Hotel business plan (written)

The China Empress Hotel (Hong Kong)

The Hong Kong Polytechnic University

ENGL 404 English for Management

2010-2011 Semester 2

Assignment 3: Business Plan

Submitted By:

Lee Pak Ki (09007324D)

Lee Sin Ming (09369162D)

Shum Mei Yee (09169328D)

Wu Shuk Ming (09271858D)

Date: 9th may, 2011

Lecturer: Nellie Chan


Honour Declaration

English for Management ENGL 404

Assessment 3: Business Plan

We declare that the work in this assignment is completely our own work. No part of this assignment is taken from other people’s work without giving them credit. All references have been clearly cited. We understand that an infringement of this declaration leaves us subject to disciplinary action by The Hong Kong Polytechnic University.

1. Student Name: Lee Pak Ki

Student ID no.: __ 09007324D __________

Signature: Lee Pak Ki

Date: 9th May, 2011

2. Student Name: Lee Sin Ming

Student ID no.: ____09369162D __________

Signature: Lee Sin Ming

Date: 9th May, 2011 ___

3. Student Name: Shum Mei Yee

Student ID no.: _____09169328D _________

Signature: Shum Mei Yi

Date: 9th May, 2011

4. Student Name: Wu Shuk Ming

Student ID no.: __ 09271858D______ ____

Signature: ____Wu Shuk Ming_____

Date: 9th May, 2011


Table of Contents

Page

1.0 Executive Summary…………………………………………………………………………………..….1

1.1 Objectives …………………………………………………………………………………….…..1

1.2 Vision and Mission………………………………………………………………………….…1

1.3 Products and Services…………………………………………………………………….….1

2.0 Market Analysis…………………………………………………..………………………………….……2

2.1 Industry Analysis……………………………………………………………………………….2

2.1.1 Size of the Hotel Industry…………………………………………………...2

2.1.2 Trends and Prospects………………………………………………………….2

2.1.3 Customers Analysis……………………………………………………………..2

2.1.4 External Forces……………………………………………………………………3

2.2 Target Market……………………………………………………………………………………3

2.3 Competitor Analysis…………………………………………………………………………..4

2.3.1 Background………………………………………………………………………….4

2.3.2 Target Customers………………………………………………………………..4

2.3.3 Location……………………………………………………………………………...5

2.3.4 Room Rates………………………………………………………………………..5

2.3.5 Facilities………………………………………………………………………………5

2.3.6 Cuisine…………………………………………………………………………………5

2.3.7 Competitive Advantage……………………………………………………….5

3.0 Strategy and Implementation ………………………………………………………………………6

3.1 Reinforcement of Niche Market………………………………………………………...6

3.1.1 Marketing Strategy…………………………………………………………..…6

3.1.2 Sales Strategy………………………………………………………………………7

i. MICE Services…………………………………………………………………7

ii. Catering Products and Services……………………………………..8

iii. Rewards Scheme……………………………………………………....…8

3.2 Language Enhancement Programme………………………………………………….9

3.3 Business Partnership Expansion…………………………………………………………10

3.3.1 Partnership with Travel Agents …………………………………..………11

3.3.2 Partnership with Shopping Malls…………………………………………11

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3.3.3 Partnership with Institutions………………………………………………12

4.0 Contingency plan…………………………………………………………………………………………12

5.0 Management Team…………………………………………………………………………………..…13

6.0 Sales Forecast…………………………………………………………………………………………..…14

7.0 Appendices…………………………………………………………………………………..…………..…15

Appendix A – SWOT Analysis Table……………………………………………………….......15

Appendix B – Location Map indicating competitors…………………………………….17

Appendix C – Details of the GDP and population of the target cities for

promotion…………………………………………………………………………………………………..18

Appendix D – Details of the target promotional media………………………………..19

Appendix E – Details of mainland visitors re-visiting Hong Kong………………….20

Appendix F – Details of Holiday Inn’s Priority Club Rewards………………………..21

Appendix G - Figures of English and Mandarin Language Ability of the Staff in

2010…………………………………………………………………………………………………………..23

Appendix H- News about K11 Shopping Mall………………………………………………27

Appendix I – News about Harbour City……………………………………………………….28

Appendix J– Schedule of Works…………………………………………………………………..29

Appendix K – One Year Budget Plan…………………………………………………………….30

Appendix L – References………………………………………………………………..…………..31

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1.0 Executive Summary

Since the grand opening in 1981, the China Empress Hotel (Hong Kong) has been

renowned for the China-themed décor and Cantonese cuisine. Being a four-star

international hotel with strong local identity in Hong Kong and good location in

the heart of the city, the hotel is popular among the upper-class tourists from

mainland China as well as other countries around the world.

This business plan offers senior management an opportunity to review the hotel’s

vision and strategic focus. It also provides sustainable strategies for the hotel to

reinforce the niche market, improve language proficiency of the staff and expand

the business partnerships with different enterprises. The aim of this plan is to

help the hotel achieve sustainable growth for the next three years. This plan

includes chapters on the company, products and services, market analysis,

strategies and implementation, contingency plan, management team and sales

forecast.

1.1 Objectives

a. To target and maintain a net profit of at least 30% next two years

b. To boost monthly room occupancy rate by 10%

c. To reach a monthly sale of $13,000,000 by December 2011 and $ 19,000,000

by June 2012

1.2 Vision and Mission

The vision of the China Empress Hotel (Hong Kong) is to be one of the leading

hotels in Hong Kong and China. The mission of the hotel is to be its customers’

home away home by offering superior accommodation and exceptional dining

experience.

1.3 Products and Services

The China Empress Hotel (Hong Kong) features modern facilities, excellent

cuisine, pleasant environment and whole-hearted services, which offer its

customers the most unforgettable accommodation experience in Hong Kong.

The décor of the hotel is designed by a famous interior decorator with a mix of

modern and Chinese color. China-themed décor becomes one of the uniqueness

of the hotel. In addition to visual enjoyment, the hotel also brings home-style

comfort to customers with all the furniture in the hotel is ergonomic designed

and made of high quality materials. The Cantonese restaurant in the hotel has

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been awarded the Best Cantonese Restaurant in Hong Kong. Customers can

have memorable wining and dining experience in the Lotus Garden. The hotel

also provides comprehensive business services for business travelers.

Full of Chinese colour décor, home-style comfort, the best of Cantonese cuisine

and comprehensive business services are the competitive uniqueness of the

hotel.

2.0 Market Analysis

2.1 Industry Analysis

2.1.1 Size of the Hotel Industry

According to the Hong Kong Hotel Room Occupancy Report in February 2011,

there were totally over 175 hotels and 619 tourist guesthouses at the end of

2010. By the end of December 2010, there were 27 high tariff A hotels, 53 high

tariff B hotels, 52 medium tariff hotels and 43 uncategorized hotels among 175

hotels.

From 2009 to February 2011, the rate of hotel room occupancy of the whole

market is increasing. There was a growth of 5% from 2009 to 2010. Compared to

the first two months in 2010 and 2011, the rate of hotel room occupancy rose

from 83% to 86%. It indicates the expansion of the industry.

2.1.2 Trends and Prospects

Over last few years, the growth rate of industry has been increasing. From 2005

to 2010, the total number of hotels and tourist guesthouses has increased

steadily at about 4-7% every year. It is expected that the hotel industry will keep

expanding in the next five years. According to the foresight of the Hong Kong

Tourism Board (HKTB), in 2011, there are 19 more hotels and 3239 more rooms.

In 2016, 227 hotels are established and 70,223 rooms are available in the

market. This expansion shows that the hotel market is potential. Meanwhile,

with more business opportunities, more market competition will exist in the

market.

2.1.3 Customers Analysis

From the Visitor Arrival Statistics in 2010, more than 30 million tourists visited

Hong Kong. Compared to the number of tourists in 2009, there was a rise of

21.8% in 2010. In these two years, most visitors came from mainland China. It

was about 60.7% in 2009 and 63% in 2010. The rest were mainly from South and

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Southeast Asia, Taiwan, Europe, Africa, the Middle East, North Asia, The

Americas and Australia, New Zealand and South Pacific. In 2010, more than half

of visitors stayed in Hong Kong overnight. Among these overnight visitors, more

than 1 billion were from mainland China.

Generally, for those overnight tourists, the total expenditure in the market of

hotel bills was over HKD 25 million. From 2005 to 2010, the rate of the spending

in this market has been growing steadily. When compared to the total spending

in the same market in 2009, the growth rate increased by more than half in

2010.

2.1.4 External Forces

According to the ‘Hong Kong Tourism Board Work Plan for 2011-2012’, stronger

currencies and improved economic condition of mainland China, Taiwan , South

Korea and India will stimulate greater number of vacationers. As mentioned

above, tourists from mainland China are the main market source of local hotel

industry. In December 2010, the Central Government announced the expansion

of Individual Visit Scheme (IVS) and allowed four million non-Guangdong

residents in Shenzhen to apply for the IVS. It provides new source for the local

market and may result in a higher demand for hotel accommodation.

In Hong Kong, the HKTB adopts ‘Asia’s World City’ as a new thematic marketing

platform in 2011-2012. It helps Hong Kong develop a strong brand positioning of

the destination. Also, it will keep investing in 42 high-potential cities across the

Mainland to expand the mainland market. In addition, to further develop

Meeting, Incentives, Conventions and Exhibitions (MICE) in Hong Kong, the

HKTB will allocate about 70% of MICE budget to strategic markets, which helps

diversify the types of MICE events and boost the attendance of the events. This

development provides business opportunities to agents and hotels.

Furthermore, on 21 April, 2011, Asian Attractions Expo 2012 was confirmed to

be staged in Hong Kong from 5 to 8 June 2012 at the Hong Kong Convention and

Exhibition Centre. It will provide more business opportunities to local hotel

industry.

2.2 Target Market

The China Empress Hotel (Hong Kong) will cater to mainland overnight visitors

who are the working class aged between 34 and 44 with high education level

and purchasing power. This group has been identified as the largest and the

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fastest growing segment of hotel industry. According to 2010 Review Report

from Hong Kong Hotel Association, visitors from mainland China contributed

62.2% of all visitors to Hong Kong and 52% of them were overnight visitors.

Visitors Profile Report 2009 from the HKTB also indicates that mainland

overnight visitors had the highest spending with $6620 per capita. 31% of them

were aged between 26 and 35 and 74% stayed for 3 nights or less. 70% of them

were the working class and 62% had university degrees. This demonstrates that

overnight mainland visitors are potential target customers of the hotel.

2.3 Competitor Analysis

The China Empress Hotel (Hong Kong)’s closest competitors are Holiday Inn

Golden Mile Hong Kong and Hotel Panorama by Rhombus because of similar

backgrounds and target customer groups. Guesthouses in Chungking Mansions

are indirect competitors of the China Empress Hotel (Hong Kong) because they

are well known as nearly the cheapest accommodation in Hong Kong.

2.3.1 Background

There are 80 guesthouses in Chungking Mansions. Different individuals own the

80 guesthouses. Holiday Inn Golden Mile Hong Kong was opened in 1982 and is

owned by Holiday Inn, which is the world's largest hotel chain with 238,440

bedrooms and 1,301 hotels globally. Hotel Panorama by Rhombus was opened

in 2008 and is owned by Rhombus International Hotels Group, which is an

owner-operated company focusing on hospitality operations and consulting.

The China Empress Hotel (Hong Kong) was opened in 1980 and is owned by

China Empress, which is a multinational hotel and resort company. The owners

of these three hotels are companies that are experienced in operating hotels.

The China Empress Hotel (Hong Kong) has a longer history than the others. It

enjoys a certain established reputation for its 30-year history.

2.3.2 Target Customers

The target market of the China Empress Hotel (Hong Kong), Holiday Inn Golden

Mile Hong Kong and Hotel Panorama by Rhombus are international business

and leisure travelers. Since guesthouses in Chungking Mansions offer some of

the cheapest rates in town, it has become a legendary haunt for backpackers

and budget travelers.

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2.3.3 Location

The China Empress Hotel(Hong Kong), Holiday Inn Golden Mile Hong Kong,

Hotel Panorama by Rhombus and Guesthouses in Chungking Mansions are

located in Tsim Sha Tsui. All of them have easy access to MTR station. Hotel

Panorama by Rhombus has a better location since it can enjoy a sea view.

2.3.4 Room Rates

Guesthouses in Chungking Mansions offer much lower room rates than hotels.

The room rates of the China Empress Hotel (Hong Kong), Holiday Inn Golden

Mile Hotel and Hotel Panorama by Rhombus are at the same level.

2.3.5 Facilities

All three hotels provide recreational and business facilities while guesthouses in

Chungking Mansions do not provide any additional facilities. The China Empress

Hotel(Hong Kong) has more recreational facilities than other hotels. Hotel

Panorama by Rhombus has more comprehensive business services and

advanced facilities. It has the highest reputation in this area because it won ‘The

Best Business Hotel for Hong Kong, Macau and Guangdong’ award in 2009 and

2010 and ‘The Best Business Hotel in China’ award in 2009.

2.3.6 Cuisine

Guesthouses in Chungking Mansions do not provide any catering services.

Holiday Inn Golden Mile Hong Kong, Hotel Panorama by Rhombus and the China

Empress Hotel(Hong Kong) provide international food. However, the variety of

meals provided by Holiday Inn Golden Mile Hong Kong is wider than other

hotels. Moreover, Loong Yuen Cantonese Restaurant of Holiday Inn Golden Mile

Hong Kong was voted as one of the Hong Kong’s Best Restaurants. The Lotus

Garden of the China Empress Hotel (Hong Kong) also won ‘The Best Cantonese

Restaurant in Hong Kong’ award in 2008 and 2009.

2.3.7 Competitive Advantage

The China Empress Hotel (Hong Kong) has a special position in the local industry.

It enjoys a well-established reputation. Although the room rates are higher than

guesthouses, it provides better services and facilities. More than enough

recreational facilities, upstanding Cantonese cuisine and fascinating decoration

in traditional Chinese style are attractive to customers, especially Chinese

tourists. With the increasing number of relatively wealthy Chinese visitors, the

hotel benefits with a more focused niche market and corresponding marketing

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and sales strategies.

3.0 Strategy and Implementation

The China Empress Hotel(Hong Kong) aims at boosting business by reinforcing

its niche market (mainland China), enhancing the language proficiency of the

staff and developing comprehensive business partnerships. Through reinforcing

the strengths and overcoming the deficiencies, together with greater support

from the external alliances, the hotel is able to achieve better business

performance.

3.1 Reinforcement of Niche Market

The China Empress Hotel (Hong Kong) aims to enhance its uniqueness by

reinforcing the niche market with a more focused direction of development in

its products and services.

3.1.1 Marketing Strategy

As the target group is mainland travelers, the China Empress Hotel(Hong Kong)

will launch promotional activities in China, with Guangzhou, Shenzhen,

Shanghai, Beijing and Dongguan being the focuses. According to the HKTB,

these 5 cities accounted for 52% of Hong Kong’s mainland tourists in 2009.

Referring to their municipal governments, with a population of 6.5 to over 22.2

million and a GDP ranging from 424.6 to 1687.2 billion RMB in 2010, they are

relatively populous and wealthy cities in China, providing Hong Kong with a

large number of potential customers. Therefore, launching promotional

activities to publicize the hotel in China is the most effective in these cities. The

promotion will first start in Guangzhou, Shenzhen and Dongguan because they

are nearer to Hong Kong. Particularly, an additional 4 million non-Gunagdong

residents are eligible to visit Hong Kong under the expansion of IVS in December

2010. Then, 2 months later, the promotion will be launched in Beijing and

Shanghai, which are further away from Hong Kong.

The focuses of the promotion are the hotel’s MICE services, seasonal

promotions of food outlets and accreditation in Quality Tourism Services

Scheme of the HKTB. To reach more audience, the hotel will advertise in forms

of leaflets distributed in travel agencies, large outdoor billboards in

transportation stations and large shopping malls, and advertisements in various

media. In light of relatively low cost and wide coverage of audience, the

promotion targets at the Internet and magazines. The hotel will cooperate with

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Baidu and Google, which are the most popular searching engines used in China

with a total market share of 89.7% in 2009. For printed advertisement, the hotel

will cooperate with travel magazines, namely Chinese National Geography,

National Geographic Traveler, Traveler and Traveling. These are popular

magazines in China with a large monthly circulation from 320,000 to 600,000. It

is also beneficial to post advertisement in popular lifestyle magazines, Modern

Weekly and Cosmopolitan in China, to reach audience of different reading

preferences.

3.1.2 Sales Strategy

i. MICE Services

A survey conducted by the HKTB in 2010 revealed that 11.9% mainland

overnight visitors came to Hong Kong for business or meeting, with a

growth rate of 11.9%. With the HKTB’s promotion of ‘Meetings and

Exhibitions Hong Kong’, the number of business visitors will continue to

expand. Meanwhile, mainland business overnight tourists (average length

of stay: 3.2 nights, expenditure on hotel bills: 20.5%) stayed longer and

spent more on hotel bills in Hong Kong than mainland vacation overnight

tourists (average length of stay: 2.7 nights, expenditure on hotel bills: 9.2%).

Over 95% of them intended to re-visit Hong Kong. The China Empress hotel

(Hong Kong) will be more attractive to and boost revenue from these

customers by improving the MICE services.

In details, it is necessary for the hotel to upgrade its existing facilities by

installing high-technology equipment, such as LCD projector, Whiteboard,

wireless microphones, advanced security software and net conferencing

software. The provision of various packages for different events is

favourable to business customers. For instance, two free refreshment

breaks will be offered to customers with a whole-day conference while

customers who book the MICE facilities for two days or above will enjoy

special discounts. A professional MICE team, consisting of 6 staffs with

multilingual-translation, IT, public relations and event management skills,

will be formed to assist the customers in the planning, operation and

follow-up of the events. The Human Resources Department will appoint

the team from the existing staff.

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ii. Catering products and services

The China Empress Hotel (Hong Kong) aims to impress the customers with

excellent dinning products and services. According to the survey conducted

by the hotel, 76.3% of the customers felt satisfactory with the Cantonese

cuisine in Lotus Garden. The hotel will maintain good reputation with

seasonal promotions (regular design of new menus and recommended

dishes), presenting the customers with the best ingredients in specific

seasons and building an innovative image of the food outlet. In addition, by

hiring one new executive chef, the restaurant will widen the customers’

choices with the introduction of famous authentic Chinese cuisines from

Shanghai, Beijing and Sichuan. As for the western cuisine in Royal Grill

Garden, a significant number of customers felt unsatisfactory with the set

dinner and menu dinner (35.3 % and 53.2% respectively), of which the

restaurant has to improve the quality. The chef will introduce fusion dishes

to offer customers trendier dining experience.

It is essential for the hotel to enhance its competitiveness with better

catering services, especially in the areas that the target customers felt

unsatisfactory. The hotel needs to carry out communication training (verbal

customer service) in both English and Mandarin of the waiting staff in all 3

outlets. The Food and Beverage Department will enhance the efficiency of

food and beverage room service by setting time limit for food delivery. For

better appeal, food and beverage room service menu will be redesigned

with pictures and food descriptions in both Chinese and English.

iii. Rewards Scheme

According to the HKTB in 2009, the majority of both mainland business and

vacation overnight tourists came to Hong Kong for the second time or

above, and up to 96% intended to revisit Hong Kong. One of the

competitors, Holiday Inn, offers rewards scheme to gather loyal customers.

Thus, to provide tourists incentives to choose the China Empress Hotel

(Hong Kong) again when they revisit Hong Kong with a rewards scheme,

the hotel can enhance the competitiveness and improve the room

occupancy rate. The more times of check-in within one year are, the more

valuable the rewards are.

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Figure 1. Details of the rewards scheme

3.2 Language Enhancement Programme

Language is important for the communication between hotels and clients. The

China Empress Hotel (Hong Kong) aims to upgrade its services and improve

communication skills of the staff by providing opportunities for further English

and Mandarin training.

According to the survey conducted by the hotel in 2010, the staff faced different

language problems. The majority of them had high English proficiency. The level

of their English reading and writing was satisfactory. Yet, their English listening

and speaking abilities were marginally satisfactory which will pose a threat for

the communication with the customers. Therefore, one of the aims of the

language enhancement programme is to enhance English listening and speaking

skills of the staff. Meanwhile, based on the result of the survey, the Mandarin

pronunciation of the staff was not satisfactory. To cater the needs of the

mainland customers and the hotel’s future development, the programme also

emphasizes good proficiency of Mandarin.

This programme will be outsourced to a professional corporate training

company. In Hong Kong, there are different corporate training companies which

provide customized language training programmes, such as Hong Kong

Language Training Centre, Hong Kong Communication Centre and Institute of

Professional Education and Knowledge (PEAK) of the Vocational Training Council

(VTC). Among all companies, Kaplan Corporate Training of Kaplan Hong Kong is

recommended. First, this company has long history and great reputation in the

world. All teachers in Kaplan has obtained international certification, including

TEFL (Certificate of “Teaching English as a Foreign Language”), TESOL (”Teaches

of English to Speakers of Other Languages” certificate) and Grade One in PSC

No. of check-in

within 1 year

Rewards

2 A $50 coupon to be used in the hotel’s food outlets

3 A free buffet dinner in Lotus Garden or Royal Grill

Garden

4 or above A discount of 20% off in room rates

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(“The National Putonghua Proficiency Test”).

Also, the company has rich experience to provide different training courses to

many large scale local hotels, like Marco Polo Hotels, The Island Shangri-la Hong

Kong and Mandarin Oriental Hotel Hong Kong. And, for its course curriculum, it

does not only improve the basic language skills, including reading, writing,

listening and speaking, but also enhance a wide range of workplace language

skills, such as presentation and speech skills, teleconferencing skills and

business meeting skills. Its professional experience and course curriculum suit

the current needs of the hotel most. Moreover, this corporate company has a

comprehensive course management. It will provide regular language

assessments to the staff and course reports to the hotel which help the hotel to

evaluate the performance of the staff and the effectiveness of the program time

to time.

To sharpen the language skills of the staff of different departments, the content

of courses will be customized. For example, for the Public Relations Department,

the language enhancement programme will focus on writing skills of press

release and promotional materials and skills of holding press conferences; for

the Food and Beverage Department, skills of customer service conversation will

be taught and for the Guest Relations Department, skills of telephone manner

will be the focus of the course. Also, to improve the Mandarin proficiency of the

staff, all staff of all departments has to learn Mandarin.

This language enhancement programme will last six months. Different language

assessments will be held during slack seasons such as May and June. It can

reduce the work pressure of the staff.

In order to have sustainable development, the hotel will increase the

requirement of the recruitment policy. Through recruiting people with higher

language proficiency, it can reduce the cost of the training programme. Also, it

can ensure the language ability of the staff in the long run.

3.3 Business Partnership Expansion

The China Empress Hotel (Hong Kong) will establish business partnership with

travel agents, shopping malls and institutions in order to expand its business

network to increase its competitiveness.

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3.3.1 Partnership with Travel Agents

The hotel will liaise with travel agents and provide tour packages to increase

room occupancy rate. According to the Visitors Profile Report 2009 from the

HKTB, nearly 90% of mainland overnight visitors were in a non-guided tour and

55% of them visited Hong Kong for vacation in 2009. This shows that there is a

great potential in partnering with travel agents which customizes the tour

packages for the individual travelers. The hotel can then boost the number of

individual travelers by collaborating with travel agents.

To guarantee the credibility and trustworthiness of the partnership, the hotel

will establish its network with travel agents which are authorized under National

Tourism Administration of the People’s Republic of China. There are a number of

potential partners including China International Travel Service Limited, China

Travel Service Head Office Co. Ltd and China CYTS Tours Holding Co. Ltd.

However, in consideration of the cost-effectiveness, the hotel will liaise with

China International Travel Service Limited for its stronger brand reputation in

the China Association of Travel Services and the World Tourism Organization.

The hotel will pay 10% commission to the travel agent on every booking made

as the incentive.

3.3.2 Partnership with Shopping Malls

According to the Total Tourism Expenditure Associated to Inbound Tourism

2010 from the HKTB, over 70% mainland overnight visitors spent money on

shopping in 2010. Ready-made wear, cosmetics, snacks, shoes, medicine,

handbag, personal care, perfume, gold jewellery and watch were the top ten

items bought by the mainland overnight visitors. The hotel will launch the ‘Shop,

Stay and Play Hotel Packages’ with shopping malls to attract mainland vacation

visitors.

The hotel will partner with the shopping malls in Tsim Sha Tsui to develop a

close network in the same district. Harbour City, K11 and Sogo Department

Store are the three major shopping malls in the district. As Sogo Department

Store is not a shopping mall, the variety of shops is narrower than the two

shopping malls. By comparing the number of mainland customers, Harbour City

attracted 10% more than K11 last year. Also, considering visitors’ shopping

behavior and preferences, Harbour City which provides customers with a

pleasant shopping environment including 700 shops that satisfies their

purchasing preferences is recommended. The hotel will develop attractive

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shopping packages with Harbour City by offering $100 shopping voucher for

each room-night booked and gift-with-purchase offers.

3.3.3 Partnership with Institutions

The hotel will collaborate with universities to initiate the Executive Education

and Internship Programme so as to promote further training for its staff and

provide a channel for industry exchange. The hotel will liaise with the School of

Hotel and Tourism Management (SHTM) of the Hong Kong Polytechnic

University. As SHTM is commissioned by the United Nations World Tourism

Organisation as one of its global Education and Training Centres, there are

experienced trainers and well-equipped students. Its high reputation and well

training experience benefits the hotel. The hotel will offer internship and

training to a number of SHTM undergraduates each year, and the SHTM will

provide the hotel’s staff with on-going skills development and job-relevant

training under the programme, such as, revenue management, meeting

management and food and beverage operations. The partnership with the

SHTM, one of the world’s leading providers of hospitality and tourism education,

can strengthen the hotel’s services.

4.0 Contingency plan

The following are the potential problems of this business plan and the

corresponding solutions in regards to the strategy and implementation.

i. Promotion in China

The promotion in China is expected to achieve a 30% increase in both the

number of customers from the 5 target cities and the sales of tour packages in

the partnering travel agency by August 2011. If it was not achieved, the Public

Relations Department would revise the promotion channels and try to make use

of social media like Renren and Weibo.

The seasonal promotion together with the provision of authentic Chinese cuisine

and fusion dishes are to boost the sales in Lotus Gardena and Royal Grill Room by

20% by June 2011. If they were not successful, the Food and Beverage

Department would conduct a survey and base on it to revise the menu.

Restructuring the cooking staff may be necessary.

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ii. Language Enhancement Programme

The hotel will evaluate the effectiveness of the Language Enhancement

Programme according to the course reports and the results of language

assessments of the staff after a year. If the language ability of the staff was below

satisfactory, the hotel would consider further measures, including the change of

the course curriculum and the change of the training company.

iii. Business Partnership Expansion

For the business partnership, the hotel will evaluate one-year partnership with

travel agents, shopping malls and institutions periodically to determine the

possible continuation of the business partnership. To track the effectiveness of

the partnership, the number of sold packages and shopping voucher which have

been redeemed will be recorded. If the outcome was unsatisfactory, partnership

with other enterprises and increasing the incentives may be considered.

5.0 Management Team

This business plan involves four trainee managers of four departments, including

Joanne Lee of the Public Relations Department, Kristen Lee of the Food And

Beverage Department, Kelsi Shum of the Guest Relations Department and Carol

Wu of the Human Resources Department.

i. Reinforcement of Niche Market

Chris Cheung, the Manager of the Public Relations Department, is responsible for

leading a team of 2 to design promotional leaflets, printed advertisement and

contact the websites and magazines for the advertising arrangement.

Jessica Fung, the Manager of the Information and Technology Department, will

lead a team of 10 which is responsible for the purchase and installation of the

upgraded MICE equipment and software. Zoe Yu, the Manager of the Marketing

Department, will design the packages for MICE customers. Raymond Chu, the

Manager of the Human Resources Department, will be responsible for the

selection of staff for the MICE team. design the packages for MICE customers and

select the staff of different departments for the MICE team.

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Patrick Chan, the Manager of the Food and Beverage Department, and Raymond

Chu, the Manager of the Human Resources Department, are responsible for the

recruitment of a new executive chef for authentic Chinese cuisine. Tong Wu, the

Executive Chef of Lotus Garden, has to design the seasonal promotion and set

guidelines on time limit for food and beverage room services. Fransico Velso the

Executive Chef of Royal Grill Room, is responsible for the design of fusion dishes.

Joyce Cheng, the Assistant Officer of the Food and Beverage Department, has to

redesign the food and beverage room service menu.

ii. Language Enhancement Programme

For holding the Language Enhancement Programme, the Human Resources

Department will be responsible for it. The Manager of the Human Resources

Department, Raymond Chu, will lead a team of 10 to handle all affairs related to

the programme.

iii. Business Partnership Expansion

For the expansion of business partnership, the Marketing Department will be in

charge of it. Zoe Yu, the Manager of Marketing Department will manage a team

of 12 in initiating the partnership with different organizations.

6.0 Sales Forecast

With the implementation of different strategies to increase the room occupancy

rate from mid-2011, net profits are expected to rise steadily throughout 2012

with a highest growth rate of about 35%. The China Empress Hotel(Hong Kong)

expects to increase net profits from 2011 to 2012 $19 million at the end of 2011

to $26 million by the end of 2013.

14

Figure 2. Sales Forecast of the China Empress Hotel (Hong Kong) from 2007 to

2013


7.0 Appendices

Appendix A – SWOT Analysis Table

Internal

Strengths Staff - Willingness to learn - Senior staff are

experienced

- Satisfactory service provided to mainland customers Company - provide further training

akness Staff - Poor spoken English and Putonghua of staff - Low academic qualification of staff (GRD & HRD) - Poor service and low efficiency Company - Difficult in retaining

staff

- Poor working condition - Low quality and variety of food (especially for western dishes)

External Opportunity

- Good prospect of

the industry

- Locational

advantages

- Government

support

- Economic

improvements

- Qualified students

from local

universities

Strengths & opportunities

- Reinforce niche

market : mainland

customers

- Provide subsidies

to staff / organize

some workshops

to staff

- Establish business

partnership with

surrounding

shopping malls, eg,

promotion,

discounts

Weakness & opportunities

- Language training

(focus on English and

Mandarin)

- Language training by

using governments’

fund

- Attract potential

graduates by

offering internships

or part time jobs

improve academic

qualification

15


Threats - Keen competition with other hotels in the same district

- Decreasing room

occupancy rate

ST alternatives

- improve the

quality of

service ,

facilities to

enhance the

competitive

power in the

market

WT alternatives

- labour

competition :

provide welfare

package for

junior staff to

increase their

incentives

- conduct

competitors’

analysis to

understand the

customers’

needs and

improve the

menu

16


Appendix B – Location Map indicating competitors

1. Hotel Panorama by Rhombus

2. The China Empress Hotel (Hong Kong)

3. Holiday Inn Holiday Inn Golden Mile Hong Kong

4. Guesthouses in Chungking Mansions

4

.

1

.

3

.

2

.

17


Appendix C – Details of the GDP and population of the target cities for promotion

Shanghai Beijing Guangzhou Shenzhen Dongguan

GDP (billion RMB) 1687.2 1377.8 1060.45 950.0 424.6

Population

(million)

22.21 13.82 10.25 10 6.48

Source: websites of the municipal governments of the cities

18


Appendix D – Details of the target promotional media

Websites

Baidu and Google: the most popular searching engines used in China in 2009

Beijing, Shanghai,

Shenzhen, Guangzhou

11 coastal

cities

6 major

central cities

3 major cities

in the west

Total

64.5% 72.4% 72.5% 71& 69.9%

25.4% 18.4% 18.1% 17% 19.8%

Source: China IntelllConsulting Corp.

Magazines

Chinese National

Geography

Monthly

circulation:600,000

National Geographic

Traveler

Monthly

circulation:494,000

Traveler

Monthly

circulation:338,000

Travelling Scope

Monthly

circulation:320,000

Magazines with the largest revenue from advertisement 2011.04

1. 周末画报+57.74% 2. 时尚伊人+3.36%

3. 世界时装之苑-0.96% 4. 时尚芭莎-6.4%

5. 瑞丽服饰美容+8.1% 6. 瑞丽伊人风尚+18.18%

7. 服饰与美容-16.26% 8. 智族 GQ+68.44%

9. 嘉人+26.76% 10. 悦己-17.34%

Source: MeiHua Information

Our targets:

Modern Weekly &

Cosmopolitan

19

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=78&mediumName=%e5%91%a8%e6%9c%ab%e7%94%bb%e6%8a%a5

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=156&mediumName=%e6%97%b6%e5%b0%9a%e4%bc%8a%e4%ba%ba

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=181&mediumName=%e4%b8%96%e7%95%8c%e6%97%b6%e8%a3%85%e4%b9%8b%e8%8b%91

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=59&mediumName=%e6%97%b6%e5%b0%9a%e8%8a%ad%e8%8e%8e

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=194&mediumName=%e7%91%9e%e4%b8%bd%e6%9c%8d%e9%a5%b0%e7%be%8e%e5%ae%b9

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=197&mediumName=%e7%91%9e%e4%b8%bd%e4%bc%8a%e4%ba%ba%e9%a3%8e%e5%b0%9a

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=427&mediumName=%e6%9c%8d%e9%a5%b0%e4%b8%8e%e7%be%8e%e5%ae%b9

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=1027&mediumName=%e6%99%ba%e6%97%8fGQ

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=238&mediumName=%e5%98%89%e4%ba%ba

http://www.meihua.info/ADM/actionpage/QuerySearch.aspx?searchType=NAD&mediumID=859&mediumName=%e6%82%a6%e5%b7%b1

http://www.zcom.com/m/shishanglvyou/9477/

http://www.traveler.com.cn/magazine/maga_content.php?qkh=2011年03期

http://www.travellingscope.com/journal.aspx?ID=519&issueID=37


Appendix E – Details of mainland visitors re-visiting Hong Kong

HKTB 2010 Visitor Profile: No. of visits to Hong Kong

First time33%

More than once67%

Vacation overnight visitors

First time15%

More than once85%

Business overnight visitors

98% intended to re-visit Hong Kong

94% intended to re-visit Hong Kong

20


Appendix F – Details of Holiday Inn’s Priority Club Rewards

The Points of Membership

When it comes to loyalty and rewards, see what makes Priority Club Rewards an

award-winner year after year in the hospitality industry. Frequent guests know that

we offer more ways to earn points and miles, and easily redeem them for great

rewards. Discover how loyalty pays off.

Thanks to our Family of Brands, you can choose from 4,500 hotels worldwide ranging

from exotic luxury to urban convenience. With this many hotels, there are a variety

of ways to earn and redeem points wherever you go.

Earn points or miles for more than 40 airlines and a variety of partner credits

Hertz Car rental

Over 10,000 restaurants

Wide selection of credit card partners

Points never expire

• No blackout dates for Reward Nights

• Redeem for stays at any hotel, anywhere—including our rivals (may not be

available in all regions)

• Get great brand-name merchandise from electronics to houseware

Voted ‘Best Elite-Level Program’ at the 20th Annual Freddie Awards.

Reach Elite levels after staying the following number of nights per calendar year:

Club Level—Stay up to 14 nights

• Extended check-out (may not be available in all regions)

• Weekday newspaper (may not be available in all regions)

• Transfer points between member accounts

Gold Elite—Stay 15-49 nights or earn 20,000 points

• All Club benefits plus:

• Priority Check-in™ ensuring your room and key are ready upon

your arrival

• 10% bonus on base points

• Exclusive toll-free Gold Elite customer service number (may not be

21

http://www.ichotelsgroup.com/h/d/pc/280/en/c/2/content/dec/teaser/pc/0/en/lp/elitemembership/amergold.html


available in all regions)

Platinum Elite— Stay 50 or more nights or earn 60,000 points

• All Gold elite benefits plus:

• Complimentary room upgrades (subject to availability)

• Guaranteed room availability (72 hours in advance)**

• 50% bonus in base points

• Exclusive toll-free Platinum Elite customer service number (may

not be available in all regions)

Priority Club® Meeting Rewards

• All the benefits of Priority Club Rewards, PLUS:

• Earn points for qualified meetings at 3,600 hotels within our

Family of Brands in the U.S., Canada, Mexico, Latin America,

Carribean and Asia Pacific*†

• Reach Gold Elite status after hosting first qualified meeting

• Reach Platinum Elite status after hosting two qualified meetings

in a calendar year

• Redeem points for Priority Club Meeting Credits

**Platinum Elite members are guaranteed one guest room for personal use for

reservations made at least 72 hours prior to the date of arrival, except during special

events that result in extraordinary room demand, as determined solely by the hotel.

Guaranteed room availability is not valid for Reward Nights. These reservations are

to be made at the hotels directly or through the Priority Club Service Center.

*Applies to meetings in the U.S., Canada, Mexico, Latin America or Carribean with 10

or more guest rooms within your group block occupied for at least one night.

InterContinental and Crowne Plaza also require associated meeting-related food and

beverage charges applied to the master bill. Staybridge Suites and Candlewood

Suites require 10 or more guest rooms for at least 5 consecutive nights. View full

Terms and Conditions.

Applies to meetings in Asia Pacific with 10 or more guest rooms within your group

block occupied for at least one night and a minimum of US$1000 associated

meeting-related food and beverage charges applied to the master bill. Express by

Holiday Inn™ does not require associated meeting-related food and beverage charges

applied to the master bill. View full Terms and Conditions.

22

http://www.ichotelsgroup.com/h/d/pc/280/en/c/2/content/dec/teaser/pc/0/en/lp/elitemembership/amerplatinum.html

http://www.ichotelsgroup.com/h/d/pc/1/en/mbmeetings/meet-rewards

http://www.ichotelsgroup.com/h/d/pc/280/en/c/2/content/dec/pc/0/en/ptc.html

http://www.ichotelsgroup.com/h/d/pc/280/en/c/2/content/dec/pc/0/en/ptc.html


Appendix G - Figures of English and Mandarin Language Ability of the Staff in 2010

1. Human Resources Department

Levels of skills in English of HRD staff by %

Not

satisfactory

Marginally

satisfactory

Satisfactory More than

satisfactory

Speaking 1.9% 49.5% 26.9% 21.7%

Listening 2.1% 49.4% 35.8% 12.7%

Writing 1.3% 21.3% 60.5% 16.9%

Reading 0.0% 17.5% 20.7% 61.8%

Levels of proficiency in Putonghua of HRD staff by %

Not satisfactory Marginally

satisfactory Satisfactory

More than

satisfactory

Grammar 15.7% 26.4% 51% 6.9%

Vocabulary 13.4% 56% 20.3% 10.3%

Pronunciation 75.3% 11.2% 8.7% 4.8%

2. Food and Beverage Department

Levels of skills in English of F&B staff by %

Not

satisfactory

Marginally

satisfactory


satisfactory

Speaking 16.5% 48.1% 22.5% 12.9%

Listening 17.6% 50.9% 22.1% 9.4%

Writing 11.3% 42.6% 37.8% 8.3%

Reading 10.4% 62% 25.3% 2.3%

23


Levels of proficiency in Putonghua of F&B staff by %



More than

satisfactory

Grammar 23.1% 45.2% 28.3% 3.4%

Vocabulary 26.6% 62.8% 8.2% 2.4%

Pronunciation 86% 5.1% 6.3% 2.6%

3. Retail Outlet Management

Levels of skills in English of ROM staff by %

Not

satisfactory

Marginally

satisfactory


satisfactory

Speaking 5.3% 65.9% 21.3% 7.5%

Listening 4.8% 56.8% 22.1% 16.3%

Writing 1.5% 46.7% 32.9% 18.9%

Reading 2.1% 22.9% 51.7% 23.3%

Levels of proficiency in Putonghua of ROM staff by %



More than

satisfactory

Grammar 3.9% 43.6% 42.6% 9.9%

Vocabulary 4.8% 58.9% 32.4% 3.9%

Pronunciation 56% 18.3% 19.4% 6.3%

24


4. Public Relations Department

Levels of skills in English of PRD staff by %

Not

satisfactory

Marginally

satisfactory


satisfactory

Speaking 0.0% 30.5% 45.3% 24.2%

Listening 6.2% 32.5% 39.7% 21.6%

Writing 0.0% 17% 53% 30%

Reading 0.0% 10.2% 22.3% 67.5%

Levels of proficiency in Putonghua of PRD staff by %



More than

satisfactory

Grammar 15.5 23.5 53.0 8.0

Vocabulary 6.0 75.0 11.7 7.3

Pronunciation 78.0 12.7% 5.2% 4.1

5. Accounts and Administration Department

Levels of skills in English of AAD staff by %

Not

satisfactory

Marginally

satisfactory


satisfactory

Speaking 0.0% 10.2% 49.2% 40.6%

Listening 0.0% 6.6% 53.6% 39.8%

Writing 0.0% 4.4% 63.2% 32.4%

Reading 0.0% 5.9% 35.6% 58.5%

25


Levels of proficiency in Putonghua of AAD staff by %



More than

satisfactory

Grammar 1.3% 12.6% 65.9% 20.2%

Vocabulary 2.8% 18.3% 55.6% 23.3%

Pronunciation 2.4% 11.3% 69.2% 17.1%

6. Accommodation Management Department

Levels of skills in English of AMD staff by %

Not

satisfactory

Marginally

satisfactory


satisfactory

Speaking 0.0% 11.5% 56.3% 32.2%

Listening 0.2% 23.6% 42.6% 33.6%

Writing 0.0% 12.8% 52.3% 34.9%

Reading 0.0% 15.9% 36.9% 47.2%

Levels of proficiency in Putonghua of AAD staff by %



More than

satisfactory

Grammar 0.7% 10.5% 72.3% 16.5%

Vocabulary 1.2% 23.1% 53.9% 21.8%

Pronunciation 3.5% 16.7% 62.9% 16.9%

26


Appendix H- News about K11 Shopping Mall

新世界斥资 80 亿在内地多个城市拓 K11 商场

日期：2011-1-19 9:32:20 作者：周颖进入论坛

本地及内地消费气氛持续强劲增长，新世界集团旗下 K11 Concepts 计划于未来

3 至 5 年斥资 80 亿元，于北京、上海、广州、沈阳、重庆、天津等地增设 6 至 9

个 K11 商场。至于尖沙咀 K11 商场于今年内亦会继续优化商户组合，及举办 800

团内地购物团，估计涉及内地客人数 3.2 万人，令商场内地客比例维持 20%至 30%

水帄，预料全年的商场人流及营业额将分别增长 15%及 30%。

K11 Concepts 董事龙子亨昨日于记者会时表示，本地及内地消费气氛持续强劲

增长，新世界集团旗下 K11 Concepts 计划于未来 3 至 5 年斥资 80 亿元，于北京、

上海、广州、沈阳、重庆、天津等地增设 6 至 7 个 K11 商场，均定位为中高档，

涉及总楼面面积超过 1,000 万帄方。

沪 K11 已预租 3 月启用

他指出，内地商场中，上海商场位于淮海路，在 3 月启用，估计翻新后租金差

幅约在 10%以内，未来 1 至 2 个月地铺会进行预租。至于 2013 及 2014 年，武汉、

沈阳及北京项目相继落成，其中沈阳将占最大楼面。

龙子亨又表示，为继续增加内地客源，尖沙咀 K11 于今年内亦会继续优化商户

组合，及举办 800 团内地购物团，每团约 40 人，估计涉及内地客人数 3.2 万人，

令商场内地客比例维持 20%至 30%水帄。

27

http://www.lingshou.com/bbs/index.asp


Appendix I – News about Harbour City

海港城每小時做 505 萬生意

去年營業額 203 億創歷年新高

2011 年 1 月 26 日

【明報專訊】本地零售市道旺盛，全港規模最大之購物商場——海港城，公布 2010 年全年生意總額高達 203

億元，相當於每日生意額達 5561 萬元，按商場每日 11 小時的營業時間計算，每小時生意額高達 505.6 萬元，

創歷年新高！

海港城置業總經理(零售租務)李麗儀指出，去年海港城總生意額達 203 億元，較 2009 年同期 155 億元升逾

30%，並創歷年紀錄新高，主要受惠環球經濟穩步上揚，以及訪港旅客節節上升，其中內地旅客佔海港城

人流量約 30%。

生意額較 09 年多三成

香港零售管理協會主席麥瑞指出，尖沙嘴海港城位處本港零售業最核心地段，內地客最少佔商場營業額

60%。她指主要由於本港往來內地交通愈來愈方便，居於廣東省一帶居民很大部分將香港當作 weekend

shopping(假日購物)地點；加上人民幣升值效應，令內地客感覺上獲得「八五折」的購物優惠；而且去年深

圳進一步開放個人遊，加促更多內地旅客來港。

根據旅發局數字，去年全年訪港的內地遊客人數，較 2009 年年多出兩成七。「來過旅客會再來，未來過

會陸續有來，呢個局面將不斷推進本港零售市道旺盛。如果無其他負面因素，今年整體零售額會持續增

長」。

事實上，去年整體零售消費市道大旺，多個商場營業額報捷，同屬九龍倉(0004)旗下的銅鑼灣時代廣場，早

前公布 2010 年營業額達 74 億元，較 2009 年升 20.5%，亦創新高紀錄。而根據銀聯卡數據顯示，去年全年

時代廣場的刷卡金額達 23 億元，佔總營業額約 31%，每張單的帄均刷卡消費達 3000 元。

去年加租兩成今年看市調整

財政司長曾俊華曾指出，去年深圳開放外省居民以個人遊方式來港旅遊，為本港額外帶來 400 萬人次內地

旅客，並成為零售業一大客源。

去年海港城加租幅度約 20%，目前帄均每方呎租金介乎 200 至 600 元，李麗儀稱，今年亦會因應市調整。

而農曆新年期間，將比過往有更多商戶照常營業，其中年初一海港城將有超過七成商戶營業，年初三起，

基本上全部商戶都會營業。她預計，農曆新年帄均每日人流量可達 24 萬人次。

海港城位處廣東道，是尖沙嘴最繁華地段，每年都吸引不少中內外旅客朝聖。商場面積 200 萬方呎，提供

約 700 間商店，是世界名牌集中地。商場由四個互相連接的購物區所組成，包括海運大廈、馬哥孛羅香港

酒店商場、海洋中心、港威商場。

28


Appendix J– Schedule of Works

Milestone Start date End date Manager Department

Promotion in China 1 June 2011 1 June 2012 Chris Cheung PR

Upgrading MICE

facilities

1 June 2011 1 August 2011 Jessica Fung IT

Improvement of

catering services

1 June 2011 1 December

2011

Patrick Chan F & B

Language

Enhancement

- Language Test

1 June 2011

May in every

year

1 December

2011

June in every

year

Raymond

Chu

HR

Expansion of business

partnerships

1 June 2011 1 June 2012 Zoe Yu Marketing

29


Appendix K – One Year Budget Plan

Projects Estimated Annual Budget (HK$)

Promotion in China

- Cost of printing leaflets

- Rent of outdoor billboards in

transportation stations and shopping malls

- Advertising fee in websites and magazines

$ 820,000

Upgrading MICE facilities and services

- Installation of equipment

$ 1,127,000

Improvement of catering services

- Cost of hiring a new executive chef

- Cost of printing new menus

$ 479,000

Language Enhancement $ 947,000

Expansion of business partnerships

- Promotion cost of tour and shopping

packages

- Cost of internship recruitment with 8

vacancies

$ 1,100,000

Total $ 4,473,000

30


Appendix L – References

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from 北京正望諮詢有限公司, Web site:

http://wenku.baidu.com/view/2065551810a6f524ccbf858a.html

Ad Monitor, Retrieved April 20, 2011 from MeiHua Information, Web site:

http://www.meihua.info/adm/

Beijing Official Website International. Retrieved April 16, 2011 from the People's

Government of Beijing Municipality, Web site: http://www.ebeijing.gov.cn/

China International Travel Service Limited (2011), China International Travel Service

Limited (CITS), Retrieved April 17, 2011 from http://www.cits.com.cn/

Chungking Mansions(2011). The Gate to Chungking Mansions. Retrieved April 18,

2011 from http://www.chungking-mansions.hk/

Guangzhou International (2010). Retrieved April 16, 2011 from the People`s

Government of Guangzhou Municipality, Web site:

http://www.gz.gov.cn/publicfiles/business/htmlfiles/cngzyw/index.html

Google map (2011). Google Map. Retrieved April 18,2011 from

http://maps.google.com.hk/

Harbour City (2011), Harbour City, Retrieved April 17, 2011 from

http://www.harbourcity.com.hk/home

Holiday Inn (2011). Holiday Inn. Retrieved April 18,2011 from

http://www.holidayinn.com

Holiday Inn (2011). Priority Club Rewards. Retrieved April 18, 2011 from

http://www.ichotelsgroup.com/h/d/pc/280/zh/c/2/content/dec/pc/0/en/benefits.ht

ml

Holiday Inn Golden Mile Hong Kong (2011). Holiday Inn Golden Mile Hong Kong.

Retrieved April 18,2011 from

http://www.holidayinn.com/hotels/us/en/hong-kong/hkgkl/hoteldetail

31

http://www.cits.com.cn/

http://www.chungking-mansions.hk/

http://maps.google.com.hk/

http://www.harbourcity.com.hk/home

http://www.holidayinn.com/

http://www.holidayinn.com/hotels/us/en/hong-kong/hkgkl/hoteldetail


Hong Kong Hotel Association (2011), 2010 Review Report from Hong Kong Hotel

Association. Retrieved April 17, 2011 from

http://www.hkha.org/internal/hkha_2/news024.htm

Hotel Panorama by Rhombus(2011). Hotel Panorama by Rhombus. Retrieved April 18,

2011 from http://www.hotelpanorama.com.hk/

Kaplan Corporate Training (2011). Kaplan Corporate Training. Retrieved April 17, 2011

from http://www.kaplan.com.hk/corp/eng/index.php

Lingshou(2011), 新世界斥资80亿在内地多个城市拓K11商场. Retrieved from May

2, 2011 fromhttp://www.lingshou.com/www/nwds/nwds_news/01190932124.htm

Mingpao Finance (2011), 海港城每小時做 505 萬生意去年營業額 203 億創歷年

新, Retrieved May 2, 2011 from

http://www.mpfinance.com/htm/Finance/20110126/News/ec_eck1.htm

People’s Republic of China (2011), National Tourism Administration of the People’s

Republic of China, Retrieved April 17, 2011 from http://big5.cnta.gov.cn/

Research, Hong Kong Tourism Board (2011), Business Overnight Visitors Profile 2009,

Hong Kong Tourism Board

http://tw.partnernet.hktb.com/pnweb/jsp/doc/listDoc.jsp?doc_id=131552&cat_id=6

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Documents

Hotel business plan (written)