness prac ces, however, always include:
1. Compliance with laws, industry standards and inter-
na onal agreements (within the scope of good Cor-
porate Governance and Compliance).
2. Assuming social, ecological and economic responsi-
bility in the core business opera on (Sustainable
Management).
3. Social commitment that goes beyond the core busi-
ness (Corporate Ci zenship)
OUR TEAM
Drs. A. Agus Purwanto, SE MM
SPHM Hospitality—Hotel Development Division
39 Years experience in hospitality business, hotels, golf
We are provide a Feasibility Study, Business Plan, assis-
course and country club, water park and theme park, res-
tance to proceed bank loan, preparing hotel develop-
taurant. He is a President Director of this company and
ment modeling, procurement service and development
before Vice President Opera on, Corporate Finance
technical assistant.
Officer, 4 mes General Manager, Director of Finance.
These experience in overseas and in Indonesia.
SPHH Hospitality—Water Management Division.
We provide water park management services from the
prepara on of feasibility studies, ten years compila on
of Business Plans, Water Park Pre-Opening, Water Park
Management, Water Park Internal Audit and helping get
working capital
Freddy Pantouw, CMTA, CHT, CHA
Over than 30 years experience in hospitality business pro-
fessional hotelier. He is a Vice President of this company
and before as Chief Hospitality Professional Assessor and
before Hotel Owner Representa ve, Execu ve Assistant
Scope of Service Manager, Director of Finance
Connec on Growth Michael Cousins
Over than 25 years experience in hospitality business es-
pecially in cruises business opera on and building inspec-
tor. He is a Vice President Development of this company
and before as Product Director for Hotels and Cruises
business/
Target List Engagement
 OUR SERVICES
Connec ng
Businesses
Involves a rela on between
a business carried on by a non-
resident which yields profits or gains
and some ac vity in the taxable terri-
tories which contributes directly or
indirectly to the earning of those
profits or gains.
Providing
Checklist
A checklist is a list of all the things
that you need to do, informa on that
you want to find out, or things that
you need to take somewhere, which
you make in order to ensure that you
do not forget anything.
Monitoring
Growth
Management will also use business
reports for tracking growth and the
company’s progress, iden fying
trends and any anomalies which may
need inves ga ng. Having a thorough
and reliable set of data about your
business means it can be regularly
consulted and shown to poten al
Business
Nego a on
Nego a ons can be called as a way of
resolving disputes. It is considered as
being synonymous to se lement,
agreement, collabora on and bar-
Employement
Evalua on
An employee evalua on is
the assessment and review of a work-
er's job performance. Most companies
have an employee evalua on system
wherein employees are evaluated on a
regular basis (o en once a year). Typi-
cally these assessments are done at year
-end or on the employee's service anni-
versary.
Business
Partnership
A legal form of business opera on be-
tween two or more individuals who
share management and profits. The fed-
eral government recognizes several
PORTFOLIO
Business Plan
Business plans are important to allow a company to lay
out its goals and a ract investment. They are also a way
for companies to keep themselves on track going for-
ward.
Although they're especially useful for new companies,
every company should have a business plan. Ideally, a
company would revisit the plan periodically to see if
goals have been met or have changed and evolved.
Some mes, a new business plan is prepared for an es-
tablished business that is moving in a new direc on.
Business Partnership with SPHM Hospitality
If your business will be owned and operated by several
individuals, you'll want to take a look at structuring your
business as a partnership. Partnerships come in two
varie es: general partnerships and limited partnerships.
In a general partnership, the partners manage the com-
pany and assume responsibility for the partnership's
debts and other obliga ons. A limited partnership has
both general and limited partners. The general partners
own and operate the business and assume liability for
the partnership, while the limited partners serve as in-
vestors only; they have no control over the company
and are not subject to the same liabili es as the general
partners.
TAKE OVER HOTEL OPERATION TAKE OVER TIMELINE

Our Company Overview

Taking over a hotel is an art if orchestrated properly A er choosing the best management company and signing the contract, the single most important phase of a management
or a disaster that can have a long-term effect on reve- change is the actual takeover process. When trying to merge new management processes with old management habits, all
nues, expenses, and overall pro tability. SPHM Hos- transi ons present unique challenges and almost always a new twist. HVS Hotel management has developed a comphren-

pitality a Hotel Management has experienced many sive takeover checklist that assures a smooth and uncomplicated transi on. Some of the cri cal areas of a takeover are re-
viewed in this ar cle.
successful management takeovers, due mainly to the
extensive preparation and detailed checklists we have
designed and implemented.

Week 1 Week 2 Week 3 Week 4

Inspec ons

We take over your hotel opera ons Deliver and Imple-

ment new System

Progress Report

An assessment that takes place during a project or pro- Running Opera on

cess, that conveys details such as what sub-goals have
been accomplished, what resources have been expend-
ed, what problems have been encountered, and wheth-
er the project or process is expected to be completed on
Evalua on New System
me and within budget. Progress reports are used by
management to determine whether changes are neces-
sary to an ongoing effort.

Recommenda on
Analysis & Final
We will come up with recommenda on that neces- Trial Run
sary to fix and to change and with sugges on for im-
provement process
NEW MANAGEMENT CONTROL
Implementa on Stage
One of the most widely u lized benchmarks in the hotel
industry is Revenue Per Available Room, also commonly
known as RevPAR. Hotels rely heavily on this data to
understand how their property is performing compared
to others in the marketplace.
Hotel Performance Benchmark above is not thinking
from owner interest, when a hotel had build with
totally above with compe tor an owner want the
RevPar higher than compe tor
SPHM Hospitality will contract the price based on
level of hotel cost to build.
Study Change Market
For short term, we will to accelerate on occupancy
with exis ng market and we implement to switching
new market with good prices by introducing our ho-
tel to new market through sales mission or trade
show.
Keeping Exis ng Market:
We don’t want loss loyal customers in exis ng mar-
ket by developing Loyal Customer Database. So, we
can remain them for their special day to their
handheld phone.
Develop New Market:
Don’t wai ng a schedule of Trade Show, we can
open our channel manager to as many of OTA’s
Model Prototyping
Cogni ve categoriza on is defined as “the cogni ve
process of iden fying a par cular. How leader-
ship prototypes have evolved in the par cular context
of the hotel industry in Indonesia and the possible im-
pacts that na onal culture
In the hospitality industry, the most com-
mon leadership style is the autocra c style because of
unpredictable demands in the hospitality industry. This
creates some difficul es to adopt the par cipa-
ve leadership style, since there are deep roots of auto-
cra c leadership style in hospitality industry
SPHM Hospitality must fix this situa on
Analysis and Final Study
SPHM Hospitality as en ty of Sun Paradise Hotel &
Resorts has been prepared a tools to monitoring our
effec veness in implement of any efforts. So, an ob-
jec ve measurement can be reported to hotel own-
er.
Monitoring old Loyal Customer:
Measuring poten al market, to set target, to meas-
uring the result. By to provided managers report and
to teach managers to analyze their datas.
Monitoring New Market:
By providing a virtual poten al market and in-
struc ng to managers to implement and monitoring
by daily basis.
IMPLEMENTATION STAGE
Overview
Hotel pricing strategy is a must-have for today’s hoteliers to increase their overall profitability. Hotel revenue manag-
ers should understand various aspects including distribu on mix, demand forecast, compe on pricing and consum-
ers’ buying trends, etc. to manage pricing more effec vely and to increase hotel profit. .
Hotel Room Price
Pricing strategies in the hotel industry is one topic that will forever be discussed by hoteliers the world over. A erall, there
is no magic mantra that is universally approved for hotels to achieve their goals! The room rent you charge for your hotel
rooms plays a very important role in your business, especially when you are trying to sell more rooms. A misguided room
pricing strategy will not help, as it can’t a ract guests to book with you. Pricing your rooms at the right price at the right
me will help you sell more rooms and boost your occupancy, which ul mately leads to increased profitability.
Integrate web booking engine, get
more direct bookings
Since, your hotel website is up and running, it’s now
me to get more direct bookings through it. Sta s cs
show that you are likely to face less booking cancella-
on on reserva ons coming directly, and this means
increased occupancy, and even increased booking
revenue. For this, your website should be integrated
with a hotel web booking engine. You can also imple- Hotel Solu on only can handle by Hotel Operator who
understand the technology, Some government hotels has
ment the same strategy with your Facebook page
older employees and they are resistance with any chang-
with a ‘book now’ bu on ing as well the private hotel. In other hand the technolo-
gy in hospitality business are fast change today.
MODEL PROTOTYPING SETTELING UP HOTEL

MODEL A SCOPE OF SETTELING UP HOTEL

In the hospitality industry, the most com- Introduc on:

mon leadership style is the autocra c style because of Improving hotels is more complicated than opening
unpredictable demands in the hospitality industry. This new hotels, so it takes the SPHM Hospitality Team who
creates some difficul es to adopt the par cipa- on average have the exper se to manage situa ons
ve leadership style, since there are deep roots of auto- like this.
cra c leadership style in hospitality industry
Scope of Se ling Up Hotel:
SPHM Hospitality have full source management and 1. Employee Habit and Moral
we believe all leader will loyal because not only 2. Hotel S.O.P
compensate with salary only, they will got compen- 3. Hotel Reserva on System
sate also with their development in their career. 4. Hotel Computerize System Protec on
5. Hotel Equipment's
We always develop the leader by involving them in
6. Assets Management
any aspect of management.

First Step:
SPHM Hospitality will conduct Audit of Employee Mor-
al and Habit

Second:
MODEL B
SPHM Hospitality will conduct computerize audit, in-

Workplace stress then is the harmful physical and emo- clude PMS, POS, Server, PABX and Reserva on System.

onal responses that can happen when there is a con-

flict between job demands on the employee and the Third:

amount of control an employee has over mee ng these SPHM Hospitality will conduct audit Sales Marke ng.

demands.
Fourth:

REDUCE THEM STRAIGHT AWAY SPHM Hospitality will conduct Energy Audit.

1. Encourage Open Communica on.

Fi h:
2. Offer Mental and Physical Health Benefits.
3. Bring in Medita on Classes. SPHM Hospitality will conduct Internal Audit for all hotel
4. Offer Paid Time Off. opera ons.
5. Encourage Employees to Take Breaks.
6. Take the Team Out on Company Offsites.
7. Bring Some Diversions into the Office.
8. Consider Flexible Work Schedules.
ANALYSIS & FINAL STUDY

Chapter 2
RESULTS

From overall our research a lot property were old fashion. We have to keeping up with the latest technology trends
is essen al for those opera ng in the hospitality industry, because the industry itself is extremely compe ve. This
means that those who fail to adapt can quickly find that they are being le behind by hotel and travel companies
that have implemented new approaches and ideas. In this ar cle, you will find seven of the latest technology trends
that hospitality companies should be aware of.

FIRST CHANGE
Our hotel must be grasped by everyone, meaning that
BUSINESS
our marke ng must be accessible to mobile phones

The reserva on system must be integrated with chan-

nel management so that it can be directly connected to
our booking engine.

OVERVIEW
SECOND CHANGE The hospitality industry includes the hotel and motel, or
A Revenue Manager is more func onal than a DOSM, to lodging, trade. As defined by the Council on Hotel, Restau-
run Revenue Management. rant and Ins tu onal Educa on, it also includes food ser-

SPHM Hospitality will direct a more intensive Revenue vices, recrea on services, and tourism. The hospitality in-

Manager to be able to accelerate hotel revenue in- dustry provides accommoda ons, meals, and personal ser-

creases. vices for both the traveling public and permanent resi-
dents. .
BUSINESS STRATEGY MARKETING PLAN

INTRODUCTION INTRODUCTION

A business strategy is a set of compe ve moves and ac ons that a business uses to a ract customers, compete We have put together a complete hotel internet marke ng plan for independent hotels on how to drive direct sales.
successfully, strengthening performance, and achieve organisa onal goals. It outlines how business should be And take note, these marke ng techniques, ps, ideas and best prac ces can be implemented in any hotel! .
carried out to reach the desired ends.

Business Growth Target
Business Growth Strategy. Strategy used to increase
the size and scope of the business to a certain level that
is more desirable. Business growth strategies include
product and customer diversifica on, integra on, and
regional expansion.
Target Market
Business Growth Sta s cs
A hotel target market refers to the specific type of people
Growth rates refer to the percentage change of a specific
or groups who you already to a lot of business with. Or
variable within a specific me period. For inves-
maybe they're a type of customer you'd like to a ract
tors, growth rates typically represent the compounded
more of. Either way, every hotel must align
annualized rate of growth of a company's revenues,
their marke ng and sales efforts if they want to a ract
earnings, dividends or hotel opera on, such as gross op-
and book more of these ideal guests.
era ng profit (GOP) and revenue wise.

40%
50% Strategy Plan
Target Engagement (Monthly)
Implementation
Effec ve hotel marke ng means poten al guests and cus-
tomers alike will be impacted by your brand wherever and
however they choose to research, plan, and book their
10% trip.
Cost & Expenses Cost
By using Channel Management we can engage more guest
Gross Operating Profit within one monthly