HHM M6 Final Business Plan

HOTEL LA CHAUSSèE Business Plan

By

Laura Kokkiadi

Shaochen Ji

Alejandro Perez-Evans

Simon Schoenwaelder

Tutor

Mr. Wehrens

Module

Module 6

Class

E206

Year

2006/2007

Period

2

Table of Content

Given Situation 4 1 Marketing Plan 5 1.1 Market Definition

1.2 External Factors

1.2.1 Macro Environment

1.2.1.1 Guests and Consumers

1.2.1.2 Demographics 6 1.2.1.3 Law

1.2.1.4 Economy

1.2.1.5 Technology

1.2.1.6 Social elements 7 1.2.2 Branch Environment

1.2.2.1 Number of Guests

1.2.2.2 Promotion and booking

1.2.2.3 Hotel chains and family businesses

1.2.3 Micro Environment

1.2.3.1 Competitors

1.3 Internal Factors 8 1.3.1 Product

1.3.2 Price

1.3.3 Personnel

1.3.4 Place 9 1.3.5 Promotion

1.3.6 Presentation

1.4 SWOT Analysis

1.4.1 Opportunities

1.4.2 Threats

1.4.3 Strengths

1.4.4 Weaknesses

1.4.5 Confrontation Grid 10 1.4.6 Interpretation 11 1.5 What will the company do?

1.5.1 Goals on company level

1.5.2 Goals on marketing level 12 1.5.3 Mission

1.5.4 Strategy

2 Operational Marketing Plan12 2.1 Place

2.2 Product 13 2.2.1 Changes to the Building

2.2.2 Rooms

2.2.3 Food & Beverages 14 2.2.4 Restaurant

2.2.5 (Coffee-)Bar-, Lounge-Area

2.2.6 Conference and meeting rooms

2.2.7 Wellness-Center 15 2.3 Price

2.3.1 Rooms

2.3.2 Food and Beverages 16 2.3.2.1 Restaurant

2.3.2.1 (Coffee-)Bar-, Lounge-Area

2.3.3 Conference and meeting rooms

2.4 Promotion

2.5 Personnel 17

3 Architectural Plan17 3.1 Current appearance of the hotel

3.2 Desired appearance of the hotel

3.2.1 Consumers Demands 18 3.2.2 Functional Demands

3.2.3 Legal Demands 19

4 Personnel Plan19

5 Promotion Plan21 5.1 Target Groups

5.2 Message

5.3 Marketing and Communication Objectives 22 5.4 Marketing and Communication Tools

5.5 Budget

5.6 Evaluation 23 5.7 Sample Press Release 24 6Investing and Financing Budget25

7 Opening Balance Sheet26

8 Income Statement27

9 Forecasted Balance Sheet28

10 Cash Budget29 Appendix30

Given Situation

Location

The future hotel?s property is situated close to the city of Amsterdam, next to the motorway A2, specifically on the Burgermeester Stramanweg, close to the Amsterdam Arena.

This location was chosen in particular, due to a very attractive purchase offer of only 50% of the real value of a property in an attractive location. The location close to the Amsterdam Arena and the easy access to the public transports as well as being situated next to the A2 motorway also makes this location very suitable for an investment.

Building

The former 3*** Hotel de Vlieger has a typical 1970?s low-rise architecture with a total of 60 rooms. The size of all the rooms is 24,6m2. The facilities in the rooms are not up to today?s standards since for the last 5 years the building was rented out entirely to the reception centre for asylum seekers (COA) which did not pay enough attention to the condition of the building, in addition to that the architecture is outdated and the style of the whole hotel is old fashioned. All rooms are accessible from a main building that has a cellar in addition to two floors. The cellar contains the sanitary facilities (toilet group), the service and storage areas. It is accessible by stairs or a goods lift.

At ground floor level, the central entrance lobby contains the reception desk, which leads to the two restaurants. The bigger one has a total surface area of 150m2 and a separate entrance, which was used by road users in the past. The second one with an area of 100m2was used for the hotel guests exclusively. The two restaurants are separated by a central kitchen between them.

The property is accessible from the motorway A2 as well as from the Burgermeester Stramanweg. It also includes a large car park for approximately 120 cars, which can easily be doubled in view of the total available surface area of ~6000m2.

1 Marketing Plan

The following chapter will give an overview of the marketing plan of Hotel la Chaussèe for the year 2006. Information will be given on the current state of the hotel, and the market where the hotel will operate in.

In order to provide this information, there will be an extensive analysis which will include a definition of the market, including a hotel concept, external and internal analysis of the current situation and a SWOT analysis.

Furthermore, aims and objectives will be settled, which the corporation should achieve in order to be successful. To reach those objectives, there will be a strategy given in the end.

1.1 Market Definition

Hotel la Chaussèe will be rated 3***. It will operate in an international market, attracting guests from all over the world, but mainly from Europe. The products will include 60 rooms, an open reception 24 hours a day, two restaurants of which one can be used for conferences and banquets, a gaming room and a sauna in the basement.

1.2 External Factors

To cover all external factors having influence on the future hotel, special interest will be paid to the macro-, branch- and micro environment concerning the location.

1.2.1 Macro Environment

1.2.1.1 Guests and Consumers

Amsterdam is visited by people of different nationalities, the greatest number of visitors come from the U.K and U.S.A with a total percentage of 36.2% together. The third biggest represented country is the Netherlands themselves with 13.7%. (See Appendix 1 – Origin of Guests coming to Amsterdam). In 2005 the most common purpose of visiting Amsterdam was for business and conferences with a total percentage of 54%. This number has increased by 7% compared to the previous year. In contrast the percentage of the tourists has decreased from 44% in 2004 to 39% in 2005. These numbers show opportunities on the accommodation for business guests and a threat on the tourist accommodation.

When opening a hotel it is of great importance to find out the needs and wants of the guests to be able to reach their expectations and to satisfy them in the best possible way. Business guests, in general, have different needs and wants than tourist guests. Business guest stay in the hotel usually during the week, while tourists normally appear during the whole week, but more frequently in the weekends. They are mostly interested in an easy stay without a lot of bureaucracy. They prefer short check in times, a smooth transfer to and from the hotel as well as being treated in a formal way. They expect clean rooms with all the standard amenities, including an internet connection and they especially request silence so that they can concentrate on their work. Tourists, on the other hand, do not mind if the check in procedure takes a little bit longer because they do not have time pressure and like to be treated in a more familiar way being welcomed by the reception of the hotel. They do not need internet connections as much as the business guests, but might for example need other amenities such as pool table or other games so they can do something extra apart from just staying in the room.

Due to different nationalities among the people visiting Amsterdam, there are different needs and wants concerning the food & beverage products a hotel can offer. Americans for example are much in favor for quantity based offers, such as all-you-can-eat buffets, while Europeans are used to ordering a la carté.

1.2.1.2 Demographics

The current population of Amsterdam is of 744.000 inhabitants. About 68% of the total population is aged between 16 and 64 years. Amsterdam has a reasonably low percentage of unemployed people which reaches the 5.5% percent.

1.2.1.3 Law

As the Netherlands are part of the European Union, companies operating there have to follow the regulations given by the EU. For the hotel sector the most important ones cover health- and hygiene such as HACCP (Hazard Analysis and Critical Control Points) regulations, as well as environment protection. Every business operating in the hospitality branch has to have certain licenses, to be authorized. Not following the regulations is prosecuted by the state and can lead to closing the business. Attending the regulations is often very cost-intensive.

As well as the other EU member states, the Netherlands have strict job protection laws, which make it difficult to dismiss staff if necessary.

1.2.1.4 Economy

At the moment the Netherlands have the 16th largest economy of the world. Between 1998 and 2000 annual economic growth (GDP) averaged nearly 4%, well above the European average. For 2006 and 2007 it is forecasted to be around 3%.

The country?s unemployment rate is with only 3.8% the lowest of all EU member states and the inflation rate of 1.7% is expected to stay low as well.

The country is one of the leading European nations for attracting foreign direct investment. The economy itself is open, heavily depending on foreign trade – it is noted for stable industrial relations. Germany is by far the most important trading partner of The Netherlands. (S ource: “https://www.wendangku.net/doc/ac13477809.html,”)

1.2.1.5 Technology

The Netherlands are making use of highly developed and well maintained communication systems. In 2004 there were 10.806.328 internet users, which is ~65% of the total population. The percentage of mobile phones among the population is with

~95% even higher. These modern technologies make the internal and external communication of a business very easy and efficient. (Source:

“https://www.wendangku.net/doc/ac13477809.html,/cia/publications/factbook/index.html”)

1.2.1.6 Social elements

The Dutch people are known for being very direct and open minded. Their level of English and other foreign languages is considered as being very high compared to most of the other EU member states. This applies especially to the people living in such an international city like Amsterdam.

1.2.2 Branch Environment

1.2.2.1 Number of Guests

The room occupancy rate of all the hotels in Amsterdam was 77.2% in 2005, 2.9% higher than the year before. The same increases could be seen in the number of guests staying in the hotels of Amsterdam, their number increased by 8% compared to 2004 to an amount of 4.5 million in 2005. Though the number of nights they stayed only increased by 3.5% up to 8.2 million nights. Therefore a trend can be seen, that more people come to visit Amsterdam, but stay for a shorter period – in average 1.82 nights per stay.

The biggest growth in guest numbers is recorded in the 3*** hotels, which profited most from the increased number of guest visiting Amsterdam, but also the five star hotels did well, while the number of guests staying in budget hotels decreased. Regarding to that a trend can be seen, getting away from budget accommodation, towards better quality hotels.

1.2.2.2 Promotion and booking

Due to the broad spreading of the internet in the world of today, its role as a marketing tool changed a lot during the last years. Nowadays almost every hotel can be found on websites like “https://www.wendangku.net/doc/ac13477809.html,” or “hotel.nl”, where hotels can be looked up for a certain city and then be immediately booked. In addition to this, many hotels, especially those being part of a chain, also have their own websites, which are promoting the hotels and giving potential guests the opportunity to book a room without any intermediary. Furthermore this hotel should be promoted in travel agencies and their catalogues.

1.2.2.3 Hotel chains and family businesses

For family owned hotel businesses and other hotels which are not part of a hotel chain, every day it is getting more difficult to stay in business. They have to face competition from national and international hotel chains. Those chains benefit from high marketing budgets and well known brand names. Many independent hotels had to close down or are nearly bankrupt. Due to that, franchising a brand name became a recognizable trend during the last years.

1.2.3 Micro Environment

1.2.3.1 Competitors

In 2006 there were a total of 348 hotels located in Amsterdam, a number which is increasing continuously. Most of those are hostels and hotels classified below three stars, with a total amount of 206, furthermore there are 89 three star hotels, 35 four star hotels and 18 five star hotels.

There are three different hotels within a 5km radius around the particular location, the closest (3,4km) is the 4**** Mercure Amsterdam on the Amstel.

It is also situated near the A2 and A10 motorways, within 10 minutes from the city centre. The hotel features 368 rooms, 2 restaurants, a cafe bar, 14 meeting rooms and a modern fitness area, sauna and Turkish steam bath.

Furthermore 4,2km away from Hotel la Chaussèe, there is the 3*** Novotel Amsterdam, featuring 611 rooms, two restaurants, one bar and nine meeting rooms

4,4km away there is the last of the closely situated competitors, the Holiday Inn Amsterdam, a 3*** hotel, offering 256 rooms and a restaurant.

All the above mentioned hotels are member of 2 very well-known international hotel chains, the Accor Group (Novotel and Mercure) and Intercontinental Group (Holiday Inn). They benefit from global marketing operations, popular brand names and economies of scale.

1.3 Internal Factors

In this part the internal factors will be analyzed on instrument level, based on the 6 P?s of the marketing mix at the present situation, which means product, place, personnel, promotion, price and presentation of the hotel.

1.3.1 Product

For the last five years, the hotel was used as a Reception Centre for Asylum Seekers. However, the plan is to use the property as a hotel again.

1.3.2 Price

Since the property is not used as a hotel at the moment, no information about the current prices can be given. However, the current average room rate for a 3*** hotel room in the Netherlands is €73,-. (S ource: “Horwath Consulting – HOSTA 2006 - The Benelux Hotel Industry”)

1.3.3 Personnel

There is currently no one employed at the hotel.

1.3.4 Place

The property is located in the suburban area of Amsterdam, next to the motorway A2. It is accessible directly from the A2, but also from the Burgermeester Stramanweg, a main road in this area, which is connecting Amsterdam?s Zuidoost district with Amstelveen. It is located close to the crowd puller Amsterdam Arena, as well as the business park Zuidoost, which attracts many business people from abroad.

1.3.5 Promotion

There is currently no promotion made for the hotel.

1.3.6 Presentation

Due to a lack of maintenance and renovation during the past years, the building is in a poor condition. Its architecture is outdated and the building is completely unfurnished.

1.4 SWOT Analysis

1.4.1 Opportunities

?Crowd pullers Business Park & Amsterdam Arena

?Increasing number of visitors to the area

?Increasing number of guests staying in 3 star hotels

?Increasing number of business travelers in Amsterdam

?Internet promotion reaching a lot of people worldwide

?Many brands available for franchising

?Healthy economy

1.4.2 Threats

?Competition of big brands within a 5 km radius

?Location at the suburbs considered as unattractive

?Low percentage of unemployment (→ hard to find fitting employees)

?High amount of rooms and meeting facilities in competing hotels

?Strict governmental regulations

?Number of Tourist Individuals decreased

1.4.3 Strengths

?Big unused areas on the property

?Accessible by motorway & big car park

?Closest hotel to the Amsterdam arena

?Relatively small business

? 2 restaurants giving flexibility

1.4.4 Weaknesses

?Overall condition of the property

?Costs for redecorating and machinery etc

?Past occupation was low

?No brand name

?Relatively small business 1.4.5 Confrontation Grid

1.4.6 Interpretation

This confrontation grid indicates which strengths and weaknesses are most important in facing the opportunities and threats. The three most important ones are analyzed in the next following paragraphs.

Overall condition of the property– As mentioned above, the condition of the property is very poor. The architecture is out of date and it is in a bad state. This weakness scored highest in the confrontation grid, which means that special attention has to be paid to it. Possible guests are not pleased by the appearance of the property and tend to decide against staying in the hotel. This hinders the business to benefit from opportunities such as increasing guest numbers in Amsterdam, increasing amounts of business guests coming to the city, and so on. The poor state of the property also makes the company weaker compared to its competitors, who are able to attract more guests with their more up-to-date properties. Taking this into account it is essential to renovate the property to make it more attractive for the guest.

Closest hotel to the Amsterdam Arena & business park– The hotel is located closest to the two crowd pullers Amsterdam Arena and business park Skidoos. Especially the increasing number of business travelers in Amsterdam is an important opportunity thanks to the closeness to the business park, which naturally attracts business travelers, but also local business people and companies, who need meeting facilities. The threat of the decreasing number of tourists, on the other hand, can be partly compensated by guests coming to the area because of events held in the Arena. The location close to the two crowd pullers has to be used for promotion. Since most of the guests coming to the area are business orientated, the hotel has to target at both individual and business groups. It?s also suggestive to add meeting facilities to the existing hotel building to supply the demand from the area?s companies.

Accessible by motorway & large Car Park – Being located next to the motorway is very advantageous for attracting guests that are driving on it. The large car park is also very beneficial to the company, because it can hold a great number of guest?s cars. It allows welcoming so called …road users? who just stop for a break and have lunch or dinner in one of the restaurants. Big amounts of cars, due to any kind of event or conference held in the hotel, can easily be handled, thanks to the big car park.

To stand out from the crowd of competitors the hotel should not charge a parking fee and the promotion should focus on the easy accessibility from the motorway, in which especially business guests are interested.

1.5 What will the company do?

In order to answer this question properly, goals and objectives were established, determined on two levels, company level and marketing level. After that a mission was set, which leads to a business strategy for the coming years.

1.5.1 Goals on company level

The main company goal is to have a guaranteed continuity throughout the business year in order to survive in the market. A very important aim of the hotel is to renovate the hotel into today?s standards of the hospitality branch in the Netherlands to be able to satisfy the guest?s needs and wants as well as to fulfill all legal regulations.

In the end of the first business year the operated departments of the hotel have to achieve total revenue of around 2.774.000€ in order to avoid loss.

1.5.2 Goals on marketing level

To be able to profit from the increasing number of business guests coming to Amsterdam, who are also attracted by the business park close by, the brand awareness at the companies in this area has to be at least at 60% within the next year.

As the property was previously used as a center for asylum seekers, which has a negative connotation, the external image has to be positively changed. This has to be done within the first two months of opening.

Another marketing goal is to achieve a room occupancy rate of at least 55% at the end of the first operating year. At the end of the second year it should be around 77.2%, the average room occupancy of the Amsterdam region. (S ource: “Horwath Consulting –HOSTA 2006 - The Benelux Hotel Industry”)

1.5.3 Mission

We as the team of Hotel la Chaussèe guarantee a constant quality standard level of service to our guests, in order to ensure their well being at all times. Pleasing our guests is our passion.

1.5.4 Strategy

First of all the building will be renovated, redecorated and refurnished up to a 3***+ standard (See Chapter 3 “A rchitectural Plan”),before anything else can be started. Market research will be done to get the best value for money regarding materials for renovation and to be completed in the shortest time possible so that the hotel can sell rooms as soon as possible.

Before opening the business, promotion will be executed properly. This will be explained thoroughly in the promotion plan later on (Chapter 5) and of course it will be continued after the opening.

As mentioned in the goals continuous room occupancy is wanted, this will also be achieved by realizing the promotion plan and by having guests returning to the hotel thanks to their positive experience during their stay. To be able to achieve this, the service will exceed the expected standards. Guests will be treated as well as possible so they feel welcome and return back to the hotel.

2 Operational Marketing Plan

2.1 Place

Hotel la Chaussèe is located in the suburban area of Amsterdam, next to the motorway

A2. It is accessible directly from the A2, but also from the Burgermeester Stramanweg, a main road in this area, which is connecting Amsterdam?s Zuidoost district with Amstelveen.

The fact that the crowd puller Amsterdam Arena and the business park Zuidoost are located very close to the hotel, many business people but also tourists will be attracted to the hotel. Moreover, the location of the hotel is ideal as being located at the motorway, guests will be able to access the hotel very easily. For business guests the location is especially attractive, since the hotel is also located close to the Amsterdam Business Club. Tourist guests will be attracted because “la Chaussèe” is the closest hotel to the Amsterdam Arena and the city center of Amsterdam is also easy to reach by public transport.

2.2 Product

2.2.1 Changes to the Building

Hotel la Chaussèe is going to be renovated from a building being used as an asylum into a 3***+ hotel. The total amount of rooms will be 60, of which 10 rooms will be single rooms and 50 will be double rooms. Moreover, during the renovation procedure a lot of new facilities will be added to the hotel. As the hotel is especially going to focus on the business guests, 2 extra conference and 2 meeting rooms of different sizes will be build. In addition to that, the restaurant downstairs will be renovated and restyled in order to make multiple use of it for breakfast, lunch and dinner.Furthermore, a state of the art wellness-centre will be included in the facilities, as business guests usually prefer relaxing activities during their free hours. In the main building, an elevator for the transport of goods will be installed and of course one for the guests. Outside the hotel building, a parking lot for 120 cars and a garden for relaxation can be found.

Summing up there are the following products, the hotel will offer:

?60 rooms (10 Single / 50 Double)

? a restaurant and a (Coffee-)Bar-, Lounge-Area

?2-4 conference and 2 meeting rooms

?Wellness-Facilities

2.2.2 Rooms

The hotel will feature 60 rooms, of which all have the same size and are spread evenly over the three floors of the annex behind the main building of the hotel. All rooms will be styled differently from each other. There will be ten different styles of rooms within the hotel, which results in six identical rooms of each type. This is done due to the aiming for a different experience of the guest in each room and for each visit, especially for the frequently returning guests.

70% of the interior of each room style will always be the same, which means that the difference can be found in some of the furniture, the structure of the walls, equipment and accessories.

Every room will include a bath or douche-cabin, toilette, television, radio, wardrobe, desk, telephone, a bed (occasionally twin beds, separate or attached), linen cloths, hair-drier, towels, soap, bath foam and last but not least a wireless internet connection.

2.2.3 Food & Beverages

The F&B department of the hotel will include a restaurant and a Bar- and Lounge-Area.

2.2.4 Restaurant

The restaurant is situated on the ground floor of the main building. It will be used for multiple purposes. For breakfast the hotel?s guests will be offered an extensive buffet. Afterwards it will be changed into an A la Cartè Restaurant for Lunch and Dinner and then be open also for external guests.

The room will have big windows for the guests who love to watch outside to the beautiful garden of the hotel, which can especially be enjoyed during summertime, when the terrace outside the restaurant can be used as restaurant area as well. The style of the room itself will be a simple, modern design accompanied by natural elements, such as strong wooden tables. It will be supported by lights, which can be changed in color, to create any atmosphere wanted.

As already mentioned above, the breakfast will be served in form of a buffet. The food on the buffet will be according to the demands of international guests and special care will be taken on the healthiness of the food offered.

The food offered during lunch and dinner-time will be inspired by the French Cuisine. There will be different a la cartè-menus for lunch and dinner time. For lunch only small but healthy snacks, such as salads, sandwiches etc. will be offered, while the dinner menu will be more extensive. The menus will constantly be adjusted to the season of the year and held as healthy as possible.

2.2.5 (Coffee-)Bar-, Lounge-Area

This will be found in the lobby of the hotel. It will have a modern minimalist design with a classical touch in order to make it cozier. Apart from the bar it will also have some armchairs, couches and little tables.

During the day it will mainly be used as a coffee-bar and a place to have a break, read the newspaper or just have a chat. Guests arriving at the hotel can use it as a waiting area in the unlikely case that they would have to wait for checking in.

In the evening the bar and lounge area will be the place to meet for a drink or just have a digestive after dinner.

The list of beverages will not only include the common soft and long drinks, but also some cocktails and certain wines.

2.2.6 Conference and meeting rooms

The hotel will have two conference rooms and two meeting rooms. Both conference rooms can be split in half, by a special door-wall construction, with the result of having four rooms, giving the hotel the opportunity to sell more rooms to smaller groups. Even though there will be big windows in those rooms, PowerPoint-Presentations still can be run properly thanks to a light dimming system of curtains.

Both, conference and meeting rooms can on demand be fitted out with all common audiovisual systems needed for presentations or whatsoever.

2.2.7 Wellness-Center

The wellness-center of the hotel will be located at the first floor of the main building. Guests of the hotel can use it for free, but it will also be open for (paying) external guests, for example employees of the companies located at the business park close by. The centre will consist of a sauna, a well equipped fitness room and of course changing rooms, showers and toilets.

The fitness room will have a neutral design, a wooden floor and big windows, so the guests can look outside while working out, which is always favored and helps to relax. 2.3 Price

2.3.1 Rooms

The rooms will mainly be sold for prices around the rack rate, but in order to keep the occupancy up during the weekends there will also be weekend packages and other arrangements offered to attract tourist individuals to the hotel.

The rack rate of a room is the fixed or average price charged for it per night. In case of Hotel la Chaussèe it will be around 97€, 80€ for a single and 100€ for a double room. The room rate does not include breakfast.

The two main target groups of the hotel, business guests and tourist guests of course do have different wishes and demands. That is why there will be different arrangements offered to the different groups. For the tourists arrangements that include some special offers to the Amsterdam Arena, the Golf Club nearby and weekend packages, including tickets for museums or theatres and a weekend ticket for the public transport, will be offered. Since the occupancy of the hotel is expected to be rather low during the weekends those arrangements will be offered for the weekends or public holidays, when there are less business people coming to the hotel.

Business packages will include group discounts for larger groups coming for conferences or meetings.

The discounts given in all packages will differ according to the season and other factors such as the occupancy rate, the rack rate, etc. To handle these matters there will be one member of staff be responsible for the yield management of the hotel.

Apart from the arrangements offered, there will also corporate programs offered to the companies around the hotel, to ensure some kind of continuity in the occupancy. That means that the companies can get discounts on their bookings in the hotel, as they guarantee a certain amount of booked rooms per year. The more booked rooms are guaranteed the higher the discount will be.

2.3.2 Food and Beverages

2.3.2.1 Restaurant

The products of the restaurant will be sold at rather reasonable prices: ?Breakfast-Buffet: € 7,50 per person.

?Starter: between € 5,- and € 10,-

?Main course: between € 12,- and € 20,-

?Dessert: between € 5,- and € 9,-

?Non-alcoholic drinks: between € 1,75 and€ 2,50 per glass

?Alcoholic drinks: between € 2,- and € 7,50 per glass

2.3.2.1 (Coffee-)Bar-, Lounge-Area

At the bar the prices for the drinks will be a bit higher than in the restaurant.

?Non-alcoholic drinks: between € 2,- and € 5,- per glass.

?Alcoholic drinks: between € 4,- and € 9,- per glass.

Cocktails and special digestives are included in the margin.

2.3.3 Conference and meeting rooms

The hotel offers two or accordingly four Conference and two Meeting rooms. They will be sold in price ranges as follows:

Big Conference Room

?< 6 hours: between € 150 and € 200

?whole day: between € 200 and € 250

Half conference Room

?< 6 hours: between € 80 and € 130

?whole day: between € 150 and € 175

Meeting Rooms

?1-3 hours: between € 25 and € 50 per hour

?4-6 hours: between € 20 and € 40 per hour

?> 6 hours: € 120 (fixed)

Non-Alcoholic beverages, such as coffee, tea, cola, water, etc. are inclusive.

2.4 Promotion

The hotel will be promoted in different ways, first of all it will have its own website, which will be presented in a decent but attractive design and in Dutch, English, German, French and Spanish, to reach all target groups. It will include all necessary information and give the opportunity to book hotel rooms online.

The hotel will also be presented, promoted and sold by online distribution channels like “https://www.wendangku.net/doc/ac13477809.html,”, “https://www.wendangku.net/doc/ac13477809.html,” and via travel agencies, which will especially offer weekend packages. In addition to that the tourist office VVV of Amsterdam will have information about the hotel.

The hotels corporate program and meeting facilities will be promoted to the companies around the hotel by direct mailing and selling. A nice side effect will be that guests of the corporate partners will get into contact with the hotel and might consider choosing it for their next stay in Amsterdam.

People who already stayed at the hotel will receive direct mail from time to time informing about special offers, but also to send birthday wishes or Christmas greetings, which will be remembered positively.

Finally, the hotel will, especially in the period after the opening, advertise in newspapers and magazines to reach the target groups with the hope of creating a good starting number of customers for the hotel.

(See also Chapter 5 “Promotion Plan”)

2.5 Personnel

The personnel will be organized in a hierarchical structure. The whole staff will consist of 30 fulltime employees. They will be trained regularly to ensure the quality of their work.

(See also Chapter 4 “Personnel Plan”)

3 Architectural Plan

3.1 Current appearance of the hotel

As already mentioned, the hotel is outdated and old-fashioned. That means, the hotel is made just of brick stones, has no functioning areas, has a very impractical division of the departments and furnishings and decoration of the interior are leftovers from the seventies with a faded green and reddish color and were used for the asylum. Moreover, the building does not include any other facilities than the restaurant; there is no internet, no elevator for the guests and the rooms are in a dramatic situation. There is not even a proper heating system. Additionally,, the building does not meet any modern safety regulation.

3.2 Desired appearance of the hotel

In order to make the hotel marketable again, a lot has to be done. It has to be renovated and redesigned, all according to the consumer demands, the functional demands and of course the legal demands, which have to be met to be allowed to operate the hotel.

3.2.1 Consumers Demands

A current trend among consumers from all target groups is the wish for modernly designed accommodation. As a reaction to this trend, the hotel will be re-created with a simple modern design, which has a classical touch though, related to the traditional Dutch style of building.

The main target group of the hotel is business people. They want to have internet and telephone on their rooms. They also sometimes need meeting and conference rooms where they can meet partners or some well equipped office rooms where they can do some work. As already stated in 2 “Operational Marketing Plan” all these rooms and facilities will be provided.

On the other hand, after work it is important to most business guests that they can relax when being in the hotel, this is the reason why a wellness-centre will be build on the first floor of the main building. It will also attract external people coming from the companies around to do some workout for example during their lunch break.

The wellness-centre will attract the second target group as well, the tourist individuals, even though they will merely be interested in the city of Amsterdam and its attractions. Tourists, but also business people, just as everybody, want good and tasty food, served in a nice surrounding; therefore the restaurant will have an innovative restaurant concept, which invites everyone, internal and external guests, to stay and dine.

Another keyword for all target groups is comfort. A hotel which wants to attract guests and not disappoint their expectations, always should offer the comfort a guests connects with a certain hotel classification, not less but willingly more. Therefore the hotel will fit every expectation affiliated with its 3*** classification.

In addition while renovating the hotel special attention will be paid to the needs of handicapped people, by building an elevator, extra sized bathrooms etc.

3.2.2 Functional Demands

One of the most important parts of the renovation that will take place is whether the changes are going to be functional or not. Everything will be planned to be as functional and handy as possible. For instance the conference rooms will be changeable and flexible in size, by building in moveable walls.

The chaining rooms for the staff, the different storerooms and the linen room will remain in their place in the basement, as they are set up quite functionally. Some small changes will be made in order to make the transfer of good a bit easier. To fulfill the HACCP requirements of the Dutch authority, especially the storerooms of the F&B department will be renovated.

3.2.3 Legal Demands

In order to be allowed to operate a hotel in the Netherlands a lot of safety and hygiene regulations have to be met. Due to the fact that the hotel was being built in the nineteen seventies, those regulations are currently not met anymore. When renovating the building, special interest will be paid to the materials used (fire resistance), to the amount of emergency exits, to the installment of fire fighting systems etc.

The strict hygiene regulations of the Netherlands (HACCP), will especially considered, when renovation the areas of the F&B department.

4 Personnel Plan

The hotel will have a hierarchical structure as it can be seen in the chart above. The organization will be lead by an experienced general manager, who will also be in charge as the human resources executive of the hotel. He will be supported by the heads of the different departments and their staff and in addition to that by a part timer who is responsible for the hotel?s financial controlling.

The engineering department will be outsourced to one of the numerous companies offering the necessary service contracts, which is profitable, since they only have to be paid when they are actually needed.

In total the staff of the hotel will consist of 30 Fulltime Employees (FTEs), who will (if necessary) be supported by temporary employees and in sometimes trainees coming from hotel schools. The advantage of working with temporary employees is that the costs of these employees are only variable costs, because they are only contracted and paid when they are actually needed. The total payroll expenses per year, including all insurances, vacation payments etc., will be 825.596,16€. They compose of the following:

Restaurant-Business-Plan餐厅商业计划书

JULY

1.Executive summary 1.1 Business overview This business is for building a fast food restaurant, located at Shanghai railway station. It named ‘Bolero’. It can hold 60 covers. The decor of the restaurant will be brief. Give customers a clean and nice environment. In the restaurant will broadcast the pop music. Customers will feel relax. The restaurant located in the shanghai railway station, with high pedestrian traffic. There are many tourists and locals go to the station every day. They will go to my restaurant convenient. 1.2 Mission statement: The company's goal is that of a multi-faceted success. Our first responsibility is to the financial well-being of the restaurant. We will meet this goal while trying to consider; 1) the effect of our products on the health and well being of our customers (and our staff), 2) the impact that our business practices and choices will have on the environment, and 3) the high quality of attitude, fairness, understanding, and generosity between management, staff, customers, and vendors. Awareness of all these factors and the responsible actions that result will give our efforts a sense of purpose and meaning beyond our basic financial goals.

Businessplantemplate全英商业计划书模板

Businessplantempl ate全英商业计划 书模板 1 2020年4月19日

Business plan for a new business The business plan consists of a narrative and several financial worksheets. The narrative template is the key to the business plan. It contains more than 150 questions divided into several sections. Omit any questions that do not apply to your type of business. When you have finished writing your first draft, you will have a collection of small essays on the various aspects of the business plan. The next stage is to edit them into a smooth-flowing narrative. The real value of creating a business plan is not in having the finished plan in your hand; rather, the value lies in the process of researching and thinking about your business in a systematic way. The act of planning helps you to think things through thoroughly, study and research if you are not sure of the facts, and look at your ideas critically. It takes time now, but will help avoid costly, perhaps disastrous, mistakes later. 2 2020年4月19日

Business plan英文版商业计划书

Business plan for the pet market

Miracle Nov－２２－２００９

E X E C U T I V E S U M M A R Y Pets sold on the market today is very large, an increasing number of younger age groups like to keep as pets and to their partners. They not only satisfied with a simple feeding, but also regard them as their parents. Because they have this mentality, the other relevant market came into being and pets - pet grooming, health care and so on. At present, there are already many such institutions abroad; many domestic first-line has also been developed cities, a similar organization, but due to technical reasons, and other aspects of a single national comparison of many of these institutions In developed city markets,there exists a lackage of all-package organization for all kind of pet services.In second line cities,some service organizations for only one kind of pet still have a large market share,but we need a more effective solution to develop market there.For the consideration,our program is to design the market in Nanning,through the program,we can find a more effective way to learn how the pet service market works and how to explore potential business opportunity.

史上最完整的商业计划书模板

. . 商业计划书Business Plan 校园KTV项目名称： 项目负责人：联系方式： 班级：学号： 项目成员及所在班级：

保密承诺 本商业计划书内容涉及商业秘密，仅供内部成员和有资助意向的单位或个人审阅，请收到本商业计划书的人做出以下承诺： 妥善保管本商业计划书，未经策划本团体同意，不得向第三人公开本商业计划书涉及的商业秘密。 承诺人签字： 年月日 目录 概要 (1) 第一部分企业基本情况 (2) 第二部分企业管理层 (4) 第三部分市场分析 (7) 第四部分产品或服务 (10) 教育资料word . . 第五部分营销策划 (12) 第六部分财务计划 (14)

第七部分融资及退出 (17) 第八部分风险及控制 (18) 第九部分项目实施进度 (19) 第十部分附件 (20)

概要 _________________ ___________________________ ___ 第一部分企业基本情况 教育资料word . . 一、企业基本情况 企业已设立为或将登记为哪种形式： 【】个体工商户 【】个人独资企业 【】合伙企业 【√】有限责任公司 【】股份有限公司 【】其他（含学生模拟公司） 企业名称：

营业范围： KTV、饮食 成立时间： 注册地点： 企业住址： 二、企业资本 企业资本总额： 首期到位资本：，现金占总资本中的比例： % 企业资本是由以下股东/合伙人/出资者出资组成的：

教育资料word . . 三、企业沿革 四、企业要实现的目标 1．占领大学生娱乐市场、生活区居民娱乐市场、工厂区职工娱乐市场2．全省各市、区连锁经营 3．占有KTV市场的52%以上市场份额 五、企业内部资源 1，

商业计划书(Business Plan)

商业计划书（Business Plan） 目录 [隐藏] 1 什么是商业计划书？ 2 商业计划书的内容 3 商业计划书的作用？ 4 商业计划书的主要编写格式 5 撰写商业计划书应注意的几个问题 6 《商业计划书》规范化格式 7 商业计划书范本 7.1 东盛步行街招商计划书 7.1.1 第一部分招商策划 7.1.2 第二部分招商计划 8 相关条目 [编辑] 什么是商业计划书？ 商业计划书，英文名称为Business Plan，是公司、企业或项目单位为了达到招商融资和其它发展目标，在经过前期对项目科学地调研、分析、搜集与整理有关资料的基础上，根据一定的格式和内容的具体要求而编辑整理的一个向投资者全面展示公司和项目目前状况、未来发展潜力的书面材料。商业计划书是以书面的形式全面描述企业所从事的业务。它详尽地介绍了一个公司的产品服务、生产工艺、市场和客户、营销策略、人力资源、组织架构、对基础设施和供给的需求、融资需求，以及资源和资金的利用。 编写商业计划书的直接目的是为了寻找战略合作伙伴或者风险投资资金，其内容应真实、科学的反应项目的投资价值。一般而言，项目规模越庞大，商业计划书的篇幅也就越长；如果企业的业务单一，则可简洁一些。一份好的商业计划书的特点是：关注产品、敢

于竞争、充分市场调研，有力资料说明、表明行动的方针、展示优秀团队、良好的财务预计、出色的计划概要等几点。在申请融资时，商业计划书是至关重要的一环，无论申请对象是风险投资机构或其他任何投资或信贷来源。因此，商业计划书应该做到内容完整、意愿真诚、基于事实、结构清晰、通俗易懂。 [编辑] 商业计划书的内容 商业计划书应能反映经营者对项目的认识及取得成功的把握，它应突出经营者的核心竞争力；最低限度反映经营者如何创造自己的竞争优势，如何在市场中脱颖而出，如何争取较大的市场份额，如何发展和扩张。种种“如何”是构成商业计划书的说服力。若只有远景目标、期望而忽略“如何”，则商业计划书便成为“宣传口号”而已。 商业计划书包含的范围很广，但一般离不开以下题目：经营者的理念、市场、客户、比较优势、管理团队、财务预测、风险因素等等。对市场的分析应由大入小，从宏观到微观，以数据为基础，深刻的描述公司/ 项目在市场中将争取的定位。对比较优势，应在非常清楚本身强弱情况及竞争对手的战略而作分析。至于管理团队，应从各人的背景及经验分析其对公司/ 项目中不同岗位的作用。财务预测是最关键的，应将绝大部分的假设及其所引致的财务影响彻底的描述及分析。当然，假设是不确定的，但有理据的假设加上严谨的逻辑思维及系统的演示方法，将可大大地增强可信性。虽知道绝大部分人都有倾向成功的心态，只要道理明白，不浮夸，自然会让人相信的。风险因素最能显示经营者是否真的明白自己的生意，风险因素多不等于该生意不该做，关键是如何控制或回避风险，能将控制或回避风险的手段交代清楚，是代表成功的重要一步。 通过编写商业计划书，经营者会更了解生意的整体情况及业务模型，亦能让投资者判断该生意的可盈利性，它是市场融资的一种关键工具。 [编辑] 商业计划书的作用？ 制定商业计划书有很多作用。其中最重要的有以下几条： 1、达到企业融资的目的

史上最完整中小企业商务计划Business Plan(附财务报表)

Business Plan of FairNature GmbH Submitted to: Miller Bank Adress:xxxxx FairNature GmbH Address Tel

FairNature GmbH Address Tel Mail Mr David Miller President Miller Bank Address Germany June, 1st 2015 Dear Mr Miller, Thank you for our meeting on Thursday, 28th May 2015. As already discussed, I hereby hand in a detailed business plan for our business idea FairNature GmbH in order to apply for a loan in the amount of € 60.000 from your bank. I hope you will be convinced of our concept and consider the loan I am asking for. According to our market analysis and financial calculations I will be able to pay back the loan within 36 months at the proposed annual interest rate of 7.15 %. Nowadays, environmental protection plays an important role in our society and becomes a primary mission in the life of daily citizen. FairNature GmbH creates an exceptional solution to enable the German society an environmental-conscious lifestyle. With our optimal do-it-yourself concept, FairNature GmbH will set itself apart from the crowd and set the milestone to succeed in the German furniture market and the do-it-yourself branch. With reference to the currently growing trend of environmental-friendly commodities, we are convinced that our product is going to arouse interest. I am looking forward to discussing our business idea with you in person. Yours sincerely, XXX Achenbach FairNature GmbH

客户经营计划AccountBusinessPlan

客户经营计划 A c c o u n t B u s i n e s s P l a n 文稿归稿存档编号：[KKUY-KKIO69-OTM243-OLUI129-G00I-FDQS58-

撰写：客户 组 （组员） 核实：客户 组 （组长） 日期： 年 月 日 客户经营计划 Account Business Plan Part 1 财务： 1、 请填写下表 2000actua(实际) 2001proj （预期） 2001 vs 2000（相比） Billings(营业额) Income%（毛收入） Gross profit margin （净利润率） 对于2000年的收入及2001的预期是否满意，为什么？ 2、 付款条件说明 a 、 佣金比例 b 、 付款票期 c 、 制作费收费标准 平面创意费：报纸全版 约 元 客户经营计划 Account Business Plan 【最新资料，WORD 文档，可编辑修改】

平面制作费：报纸全版彩色约元 影视创意费： 其他费用： （详细见收费标准文件） 不能执行收费基准的原因： （AE） （AM） Account business plan 范围 这份计划书主要针对我们在业务上的四个关键层面—财务、产品、客户关系和作业过程管理。 其内容涵盖两个部分；第一个部分用来检验我们的现况，第二个部分需要你详细写出2001年主要的优先次序，以及行动。而相关的绩效成果将列入评估中。 这些主要的优先次序，应与作业小组伙伴共同讨论，并最终必须取得总经理的同意。 客户名称： 品牌/产品： 专责AE： 全体小组成员及职责划分： 总经理意见： 时间：

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创业计划书 Busin ess Pla n 项目名称：校园KTV 项目负责人：王燕龙联系方式： 班级： 08地理信息系统学号： 项目成员及所在班级： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 姓名：班级：学号： 保密承诺 本商业计划书内容涉及商业秘密，仅供内部成员和有资助意向的单位或个人审阅，请收到本商业计划书的人做出以下承诺：妥善保管本商业计划书，未经策划本团体同意，不得向第三人公开本商业计划书涉及的商业秘密。

承诺人签字： 年月日 目录 概要 (1) 第一部分企业基本情况 (2) 第二部分企业管理层 (4) 第三部分市场分析 (7) 第四部分产品或服务 (10) 第五部分营销策划 (12) 第六部分财务计划 (14) 第七部分融资及退出 (17) 第八部分风险及控制 (18) 第九部分项目实施进度 (19) 第十部分附件 (20) 概要 _________________ ___________________________ ___ ______________________ ____________ ____________________ _______________________ ________________ _______________ _________________________________ ___ __________________ ________________________ ___ __________________________ _________________________ _ ____________________________ _______________________ __ _____________________________ _____________________ _____ ____________________________ _________________ _________ ____________ ____________ _____________ _____________ ____________________________

Business-plan英文版商业计划书

Business plan for the pet market Miracle Nov－２２－２００９

E X E C U T I V E S U M M A R Y Pets sold on the market today is very large, an increasing number of younger age groups like to keep as pets and to their partners. They not only satisfied with a simple feeding, but also regard them as their parents. Because they have this mentality, the other relevant market came into being and pets - pet grooming, health care and so on. At present, there are already many such institutions abroad; many domestic first-line has also been developed cities, a similar organization, but due to technical reasons, and other aspects of a single national comparison of many of these institutions In developed city markets,there exists a lackage of all-package organization for all kind of pet second line cities,some service organizations for only one kind of pet still have a large market share,but we need a more effective solution to develop market the consideration,our program is to design the market in Nanning,through the program,we can find a more effective way to learn how the pet service market works and how to explore potential business opportunity.

史上最完整的商业规划书模板模板

欢迎阅读创业计划书 Busin ess Pla n 姓名：班级：学号： 姓名：班级：学号： 保密承诺 本商业计划书内容涉及商业秘密，仅供内部成员和有资助意向的单位或个人审阅，请收到本商业计划书的人做出以下承诺： 妥善保管本商业计划书，未经策划本团体同意，不得向第三人公开本商业计划书涉及的商业秘密。

承诺人签字： 年月日 目录 概要 (1) 第一部分企业基本情况 (2) 第二部分企业管理层 (4) _________________________ _ ____________________________ _______________________ __ _____________________________ _____________________ _____ ____________________________ _________________ _________ ____________ ____________ _____________ _____________ ____________________________ _____________________ ______ ___________________________

________________________ ___ ___________________________ __________________________ _ ___________________________ ________________________ ___ ___________________________ ______________________ _____ ___________________________ ___________________ _________ __________________________ ____________________ ________ __________________________ _____________________ _______ _________________________ 成立时间： 注册地点： 企业住址： 二、企业资本 企业资本总额： 首期到位资本：，现金占总资本中的比例： % 企业资本是由以下股东/合伙人/出资者出资组成的：

Business-plan-template 全英商业计划书模板

Business plan for a new business The business plan consists of a narrative and several financial worksheets. The narrative template is the key to the business plan. It contains more than 150 questions divided into several sections. Omit any questions that do not apply to your type of business. When you have finished writing your first draft, you will have a collection of small essays on the various aspects of the business plan. The next stage is to edit them into a smooth-flowing narrative. The real value of creating a business plan is not in having the finished plan in your hand; rather, the value lies in the process of researching and thinking about your business in a systematic way. The act of planning helps you to think things through thoroughly, study and research if you are not sure of the facts, and look at your ideas critically. It takes time now, but will help avoid costly, perhaps disastrous, mistakes later. This business plan is a specific model suitable for high-tech businesses. Before you begin, look atthe 1st section Tailoring the plan. It has tips for fine-tuning your plan to make an effective presentation to investors. If this is why you’re creating your plan, pay particular attention to your writing style. You will be judged by the quality and appearance of your work as well as by your ideas. It typically takes several weeks to complete a good plan. Most of that time is spent in researching and revising your ideas and assumptions. But this is the value of the process. So make time to do the job properly. Those who do so never regret the effort. And finally, be sure to keep detailed notes on your sources of information and on the assumptions underlying your financial data. Tailoring the plan The generic business plan presented should be modified to suit your specific type of business and the audience for which the plan is written. For raising capital For investors Investors have a different perspective. They are looking for dramatic growth, and they expect to share in the rewards: o Funds needed short-term

商业计划书英文可编辑模板(Business Plan)

[YOUR COMPANY NAME] BUSINESS PLAN [YOUR NAME] [YOUR TITLE] [YOUR ADDRESS] [YOUR ADDRESS 2] [YOUR CITY], [YOUR STATE/PROVINCE] [YOUR ZIP/POSTAL CODE] [COUNTRY] [YOUR PHONE NUMBER] [YOUREMAIL@https://www.wendangku.net/doc/ac13477809.html,] [YOUR WEBSITE ADDRESS] [DATE]

Table of Contents Statement of Confidentiality & Non-Disclosure3 Executive Summary4 Business Description4 Products and Services4 The Market4 Competition5 Operations5 Management Team6 Risk/Opportunity6 Financial Summary6 Capital Requirements7 1. Business Description9 1.1 Industry Overview9 1.2 Company Description9 1.3 History and Current Status10 1.4 Goals and Objectives10 1.5 Critical Success Factors10 1.6 Company Ownership11 1.7 Exit Strategy11 2. Products / Services12 2.1 Product/Service Description12 2.2 Unique Features or Proprietary Aspects of Product/Service13 2.3 Research and Development14 2.4 Production14 2.5 New and Follow-on Products/Services15 3. The Market16 3.1 Industry Analysis16 3.2 Market Analysis18 3.3 Competitor Analysis20 4. Marketing Strategies and Sales23 4.1 Introduction23 4.2 Market Segmentation Strategy23 4.3 Targeting Strategy23 4.4 Positioning Strategy24 4.5 Product/Service Strategy24 4.6 Pricing Strategy25 4.7 Distribution Channels26 4.8 Promotion and Advertising Strategy26 4.9 Sales Strategy27 4.10 Sales Forecasts28 5. Development29 5.1 Development Strategy29 5.2 Development Timeline29 5.3 Development Expenses29