Introduction:
1.
Organizational Background
Located in the heart of Manama with easy access to
major shopping malls and the Bahrain World Trade Center, Sheraton Bahrain Hotel
is the ideal hotel in Bahrain for business or leisure. The hotel is only
7km from Bahrain International Airport and offers the perfect base for business
in Bahrain. Business travelers have easy access to Bahrain World Trade Center
and Bahrain Financial Harbour (http.//www. Sheraton.com.bh)The hotel offers
a place to relax with rooms equipped with Sweet Sleeper™ Bed, a place to
connect at the Link@Sheraton™, a relaxing space at the Club Lounge and
Sheraton Fitness to keep you fit and healthy. Rich in culture and history,
enjoy a tour to the marvelous old sites, colorful traditional souks dotted
between skyscrapers and contemporary urban living.
Sheraton Bahrain Hotel consists of 218 guest rooms and 38 suites. Guests staying on the club floors have special access to the Sheraton Club Lounge - a relaxing space which offers complimentary breakfast, afternoon hors d’oeuvres and a variety of beverage options (http.www.sheraton.com.bh)
The hotel offers a wide range of restaurants (http.www.sheraton.bh) Guests can enjoy a sumptuous buffet breakfast, lunch and dinner with a variety of International cuisnes from Iranian to authentic Chinese cuisine. Enjoy a perfect cup of espresso at Espressamente Illy café or relax at An Nada lounge with live entertainment and a great selection of beverages.
Plan your next corporate and private event at one of our meetings and events centers. Whether it be your wedding party, engagement, product launch, Sheraton Bahrain Hotel promises to make it an unforgettable event.
2.
Executive Summary
Hotels must carefully balance a number of design and
functional relationships to be successful. This balance varies depending on the
type of hotel, resort, whether developed for the leisure or business or group
market, whether urban, suburban, or more remote; whether traditional,
contemporary or striking avant-garde, whether chain operated or independence.
But whatever the mix of characteristics , the its overall hotel, as well as each functional
areas (lobby, food, and beverage outlets, meeting areas guestrooms and suites,
and service areas for example) must both exhibit a well conceived aesthetic design,
efficient and functional (Tam
F.Y., Moon K.L., Ng S.F., & Hui C.L. (2007).
Operational planning is the concept of organizing the hotel
or another facility to meet the requirements of both the user and Sheraton
Hotel-Bahrain rather than principally along aesthetic or design themes. Given
the competitive nature of the lodging business, establishing clear operational
planning objectives is essential to a successful venture. The owner and design
team must constantly balance the operational needs of the various stakeholders
with good design to create a cost effective, safe and marketable property.
3.
Define and Understand
the Problem
Equally important is the design brief, incorporating the
facility list and space program along with operational staffing requirements.
In addition, the team needs to define a myriad of operational details; how is
luggage handled? Or room service? Is there an in-house hotel industry? What
staff is needed to guest-service calls? Each of these has implications for the
physical planning and for guest satisfaction, as well as for setting staffing
levels. The following discussion of hotel operations will consider these
disparate aspects: (Tam F.Y.,
Moon K.L., Ng S.F., & Hui C.L. (2007).
3.1 Level of
Strategy
·
Design brief
·
Site lay-out and arrival
·
Lobby and public circulation
·
Food and beverage outlets
·
Function areas
·
Recreational areas
3.2 Description of
Current Operation:
To know the amount of space dedicated to the functions in a
hotel, especially the approximate balance between guestrooms and public/support
area. The development of the design brief, especially the space program, does
not occur at one time nor does it result in a static document.(Tam F.Y., Moon K.L., Ng S.F., &
Hui C.L. (2007). Frequently, the team refines the initial
brief, little more than a thumbnail set of requirements, during the schematic
and design development phases, into a comprehensive set of operational and
planning standards. This may be based, in part, on information conveyed by the
management company in its design guide. That is, throughout the early design
stages, the brief evolves as the team collaboratively develops an understanding
of the building’s design and its potential operational relationship, building
form and organization. These include such factors as visibility and
accessibility for arriving restrictions, and the potential to accommodate
future expansion.
The Hotel management must organize the hotel functions to
meet clear operational goals, both from the guest’s expectations. Parking is
the most important, including the design of the approach, driveways, sidewalks,
receiving area, and emergency access. Generally, the parking requirement is
specified in the local zoning ordinance and may require more than one parking
space for guestroom. Providing sufficient parking is critical if a hotel intends
to attract banquet and dinner business and, therefore , carefully analyze and
balance the real need for parking against its cost.
Even before the guest enter the lobby or are greeted by the
staff they will have formed an impression based on the approach and arrival
sequence with the adequate and convenient parking, sufficient canopy,
incorporated with the number of different entrances, clear signage, building
illuminated that is helpful to separate overnight guests from those using the
ballroom, to reduce the amount of unnecessary traffic through building to
establish a distinct identity for a restaurant or spa, or to provide increased
security.
Among the most prominent entry features is the porte
cochere, the entry canopy designed to protect guests from inclement weather and
to provide visual emphasis to the entrance. The architect’s design should
incorporate lighting and signage and be sufficient height for buses and
emergency vehicles.
In establishing the image of the hotel, the lobby serves many
obvious functional requirements. It is the main circulation space, helping to
orient guests and direct them to the front desk, elevators, food and beverages outlets,
meeting and banquet facilities, recreational activities, and so forth.
4.
Developing Operations Strategy
Based on the particular markets the hotel serves and its
design concept, the development team must establish its own priorities for
planning the lobby and circulation spaces. Typically, these operational
criteria include (Simmons, J
(2000).
·
Circulation: provide clear paths to front desk,
elevators, F&B outlets, and function space
·
Front Desk: locate desk visible to the entering
guest and the elevators; include sufficient queuing space; provide direct
access to front office
·
Luggage: provide space for bellman, luggage
storage , and other locked storage
·
Seating: provide seating near front desk and
main entrance; provide more private seating nearby; consider use for lobby
lounge.
·
Support functions: locate retail outlet,
concierge desk, public toilets, house and pay phones, courtrooms, convenient to
the lobby.
·
Décor: establish hotel image with millwork, furnishings,
artwork, lighting, signage and appropriate to locale.
4.1 SWOT Analysis
Sheraton-Bahrain realize that well conceived food and
beverage outlets increases the demand
for guestrooms and meetings and attract the general public, especially at lunch
and dinner, and generate additional profits. These outlets, however, vary so
widely in quality and character that the program and design of each outlet must
be developed individually based on the local market and existing competition on
the management. Sheraton creates individual and distinctive outlets in the
larger and first class and luxury properties. It carefully script the
restaurant describing the look of the space, the theme the menu, service style
, table decoration in short, writing full stage direction for eventual
production.
Hotel food service goes through the frequent cycles of
changing popularity with the public. Since 1990, Sheraton Hotel- Bahrain with
the increasing need to generate revenue, Sheraton Bahrain has striven to create
innovative dining rooms and bars. Sheraton realize that well conceived food and
beverage outlets increase the demand of guestrooms and meetings, attract the
general public, especially at lunch and dinner, and generate additional
profits. It is necessary for the hotel to confirm the recommendation and
establish their concepts for the F@B areas.
( Aljian
G.W. (1984). As Sheraton increase
in size they provide additional outlets so that the scale of the restaurant or
lounge does not become overbearing.
One is the Atrium, where diners are seated in a park like
setting not unlike a sidewalk café. The Atrium area is treated most casually,
with brick paving, trees and tables with placements or cloth runners. The
intermediate zone is slightly more formal and the interior section includes
leather banquets, table linen, darker lighting levels and such additional
accessories artwork.
Sheraton establishes the program for the hotel bars and
lounges. Open to the lobby space, the
lounge provides a small bar, limited food or tea service, occasional
entertainment and lounge seating which can be used flexibly to expand the
capacity of the lobby. A second beverage out let often is a cocktail bar or
entertainment room. This facility is completely enclosed, and features lower
light levels and more tightly spaced setting. Depending on the theme, the
lounge might have distinct sections, including a sit down bar, and
entertainment area with a stage and dance floor, a games area with billiards or
backgammon, and quieter seating alcoves ( Knudsen, Mette Pest, Servais, Per (2007).
Sheraton operational objectives are:
·
Location: position the main three meal
restaurant convenient to the lobby; position the specialty restaurant with
direct exterior access.
·
Service: Group all foods outlets close to the
kitchen or a satellite pantry; provide bars with service backup.
·
Flexibility: design larger restaurants and bars
so that sections can be closed during slow periods.
·
Support areas: provide public toilets,
coatrooms, and telephones nearby.
·
Layout: provide host desk, multiple service
stations, and a flexible mix of table sizes; minimizes or eliminate level
changes to better accommodate handicapped guests.
Functions areas
Perhaps the clearest distinguishes feature is the size and
mix of their function space; the ballrooms, smaller meeting and banquet rooms,
reception and exhibit spaces, and dedicated conference and board rooms. The
hotel primarily needs facility for large group meetings, smaller rooms for
seminars and workshops, and extensive exhibition space. In addition, the
organization uses hotel function space for a variety of meetings, banquets, and
receptions. The convention center include a major ballroom,, for 1000 or more
people( Knudsen, Mette Pest,
Servais, Per (2007). The ballrooms are designed for major banquets
and social functions but include audio/visual and other systems for meetings.
Conference centers are different still, designed for smaller groups, no larger
than 100 to 200 people, and feature dedicated single purpose banquet, meeting,
conference and boardrooms for a particular need. Sheraton offers such amenities
as extensive foyer and gathering areas, 24 hour use of meeting rooms,
additional conference services and
full/visual systems, sometimes even including a recording audio ( Aljian G.W. (1984).
For guest
satisfaction that reduces operational inefficiencies Sheraton operational
strategy are:
·
Floors: select carpet pattern to aid in room
setup; use portable dance floor for special functions.
·
Walls: apply chair rail to protect wall finish;
add fabric panels to improve acoustics and upgrade appearance.
·
Ceiling: consider flexible lighting including
decorative chandeliers, track and fluorescent fixtures; provides fully dimmable
lighting system and other system, organize HVAC, sound system, fire protection
and other systems into a unified design.
·
Windows: add full blackout capability.
·
Furniture: select balance of rectangular
classroom tables, round or oval banquet tables, stacking chairs, risers,
lecterns.
·
HVAC system: separate mechanical, electrical and
sound systems for each room division
·
Communications: include TV, telephone,
recording, data lines in each function and control room.
Recreational Areas
The approximate mix of recreation facilities must be based
on an understanding of the market needs and competitive analysis on other
hotels in the area. Considerations for guests access to the facilities and the
relative need to isolate them from building elements( Kraljic, P., 1983 ). The hotel try to separate the pool area so
that guests do not need to pass through a lobby, or other major public areas,
swimwear or robes. Where the health club is used by outside members they will
need convenient access to the facility from the parking area.
4.2 Evaluating Alternative Business Strategies
Sheraton emphasizes on operational planning for their
development. They have strong marketing departments, many of which conduct
regular research on customer preferences and use focus groups to understand
what features are desirable to the users.
The conventional wisdom of Sheraton is grounded in single
venues. The process is designed to reduce risk for capital providers by giving
assurance that the venue will be able to attract sufficient demand with cost
structure that will produce the target returns. It is opportune that Sheraton
–Bahrain in the midst of the current political turmoil and current market
downturn a medium and long term prospects for Hotel Industry is keeping in the
development process and progress(Håkansson, H. (2001)
The imbalance in the structure of Sheraton is the function
of the imbalance in the structure of economies. Padilla classifies economies
into five types: experience, market service, citizenship service, industrial
and subsistence. In subsistence economy,
the bulk of economic activity is in agriculture and extractive industries as
with the GCC Region and only a minute proportion of the indigenous population.
This is the reason why the Sheraton relies on foreign visitors for its demand.
In the industrial countries consumer spending is higher than in subsistence
economies and it is concentrated on consumer.
Leisure economies in the industrial countries are more
focused in the home and consumer spending on hotels is relatively limited.
Factory production, in which larger productivity is achieved through a larger
size and fewer workers, generates limited demand for hotels and that manly from
sales and marketing devices. When industrial economies reach a high degree of
efficiency, the GDP is produced by fewer citizen s and manufacturing is
progressively transferred to lower cost economies(Gadde, L-E and Håkansson, H. (2001) .The emerging
economic problems include rising unemployment and a workforce trained in
redundant skills.
The hotel industry in experience economies is not only more
concentrated, but also larger due to the higher frequency of both business and
leisure demand. The industry has all the representation throughout the market
levels and all configurations of hotel facilities. It is not only the Hotel
that grows. but also all of hospitality , travel and transport which become a
significant contributor to GDP.
4.3 Formulating and Implementing Operation Strategy
Sheraton continues to see increased globalization,
segmentation and technological innovation all having an impact on the
operation. Each product has its own target markets, its own brand identity, and
its own design brief and operational standards. This creates a new
customization of the hotel product, which offers great opportunities for
creative new approaches to design and operational solutions.
Sheraton offers an immense opportunity to target a
particular market niche and gain competitive advantage. But this requires
understanding very different local markets, then carefully tailoring the
building design to meet the needs and price constraints of the locale.
Technological innovation continues to have an impact on
hotel issues. Management attempts to reduce staff in order to squeeze more
profitability from the hotel increasing competitive environment. Computers and
cell phones are everywhere; sensors monitor activity and can turn on/off
practically any building system. Most travelers seek speed and efficiency and
increasingly accept self service systems such as banks, ATMs. Recognizing this,
Sheraton continues to pursue sensible automation( Ghauri, P., Granhaug, K. and Kristianslund, I., (1995).
5. Information Technology and Operations Management:
Design=Form + Function
This is an old formula that holds today. “Form” refers to the
overall space, and its style, image and experience. “Functions” has many layers
and can refer to the physical function, comfort, durability, maintenance and
physiological factors, in other words the product’s general functionality.
Modern technology dictates that detailed research is
undertaken into the most relevant up to date back office systems. Consideration
should be given as to how these will interface with front of house point of
sale and to corporate office. Dependent on the scale of the hotel , the role
should encompass purchasing and IT. If the operation is a standalone
development a manual should be produced detailing procedures, job tasks and
standards of performance. A payroll system will need to be implemented and this
can in many occasions be outsourced to a specialist support company, often
providing a more cost effective solutions (Bensaou, M., (1999).
One of the most important elements to a long term success of
Sheraton is the preparation and delivery of management information. This means
evaluating all specialist software support, ensuring its appropriate
integration into other systems. A suitable management reporting format should
be compiled, supplemented by the creation of
key performance indicators (KPI).
The success of
Sheraton is dependent and maintained upon well defined policies and procedures.
It is essential to create a job and task for each role within the hotel These
are then supplemented by the standards of performance manuals (Bensaou, M., (1999). Creation in the creation of these standards
has to be given to the desired standards of profitability of the hotel and to
the matching expectations.
The amount of money necessary is determined inter alia by
scarcity of skilled labor within the local environment. It is essential when
recruiting that the culture and attitude fit of employee is married to
aspirations of Sheraton. Technical training can then be undertaken either by
full time trainers employed by the company or obtained from an external training
company. A training plan should initiates for all departments to integrate with
the recruitment schedule and opening time lines. The trainers will use relevant job descriptions and
standard of performance manuals in the execution of their work.
Dependent in the level of support the operating supplies and
equipment the purchasing manager can be one of the most important in the
company. Key areas that will require identifying expenses are restaurant
supplies such as crockery, cutlery, linen, bar supplies including glassware,
coffee machines, blenders, ice machines, conference and banqueting items, room
service items and guests supplies.
6. Designing and Developing New Services
Every service concept relies on integrating the physical
property with the service requirements. The greater the efficiency in the
design and planning aspects the lower the capital costs of the development and
greater the potential to enhance the units’ potential of the operational
profit. Equally important to the size allocated to each area its relationship
to another, for instance , the kitchens in the conference hotel and conference
events facility. It is important that
the two parties will be considering the constraints of the site and building
form and collaborate to achieve the most efficient solution to satisfy their
respective aspirations.
The decision on style is more subjective; nevertheless, if
it reflects the design sets out the methods and systems to be utilized in the
operation and cover the requirement for the physical and operational aspects( Barber.M (2012).
Figure 1. Typical Sheraton Hotel Design and Integration (Pick
up in Costa)
7. Process management
The key question for Sheraton , once the services and utilities has been
ascertained , is how to maximize the sustainable cash flow from all facilities
provided, while at the same time maintaining the quality and character and
character of the hotel. Sheraton would probably change the order of foregoing,
due to the desire to promote brand and increase distribution and with a
substantial part of compensation based on turnover( Barnes, D., Dyerson, R, Harindranath, G., (2008).
It is clear that Sheraton will have an extensive marketing
experience and with its brand, sales network
and loyalty program will be able to attract diverse client base, which
protect the hotel from swings in the individual local, regional and rational
markets.
However, the expert knowledge with regard to accommodation
services may not replicated in the area of food and beverage and other
supporting facilities. This may mean by employing specialist operators, the
Hotel is able to generate a higher level of profit. The manager with local
knowledge and experience may be able to source more appropriate operators for
the facilities.
The service and operating standards are also important from
a cost perspective. Again the question arise as to what is the most cost
effective way to service the rooms, provide catering services, and carry out
the maintenance. It is important that
the basic standards are maintained, but expenditure needs to be restricted for
areas which are due for a major refurbishment.
8.0 Quality Management:
One particular approach to improved organizational
performance and effectiveness concept is the concept of the Japanese inspired
total quality management (TQM). Sheraton has implemented successfully because
of its active participation of top management. It places and emphasis on the
involvement of people as key to improved quality. TQM involves changes to the
traditional culture with greater emphasis on natural work groups, multi- discipline working and team based management.
Attention must be given to effective education and training, empowerment and motivation
to take ownership of quality, and systems of communications at all levels of
the organization (Astley, W.
Graham, and Andrew H. Van de Ven 1983)
8.1 Quality
Framework
Sheraton is involved with an integral part of quality
approach which is Kaizen which literally means improvement or as often
interpreted as gradual progress or incremental change. This approach:
·
Analysis every part of process down to the
smallest detail
·
Sees how every part of the process can be
improved
·
Looks at how employees’ actions, equipment and
materials can be improved’
·
Looks at ways of saving time and reducing waste
Sheraton term this as “Change for the Better” that implies
continuing improvement involving everyone that does not cost much. Sheraton
based culture on three super-ordinate principles :process and results; systematic
thinking; and non-judgmental, non blaming.
9.0 Forecasting and Capacity Planning
In order to reach global presence objectives, the challenge
for Sheraton will be to grasp the mantle of developing skills of product
development and managing a diverse stable at different that can deliver the
sort of trading results that attract the long customers. Sheraton should need
to accept that it is no different to any industry, developing and selling
services to the consumers market and that its management skills have to be
honed. The difference between the existing practice of refreshment,
repositioning and new is primarily the introduction of modeling and market
testing( Aljian G.W. (1984).
Mixed use of developments incorporating retail, entertainment,
bars and restaurants, residential and hotel accommodation are part of Sheraton
future strategies. The property owners are utilizing facilities management
companies to manage such property. Each tenant operates their business
independently and contributes to the overall maintenance requirements of the complex
managed by the Sheraton (Simmons, J (2000)
Mixed use developments offer another opportunity to expand
their services product range. All the skills to manage and provide facility
services for a mixed use development are very skills that Sheraton has to exercise each day. Hospitality operator
entails the provision of services such as security, cleaning, maintenance,
marketing and letting space. By extending the range of facilities for which
such skills are utilized both investors, owner and operator can benefit
10. 0 Recommendation
Sheraton Hotel Bahrain has led the industry for a decade and
the units has inevitably has the specific service standard and the desire for
differentiation led the guest stay and happy. There are number of
recommendation that needs to be realized:
·
Differentiate its full service brands between
each other and those of the competition
·
Standardize product and reflect local culture
and environment
·
Obtaining fund for global expansion
·
Establish a management structure for a worldwide
multiproduct, service and operating group’
·
Maintain short term returns on capital intensive
and long term development projects requiring individual management
·
Raise staff skills and retention levels while
maintaining affordable staffing cost
·
Maintain or extend planned product life cycles.
·
Keep control of room stock pricing
·
Deal with rising market fragmentation in terms
of age, culture and consumer lifestyle aspirations.
More energy is focused on strategic planning, market
analysis and financial forecasting than any other aspect of the business. Development
becomes a process of replication and product development an issue of cost
reduction and not surprisingly, the limited services boomed and the full
service sector struggled. The hotel sectors in Bahrain offer a relatively
static environment. This was spurred on by the recognition that the average
consumer wealth, confidence, knowledge, international experience and greater
leisure time had instilled a desire and ability for greater discretionary
spending. Restaurant development boomed and Sheraton faced a paradox, geared to
product roll out programs was suddenly assailed by consumers demanding differentiation.
Not surprisingly, new players in the market exploited the
opportunity to develop a range of “niche products such as lifestyle hotels.
These challenges were the embryonic topics of debate as the world moved into a millennial
celebration.
References
Analoui,
(2003). Determinants of long-term orientation in buyer–seller relationships.
Journal of Marketing 58 (2), 1–19.
Aljian G.W.
(1984) Operations Management Handbook. McGraw Hill. New York.
Astley, W.
Graham, and Andrew H. Van de Ven 1983 "Central perspectives and de-bates
in organization theory." Administrative Science Quarterly, 28: 245-273.
Barnes, D.,
Dyerson, R, Harindranath, G., (2008), “If it isn’t broken, don’t fix it”, http://www.rhul.ac.uk/Management/Research/PRISM/index.html
Barber.M
(2012). A diversified approach towards purchasing and supply, Production
Management Methods. The IMP Journal, Volume 1 no 3
Bensaou, M.,
(1999), Portfolios of Hospitalityrelationships, MIT Sloan Management Review
Ghauri, P., Granhaug, K. and Kristianslund, I., (1995), Research
Methods in Hotel Operation: A Practical Guide, Prentice Hall, Hemel Hempstead.
Gadde, L-E
and Håkansson, H. (2001) Hotel Service Network Strategy, Wiley, Chichester 2nd
Edition
Kraljic, P., 1983. Operation
management. Harvard Business Review 61 (5), 109–117.
Kaufman, F. (1966) “Data
systems that cross company boundaries”, Harvard Business Review, (1),141.
Knudsen,
Mette Pest, Servais, Per (2007): Analyzing internationalization configurations
of SME’s: The Purchaser perspective, Journal of Purchasing and Supply
Management, Vol. 12. pp. 272-283.
Simmons, J (2000) Enhancing the
competitiveness and productivity of small and medium scale enterprises.
Entrepreneurship in Global Contexts: Enterprise Solutions for Sustainable
Development 27(3):130-156.
Tam F.Y., Moon K.L., Ng S.F.,
& Hui C.L. (2007). Production sourcing strategies and Hospitality
relationships: A study of the differences between small and large enterprises
in the Hong Kong clothing industry. Journal of Fashion
Marketing and Management,
11(2), 297-306.
Tam F.Y.,
Moon K.L., Ng S.F., & Hui C.L. (2007).) “Strategic alliances & models
of collaboration”, School of Management
http//www. Sheraton.hotel.com
No comments:
Post a Comment