The birth of Pearl River Hotel is a story about the appearance of the hotel business in Hai Phong, in the context of our country joining the WTO. Director of H&H Co., Ltd. Nguyen Van Hung said that after 5 years of establishment, the company boldly switched to the hotel business with all the confidence in the development of Hai Phong, especially the tourism industry. With 100% domestic capital, the company invested 6 million USD to build a 9-storey international 4-star hotel located on an area of 10,000,000m2 . The entire design and construction of the project were carried out by French engineers, along with the impressive beauty of modern and unique architecture with a prominent French style on the
urban space stretching out to the sea. In particular, the hotel is located in a very ideal location: less than 5 minutes drive from the city center, Cat Bi airport, and the international exhibition center; National Highway 5 connects Hai Phong with neighboring provinces. The hotel is located on Highway 353 - the main road leading to Do Son - where visitors can immerse themselves in the sea breeze, relax in a space full of sunshine and wind. In particular, the hotel is built quite close to Do Son International Golf Course, Cau Rao 2 area is an important traffic route connecting Hai Phong to Hai Duong, Hanoi, Nam Dinh ...
Pearl River was voted by Traveling Magazine (a publication of the association of travel journalists) as one of the 99 golden hotels in Vietnam . Currently, Pearl River is one of the most beautiful hotels in Hai Phong with 101 rooms meeting the standards of a 4-star international hotel, equipped with synchronous facilities and technical facilities.
- Unit name: BEST WESTERN PEARL RIVER HOTEL
- Address: Km 8, Pham Van Dong Street, Duong Kinh District, Hai Phong City.
- Phone: 0313.880.888; Fax: 0313.880.688
- Website: www.pearlriverhotel.vn
- Email: info@pearlriver.vn
As a 4-star international hotel, Pearl River's technical facilities are very modern and high-class, with a system of 101 rooms built in French architecture with 9 floors, equipped with most of the luxurious and synchronous amenities from all departments. All have created a unified whole in terms of space and unique style of the hotel.
2.1.2. Organizational structure
* Organizational chart
Through the diagram, we can see that the organization of Pearl River Hotel is organized according to the functional linear model. Accordingly, the General Director holds the decision-making power and is responsible for the hotel's business activities. Under the director are other departments, each with its own functions and tasks based on the implementation of the hotel's common goals.
a) General functions of the hotel
- Providing room rental services, processing and serving food and beverage needs for guests and providing other services.
- Manage and use human resources appropriately.
- Manage, use and protect the hotel's technical facilities and equipment.
- Business services to bring profit.
b) Functions and tasks of each department:
+ General Manager : manages and operates the hotel's business activities, sets out and implements the hotel's policies and strategies; is responsible for the entire hotel's performance; coordinates the work of the departments.
+ Human resources department : responsible for recruiting employees (including recruiting and selecting internal and external personnel) as well as training programs, employee relations orientation; labor relations and human resource development.
+ Reception department : This is the first and last department to contact guests, considered the face of the hotel; representing the hotel to welcome guests, meet all the needs of guests when staying and see them off. Reception activities play an important role in creating the first impression of guests about the hotel. Through the reception, guests can evaluate the quality of the hotel whether it is good or not. At the same time, through reception activities, the hotel knows the needs of guests and stimulates their needs so that the hotel can achieve a successful business strategy.
+ F & B department (restaurant, bar, kitchen): the main function and task of this department is to sell food and drinks at the restaurant for customers; ensure hygiene requirements as well as food safety for customers, creating a good impression of the hotel for customers. Through serving food and drinks,
The F&B department will help the hotel understand the dining needs of diners as well as make appropriate changes in the business process.
+ Technical department : performs the function of managing the hotel's technical facilities, providing the necessary technical conditions for the hotel to operate normally and ensuring the quality of hotel services. The main job is to plan the management of operations, maintenance, repair, and renovation of civil electrical equipment, electronics, water supply and drainage, mechanics, vehicles, appliances, and household appliances of the entire hotel.
+ Finance and accounting department : the traditional role of the accounting department is to record financial transactions, prepare and interpret periodic reports on the results of operations achieved. Regular tasks include preparing payroll, accounting for revenues and expenses. This function is the responsibility of the assistant financial controller. In addition, the accounting department also has functions related to other areas of the hotel: That is cost accounting and controlling the costs of all operations in the hotel. In fact, this work belongs to the cost & price control department rather than the accounting department. The two areas that the restaurant & bar department. This department is also responsible for organizing the implementation of financial strategies, controlling the operating costs of the hotel, cost accounting, accounting for revenue - expenditure issues, checking the bills of expenses and purchases of guests. Take responsibility for balancing the hotel's revenue, issues of employee salaries.
+ Room and housekeeping department : the room and housekeeping department performs the function of renting rooms in the hotel. Guests who register for a room must be received, the status of vacant rooms and rooms with guests must be updated daily. Guests must be responded to immediately by letter or by phone. When guests are in the hotel, the cleanliness of public areas as well as the lobby area must be ensured. If guests have any questions, they must be resolved immediately. These are some of the important functions of the room and housekeeping departments. To perform, the room and housekeeping department is divided into a more specialized job. In many cases, these small units are also considered departmental departments.
• Laundry department: In a very large 500-room hotel, it is responsible for washing and ironing all guest clothes, hotel linens and staff uniforms. Its function is very specialized.
Therefore, it is rare for people with knowledge and skills in laundry operations to move into other areas of hotel operations.
• Front-office: Welcomes guests when they arrive at the hotel to check in and check out. The hotel's telephone operators and guest service communication functions are all located in the Front-office department. The staff in charge of guests' luggage is also in this department.
• Reservations: Receive guests and closely monitor pre-registered rooms at the hotel.
• Room floor department: Responsible for cleaning hotel rooms and public areas in the hotel.
In all its work, the housekeeping department aims to maintain consistent standards and impeccable room service - which is reflected in guest satisfaction. The role of the housekeeping department is therefore very important and can be compared to the kitchen and restaurant departments. In terms of number of employees, the housekeeping department is one of the largest departments in the hotel.
+ Sales & Marketing Department : Sales & Marketing is one of the most important departments, a bridge between the hotel and customers. If the sales department operates well and effectively, the hotel will survive and develop strongly. It can also be understood that when there are guests, other departments in the hotel can operate. Hotel sales always proactively observe and monitor the market, fluctuations in the customer situation to innovate the hotel's services to suit the tastes of customers and come up with many new ideas to attract more guests to the hotel. In addition, Sales is the person who has a good relationship with the press, media, fairs... to promote the hotel. At Pearl River Hotel, the Sales & Marketing department not only sells services and creates relationships with guests, but they also have the opportunity to experience other jobs, such as foreign affairs with competent state management agencies: inspection and examination teams from the Department, General Department of Tourism to evaluate services, food safety and hygiene teams from the Department of Health, Police, immigration..., or receiving foreign delegations from superiors.
+ Information technology department : ensures the maintenance of information and communication networks for the hotel, maintains the hotel's website, and ensures information is continuously updated.
+ Spa Department : Health care, relaxation for everyone with the comfortable and luxurious Wellness & Fitness Spa area with multi-function gyms, swimming pools, saunas, and massage rooms.
+ Security department : ensures the safety and security of the hotel as well as the safety of guests, properly performs the responsibility of checking and managing, and presents documents when entering and exiting the hotel for outsiders when working at the hotel.
With the reasonable and clear allocation and assignment of work to each department, the hotel's operations run smoothly and rhythmically, without overlap or delay. The relevant departments always coordinate together to achieve the best work efficiency, shortening cumbersome procedures and steps. This is especially meaningful when Pearl River is an international-class hotel, a professional working style will bring the highest efficiency in business operations as well as customer satisfaction.
2.1.3. Hotel market
First of all, it must be affirmed that the hotel's guest market is mainly international guests. Of which, business guests, officials, visitors, and conference guests (Business) account for a fairly high proportion. Next is the group of tourists on high-end tours for the purpose of sightseeing and relaxation.
a) International tourist market:
* For Asian guests , the hotel focuses mainly on Chinese and Japanese guests. This is not a coincidence because in recent years, the number of Chinese and Japanese enterprises investing in Hai Phong is quite large. A number of Chinese and Japanese companies and enterprises are also researching the market in Hai Phong. Grasping this situation, the hotel has had the right strategies in attracting these two demanding customer markets and has had significant successes.
* For European and other customers , the hotel focuses on two main customer markets: Europe and North America. These are two fairly stable customer markets for the hotel. In addition, these customer markets all have stable spending levels and quite high consumption for tourism services.
b) Domestic tourist market:
For domestic guests coming to Hai Phong, they have many choices with hotels at reasonable prices. Therefore, the hotel's domestic market focuses mainly on guests with high spending and consumption levels, and business travelers.
In the coming years, to attract a diverse range of customers, hotels need to have more product policies, pricing policies and promotional programs.
2.1.4. Business results
Since its establishment, Pearl River has always strived to improve itself to become a leading hotel in Hai Phong. With the efforts of the management board as well as all employees, Pearl River from a young hotel has achieved significant success in its business activities. With the development of the tourism industry in general and the hotel business in particular, in recent years, the hotel's business activities have also achieved significant success. In addition to the main activity of accommodation business, the hotel also has additional business activities, in order to make the most of human resources as well as the infrastructure system. According to the 2011 tourism accommodation business performance report, the hotel achieved revenue of 23,926,218,879 million VND, of which revenue from the accommodation department was 16,172,542,517 million VND. This is quite an impressive number in the context of many fluctuations in the world economy in general and in the country in particular.
Table 2.1. Accommodation business performance results table in 2011
Category
Unit | Revenue | Rate (%) | |
1. Total revenue | Million Dong | 23,926,218,879 | 100 |
- Accommodation | Million Dong | 16,172,542,517 | 67.6 |
- Restaurant | Million Dong | 7,709,331,142 | 32.2 |
- Other services | Million Dong | 44, 345,220 | 0.2 |
2. Total number of days Guest | Guest Day | 17966 | 100 |
- International | Guest Day | 13646 | 76 |
- Domestic | Guest Day | 4320 | 24 |
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Identify Rating Levels and Rating Scales
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of the islanders. Therefore, this indicator will be divided into two sub-indicators:
a1. Natural tourism attractiveness a2. Cultural tourism attractiveness
b. Tourist capacity
The two island communes in Quan Lan have different capacities to receive tourists. Minh Chau Commune is home to many standard hotels and resorts, attracting high-income domestic and international tourists. Meanwhile, Quan Lan Commune has many motels mainly built and operated by local people, so the scale and quality are not high, and will be suitable for ordinary tourists such as students.
c. Time of exploitation of Quan Lan Island Commune:
Quan Lan tourism is seasonal due to weather and climate conditions and festivals only take place on certain days of the year, specifically in spring. In Quan Lan commune, the period from April to June and from September to November is considered the best time to visit Quan Lan because the cultural tourism activities are mainly associated with festivals taking place during this time.
Minh Chau island commune:
Tourism exploitation time is all year round, because this is a place with a number of tourist attractions with diverse ecosystems such as Bai Tu Long National Park Research Center, Tram forest, Turtle Laying Beach, so besides coming to the beach for tourism and vacation in the summer, Minh Chau will attract research groups to come for tourism combined with research at other times of the year.
d. Sustainability
The sustainability of ecotourism sites in Quan Lan and Minh Chau communes depends on the sensitivity of the ecosystems to climate changes.
landscape. In general, these tourist destinations have a fairly high level of sustainability, because they are natural ecosystems, planned and protected. However, if a large number of tourists gather at certain times, it can exceed the carrying capacity and affect the sustainability of the environment (polluted beaches, damaged trees, animals moving away from their habitats, etc.), then the sustainability of the above ecosystems (natural ecosystems, human ecosystems) will also be affected and become less sustainable.
e. Location and accessibility
Both island communes have ports to take tourists to visit from Van Don wharf:
- Quan Lan – Van Don traffic route:
Phuc Thinh – Viet Anh high-speed boat and Quang Minh high-speed boat, depart at 8am and 2pm from Van Don to Quan Lan, and at 7am and 1pm from Quan Lan to Van Don. There are also wooden boats departing at 7am and 1pm.
- Van Don - Minh Chau traffic route:
Chung Huong high-speed train, Minh Chau train, morning 7:30 and afternoon 13:30 from Van Don to Minh Chau, morning 6:30 and afternoon 13:00 from Minh Chau to Van Don.
f. Infrastructure
Despite receiving investment attention, the issue of infrastructure and technical facilities for tourism on Quan Lan Island is still an issue that needs to be resolved because it has a direct impact on the implementation of ecotourism activities. The minimum conditions for serving tourists such as accommodation, electricity, water, communication, especially medical services, and security work need to be given top priority. Ecotourism spots in Minh Chau commune are assessed to have better infrastructure and technical facilities for tourism because there are quite complete and synchronous conditions for serving tourists, meeting many needs of domestic and foreign tourists.
3.2.1.4. Determine assessment levels and assessment scales
Corresponding to the levels of each criterion, the index is the score of those levels in the order of 4, 3, 2, 1 decreasing according to the standard of each level: very attractive (4), attractive (3), average (2), less attractive (1).
3.2.1.5. Determining the coefficients of the criteria
For the assessment of DLST in the two communes of Quan Lan and Minh Chau islands, the students added evaluation coefficients to show the importance of the criteria and indicators as follows:
Coefficient 3 with criteria: Attractiveness, Exploitation time. These are the 2 most important criteria for attracting tourists to tourism in general and eco-tourism in particular, so they have the highest coefficient.
Coefficient 2 with criteria: Capacity, Infrastructure, Location and accessibility . Because the assessment area is an island commune of Van Don district, the above criteria are selected by the author with appropriate coefficients at the average level.
Coefficient 1 with criteria: Sustainability. Quan Lan has natural and human-made ecotourism sites, with high biodiversity and little impact from local human factors. Most of the ecotourism sites are still wild, so they are highly sustainable.
3.2.1.6. Results of DLST assessment on Quan Lan island
a. Assessment of the potential for natural tourism development
For Minh Chau commune:
+ Natural tourism attractiveness is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12.
+ Capacity is determined as average (2 points) and the coefficient is quite important (coefficient 2), then the score of Capacity criterion is 2 x 2 = 4.
+ Exploitation time is long (4 points), the most important coefficient (coefficient 3) so the score of the Exploitation time criterion is 4 x 3 = 12.
+ Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points
+ Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points.
+ Infrastructure is assessed as good (3 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 3 x 2 = 6 points.
The total score for evaluating DLST in Minh Chau commune according to 6 evaluation criteria is determined as: 12 + 4 + 12 + 4 + 4 + 6 = 42 points
Similar assessment for Quan Lan commune, we have the following table:
Table 3.3: Assessment of the potential for natural ecotourism development in Quan Lan and Minh Chau communes
Attractiveness of self-tourismof course
Capacity
Mining time
Sustainability
Location and accessibility
Infrastructure
Result
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
CommuneMinh Chau
12
12
4
8
12
12
4
4
4
8
6
8
42/52
Quan CommuneLan
6
12
6
8
9
12
4
4
4
8
4
8
33/52
b. Assessment of the potential for humanistic tourism development
For Quan Lan commune:
+ The attractiveness of human tourism is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12.
+ Capacity is determined to be large (3 points) and the coefficient is quite important (coefficient 2), then the score of the Capacity criterion is 3 x 2 = 6.
+ Mining time is average (3 points), the most important coefficient (coefficient 3) so the score of the Mining time criterion is 3 x 3 = 9.
+ Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points.
+ Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points.
+ Infrastructure is rated as average (2 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 2 x 2 = 4 points.
The total score for evaluating DLST in Quan Lan commune according to 6 evaluation criteria is determined as: 12 + 6 + 6 + 4 + 4 + 4 = 36 points.
Similar assessment with Minh Chau commune we have the following table:
Table 3.4: Assessment of the potential for developing humanistic eco-tourism in Quan Lan and Minh Chau communes
Attractiveness of human tourismliterature
Capacity
Mining time
Sustainability
Location and accessibility
Infrastructure
Result
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Quan CommuneLan
12
12
6
8
9
12
4
4
4
8
4
8
39/52
Minh CommuneChau
6
12
4
8
12
12
4
4
4
8
6
8
36/52
Basically, both Minh Chau and Quan Lan localities have quite favorable conditions for developing ecotourism. However, Quan Lan commune has more advantages to develop ecotourism in a humanistic direction, because this is an area with many famous historical relics such as Quan Lan Communal House, Quan Lan Pagoda, Temple worshiping the hero Tran Khanh Du, ... along with local festivals held annually such as the wind praying ceremony (March 15), Quan Lan festival (June 10-19); due to its location near the port and long exploitation time, the beaches in Quan Lan commune (especially Quan Lan beach) are no longer hygienic and clean to ensure the needs of tourists coming to relax and swim; this is also an area with many beautiful landscapes such as Got Beo wind pass, Ong Phong head, Voi Voi cave, but the ability to access these places is still very limited (dirt hill road, lots of gravel and rocks), especially during rainy and windy times; In addition, other natural resources such as mangrove forests and sea worms have not been really exploited for tourism purposes and ecotourism development. On the contrary, Minh Chau commune has more advantages in developing ecotourism in the direction of natural tourism, this is an area with diverse ecosystems such as at Rua De Beach, Bai Tu Long National Park Conservation Center...; Minh Chau beach is highly appreciated for its natural beauty and cleanliness, ranked in the top ten most beautiful beaches in Vietnam; Minh Chau commune is also home to Tram forest with a large area and a purity of up to 90%, suitable for building bridges through the forest (a very effective type of natural ecotourism currently applied by many countries) for tourists to sightsee, as well as for the purpose of studying and researching.
Figure 3.1: Thenmala Forest Bridge (India) Source: https://www.thenmalaecotourism.com/(August 21, 2019)
3.2.2. Using SWOT matrix to evaluate Quan Lan island tourism
General assessment of current tourism activities of Quan Lan island is shown through the following SWOT matrix:
Table 3.5: SWOT matrix evaluating tourism activities on Quan Lan island
Internal agent
Strengths- There is a lot of potential for tourism development, especially natural ecotourism and humanistic ecotourism.- The unskilled labor force is relatively abundant.- resource environmentunpolluted, still
Weaknesses- Poorly developed infrastructure, especially traffic routes to tourist destinations on the island.- The team of professional staff is still weak.- Tourism products in general
quite wild, originalintact
general and DLST in particularalone is monotonous.
External agents
Opportunity- Tourism is a key industry in the socio-economic development strategy of the province and Van Don economic zone.- Quan Lan was selected as a pilot area for eco-tourism development within the framework of the green growth project between Quang Ninh province and the Japanese organization JICA.- The flow of tourists and especially ecotourism in the world tends toincreasing
Challenge- Weather and climate change abnormally.- Competition in tourism products is increasingly fierce, especially with other localities in the province such as Ha Long, Mong Cai...- Awareness of tourists, especially domestic tourists, about ecotourism and nature conservation is not high.
Through summary analysis using SWOT matrix we see that:
To exploit strengths and take advantage of opportunities, it is necessary to:
- Diversify products and service types (build more tourism routes aimed at specific needs of tourists: experiential tourism immersed in nature, spiritual cultural tourism...)
- Effective exploitation of resources and differentiated products (natural resources and human resources)
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Business Results of Quang Binh Tourism Industry in the Period 2014 - 2019 -
Business Performance of the Company in the Period 2009–2011 Table 2.1. Business Results of Viet Holiday Travel Company -
Company's Business Performance Results for 3 Years (2018-2020) -
Production and Business Performance Results of La Nga Forestry Company Limited
(Source: Sales Department – Pearl River Hotel)
Through the table of statistics on the hotel's accommodation business performance in 2011, it can be seen that the hotel's revenue was quite high. The total revenue of the entire hotel was 23,926,218,879 million VND, of which revenue from accommodation activities reached 16,172,542,517 million VND, accounting for 67.6% of total revenue; revenue from the restaurant sector reached 7,709,331,142 million VND, accounting for 32.2% and revenue from other services accounted for 0.2%, equivalent to 44,345,220 million VND in the hotel's total revenue structure. The hotel's business sectors are closely related to each other, although they are different in type, they have the same purpose of creating profit. If the accommodation business is effective, meaning the number of guests coming to the hotel is high, this is an opportunity to promote the development of food and beverage services and additional services.
2.2. MICE tourism business activities at Pearl River Hotel
2.2.1. Business conditions
2.2.1.1. Facilities
a) Conference room
With MICE tourism business, Pearl River has a fairly modern infrastructure system. In Hai Phong in recent years, MICE tourism activities have also had significant developments. However, to meet the requirements of this type of tourism, Hai Phong does not have many businesses that can meet. Apart from some hotels located in the city today such as Harbour View, Nam Cuong Hotel, Sea Star Hotel, Hai Phong does not have many ideal locations to organize this type of tourism business. Grasping the market psychology, right from the beginning of construction, Pearl River has focused on investing in the infrastructure system serving the MICE tourism business.
group
. Comes with the system
In addition to the luxurious room system, Pearl River has a system of professional conference and seminar business rooms. Regarding the infrastructure system, the hotel has Ballrooms that can accommodate up to 500 guests with a system of 3 rooms including Diamond, Ruby and Sapphire. All rooms are equipped with modern facilities.
High-class, luxurious and modern equipment, is a suitable place to organize celebrations, wedding parties, product introductions, meetings and exhibitions.
Table 2.2. Hotel conference and seminar room system
Room name
Size (m) | Area (m 2 ) | Festival school (place) | Cocktail party (seating) | Big party (place) | Meeting room (seat) | U-shape (place) | Board (place) | |
Diamond | 10.5 x 20 | 210 | 250 | 225 | 170 | 125 | 65 | 55 |
Ruby | 7 x 15 | 105 | 135 | 120 | 90 | 65 | 35 | 30 |
Sapphire | 5 x 15 | 75 | 90 | 80 | 60 | 45 | 25 | 30 |
(Source: Sales Department - Pearl River Hotel) Looking at the detailed statistics table of rooms at Pearl River Hotel, we can see that the hotel has divided and arranged rooms according to area and size. Moreover, the hotel can serve many different groups of guests (at least 3 meetings at the same time). This increases competitiveness and attracts more customers to Pearl River compared to other hotels.
other hotels in the city.
b) Equipment for conferences and seminars
With a diverse room system, Pearl River is capable of meeting the different requirements of customers in choosing and arranging suitable rooms for different purposes. In the MICE tourism business, the hotel has focused on investing in equipment, sound systems, and lighting for meetings and seminars. All conference and seminar rooms are equipped with modern lighting and sound systems, multi-function projectors, computers, flipcharts, and other convenient equipment. In addition to the above equipment, the hotel also has a sound system, speaker system and connecting wires, a system to avoid mixing sounds when using wireless microphones, and background music (control music). In addition, in each conference and seminar, there are many different types of floor lights and lights such as: lights that shine on a certain area (sports light), lights that shine from the ceiling down as a background (profile light), lights that follow people or moving objects (follow light),