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Target Customer Market of Parkview Restaurant


DT/CP

3.13

3.55

-0.42

-6.26

Profit/loss

2.13

2.55

-0.42

-8.93

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Table 2.7 Comparison of business situation in the second quarter of 2016 and the second quarter of 2017 at Parkview restaurant

(Source: Provided by New World Saigon Hotel's Food and Beverage Department)

Comment:

Through the above table, we can see that the restaurant's revenue, expenses and profits have been unstable over the years. Specifically, the monthly figures in the second quarter of 2016 and 2017 have been increasing and decreasing continuously.

Revenue and profit in 2017 seemed to decrease compared to 2016, but restaurant expenses tended to increase.

The number of diners coming to the restaurant increases and decreases unevenly throughout the year, causing the number of chair rotations to decrease. The restaurant also has many policies to attract more customers to the restaurant in the future.

Number of seats: In the past 2 years, the number of seats in the restaurant has not changed, only 210 seats. With the current number of seats, the restaurant ensures good service for guests staying, visitors, etc.

The number of chair rotations at Parkview restaurant depends on the fluctuation of customers because the number of restaurant seats over the years has not changed specifically:

In April 2017, the average number of customer service chair rotations per day was 3.76. In the same month of April 2016, the average number of customer service chair rotations per day was 4.37.

In May 2017, the number of chair rotations was only 2.97, but in the same month of May 2016, the number of chair rotations reached 3.10 rotations per day.

In June 2017, the number of customers coming to the restaurant decreased, but the number of chair rotations increased by 3.34 times compared to June 2016, the rotation efficiency reached 3.38 times. Thereby, we can see that the efficiency of using the restaurant's chair rotation in the second quarter of 2016 was more effective than the second quarter of 2017.


Revenue/Cost indicator: this indicator always fluctuates over the months of 2017, specifically in April, spending one dong of cost brings in 2.97 dong of revenue, in May, spending one dong of cost brings in 3.96 dong of revenue, and in June, spending one dong of cost brings in 3.13 dong of revenue. However, the Revenue/Cost indicator of April, May, and June 2017 decreased compared to 2016 (April decreased by 0.48 dong, equivalent to a decrease of 7.44%; May decreased by 0.11 dong, equivalent to a decrease of 1.38%; June decreased by 0.24 dong, equivalent to a decrease of 9.83%).

Profit/cost indicator: also fluctuated over the months of 2017, specifically this fluctuation was that in April, spending one dong of cost brought in 2.44 dong of profit, in May, spending one dong of cost brought in 3.07 dong of profit, and in June, spending one dong of cost brought in 2.55 dong of profit. Similar to the revenue/share indicator, the profit/share indicator of April, May, and June 2017 decreased compared to 2016 (April decreased by 0.48 dong, equivalent to a decrease of 10.81%; May decreased by 0.11 dong, equivalent to a decrease of 1.83%; June decreased by 0.24 dong, equivalent to a decrease of 8.93%).

Through analysis, it can be seen that in the second quarter of 2017, Parkview restaurant actually had less effective business operations than in the second quarter of 2016. It can only be seen that in May 2017, the restaurant had a sudden increase in revenue and profit because during the holidays, many customers organized celebrations, so the restaurant took advantage of that to save the revenue of the remaining months. And a further reason is that the person taking over the management of Parkview restaurant is quite young and new, so running a large restaurant is a bit difficult, not yet adapted to arranging the human resources, causing a decrease in revenue and profit of the restaurant.

2.9 Target customer market of Parkview restaurant

Up to now, Vietnam has established diplomatic relations with more than 185 countries in the world and most of the important international organizations, has trade relations with more than 224 countries and territories, signed 80 bilateral investment promotion and protection agreements. The results achieved in foreign affairs have created a legal framework to expand international economic relations, including international tourism relations, which is an important basis to attract foreign tourists, especially tourists coming to find business opportunities.


This has created the MICE market in Vietnam. More than anywhere else, Ho Chi Minh City is the most dynamic economic development area in the country. This is the market that will bring the highest efficiency not only to the tourism and hotel industry but also the driving force for many other economic sectors to develop together. However, in Ho Chi Minh City, there is no place specializing in organizing MICE at the international level. Seizing this opportunity, New World Saigon Hotel in general and Parkview Restaurant in particular have been focusing on exploiting this market.

Through on-site training courses at Parkview restaurant and research on the hotel's customer situation, the author found that business (official) guests of the hotel are one of the main customers of the restaurant, these customers come from different countries, different professions and ages. Recently, the number of Chinese guests has been very large, followed by Taiwanese, Japanese, Korean, French, American, and ASEAN (Thailand, Cambodia, Malaysia) guests. Parkview restaurant is considered the main restaurant among all the restaurants in the hotel with a large capacity and annual revenue of over 2 million dollars. The development of Parkview is considered a key point, receiving the attention of leaders at all levels. In addition, Parkview is also partly responsible for the development process of the hotel's MICE market segment.

In addition, domestic and foreign tourists are also a significant number of customers. Therefore, the restaurant will focus on these two customer groups to develop the best service to attract a large number of customers to New World Saigon Hotel.

2.10 Future development orientation of Parkview restaurant

Hotel revenue structure:

Room: 55%

F&B: 35%, of which: Restaurant: 15% Banquet: 20%

Other services: 10%


The annual revenue of the Restaurant department is about 1,200,000 USD. So, the total revenue of the hotel and departments in one year is as follows:

Banquet revenue: (1,200,000*15%)/20% = 900,000 USD F&B revenue: 1,200,000 + 900,000 = 2,100,000 USD Room revenue: (2,100,000*55%)/35% = 3,300,000 USD

Other service revenue: (2,100,000*10%)/35% = 600,000 USD

Total revenue = Room revenue + F&B revenue + Other service revenue

= 2,100,000 + 3,300,000 +600,000 = 6,000,000 USD

Like all other hotels, room revenue of New World Hotel accounts for the largest proportion. Because, room is the core product of the accommodation business. In addition, F&B and Services have also contributed to bringing a large source of revenue for the hotel.

Currently, the hotel's facilities and equipment have shown signs of deterioration, so its competitive advantage has decreased compared to hotels of the same class in the city center as well as hotels that were established later. At the same time, most of the staff here are old, they have been with the hotel since its inception. Therefore, the current status of the staff needs a "rejuvenation" policy. To do this, the hotel needs many policies to attract human resources, especially high-quality human resources. Currently, New World Hotel is planning to upgrade and renovate the banquet halls scheduled to take place at the end of 2017. In addition, the equipment of Parkview restaurant is also being renovated. In the future, Parkview restaurant will have a newer look. Specifically:

About the development orientation of customer objects:

Focus on prioritizing the development and attraction of market groups with high spending capacity for tourism services, with special attention paid to commercial visitors from Japan, Korea, Taiwan, France, the US, etc. This is a low-density market group, so it does not put pressure on resources and the environment, is easy to control, etc., but has the potential to contribute greatly to the total revenue of the tourism industry, and is not affected by seasonal factors in tourism.


Focus on exploiting market groups with the purpose of purely sightseeing, long-term stay, and the ability to go on package tours. This is the dominant market group of Vietnam tourism at present and in the future, accounting for a large proportion, long-term stay, relatively high spending ability, contributing a large part to the total income of the tourism industry. On the other hand, this market group often goes on package tours, so it is easy to control and is not much influenced by the seasonal factor in tourism.

Focus on effectively exploiting potential markets. In addition to the traditional markets (mentioned above), in the coming years, Vietnam Tourism needs to aim to exploit a number of potential markets well. These are some markets that tend to go to Southeast Asia, have a preference for blue beaches, warm sunshine all year round to enjoy sea tourism products, combined with sightseeing, shopping... (such as the markets of Russia, Ukraine, Eastern European countries, Northern European countries...).

Prepare the necessary conditions to exploit tourism markets according to special topics. This is a market group with high financial capacity, high education and intelligence..., they are willing to pay a large amount of money to feel and experience the service, so the restaurant must focus on the service process.

Regarding the development orientation of service products - promotion programs:

Focus on investing in unique and distinctive facilities and equipment that can create a difference. Products and services from food, drinks, and space must be unique, of high quality, and competitive in the regional and international markets.

Always update customer tastes to create attractive and flexible promotional programs to suit customer groups. Programs change monthly and quarterly to avoid boredom.

About working style orientation

Staff are always full of energy, enthusiasm, confidence with deep knowledge. Train temporary staff in professional skills in the shortest time to ensure that those people can represent and be ready as a consultant for customers whenever they have questions.


2.11 Current status of service process at Parkview restaurant 2.11.1 Preparation before customers come to the restaurant

The afternoon shift will start at 2:30 p.m., restaurant staff will arrive at the hotel in advance, receive uniforms from the laundry department, change into uniforms and apply light makeup (for female staff). Staff must be present at the restaurant ready to work no later than 2:20 p.m. to receive handover from morning shift staff.

Each employee is equipped with a separate magnetic card, bearing that employee's number. Employees will use the magnetic card to scan through the time machine located in the security area in front of the employee changing room. Employees can only start working hours when they are ready for their shift and end working hours when they complete their shift.

The prescribed dress code for a waiter at Parkview restaurant includes:

Long-sleeved white shirt, collared for men and women.

Dark green trousers.

Apron served in the same color as the pants.

Black dress shoes and black socks.

Previously, for casual workers and trainees, they were only supported with white shirts, black vests and service aprons, while black trousers and leather shoes were provided by the staff. For official staff, the hotel will provide full uniforms, depending on the quality of the uniforms, there will be a usage period and new equipment for official staff (from 1 to 2 years). But starting from May 2017, changing to new uniforms to create a stylish, youthful and dynamic look for the staff, the hotel supports most of the staff, including casual workers and trainees. That encourages the working spirit of the staff when wearing new, comfortable uniforms.



Figure 2.4 Old uniforms of waiters at Parkview restaurant

Figure 2.5 New uniforms of waiters at Parkview restaurant


The following are details of the professional image standards for employees working at Parkview restaurant:

Gender

calculate

Hair

Face

Nail

Page

serve


- Neatly combed

- Clean.


- Cut neatly.

- Wear the same


neat, clean. Style

- Shave

each

- No longer than

service of


simple hair

day.


tip of finger

hotel.


- No dyeing



hand.

- Clean and


white and light color



- No paint

ironed


- Hair below forehead



nail.

straight


right on the eyebrow




- Black socks


- Kitchen staff:




smooth, long


always wear a hat when




ankle


prepare food






- Sideburns are not long





Male

too earlobe






- Hair uncovered






ear and not






touch collar. Always






gel hair






neat





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