G chatterbox strong brand recognition luxury hotel

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Famous F&B Services (e.g. Chatterbox)) Strong brand recognition Luxury Hotel Big Accommodation Capacity Services provided is similar to competitors Located near to direct competitors
10 Brand Competition Full service hotel Loyalty Program Excellent Hospitality Services Central Location Business Hotel Luxury Hotel Service similar to other competitor Located near to direct competitors Medium size accommodation capacityImplications: Same target market Intense brand competition to outstand direct competitors Alternative for customers Triggers better marketing strategies to attract more guest StrengthsWeaknessesIndustry Competition Strategically located Uniquely designed Good hospitality Service Small accommodation capacity Implications: Emphasize hotel’s focus target market Inspire to provide guests with the hotel culture- “Asian Grace, Warmth and Care”, standing out from its competitors in the industry. Form Competition Large space for family accommodation Kitchen and basic household amenities Standard cleanliness Minimum facilities Implications: Differentiae groups of customers Different customers seeking different needs and types of accommodation. 6.0 TOWS
11 The group has done a very good analysis of the internal and external environment. TOWS Strengths:S1: Strategic location of hotel S2: Award recognitions S3: Financially capable parent company S4: High number of rooms (1077 rooms) S5: Industry recognition (5 stars) S6: High revenue ($78.6m, year 2014) Weaknesses:W1: Ageing & unattractive exterior W2: High prices W3: Lack of Unique Selling Points W4: Generic offerings W5: Limited expansion space W6: Weakening brand status & recognition Opportunities:O1: Increasing tourism arrivals O2: Raise of middle-income households in the region O3: Increased interest in travelling for Gen Y O4: product & technological improvements O5: Non-Asia Pacific travellers S1, S2, S5 - O1: market the brand's recognition and service reliability to potential customers S1 - O2: strategic shopping belt of Singapore easily accessible for guests S2 - O3: tap on rising Gen Y travellers by marketing hotel's prestige and glamour S6 - O4: high revenue enables purchase and improvements of products W2 - O2: target raising income nations W3, W4 - O1, O2: usual amenities may not attract potential customers W1 - O3: old exterior unappealing to young travellers W6 - O3, O4, O5:with the influx of younger travellers and improvements in product offerings, the hotel can tap on such opportunities to build up its brand recognition Threats:T1: Orchard Rd in declining stage of Destination Life Cycle T2: Up & Coming modern hotels T3: Online travel portals that convenience customers in choosing more appealing hotels T4:Economic slowdown T5: Raise of the boutique hotels trend S1 - T2: Orchard's limited space for new hotels is a good limitation for new hotels S3 - T4: Strong parent company able to fund projects and neutralize slowdown effects W1 - T1: As Orchard Rd continues to renovate and improve malls, hotel's old exterior do not match trends W2 - T4

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