Hotel Les Fontaines has a strategy that differs very largely from any of its competitors, as it is one of a kind in its region. The company will focus on delivering a service that provides a more personalized and refreshed service style. There would be more attention to detail especially in the restaurant outlet of which has been proposed as this would be a value added for Les Chalets Des Mosses. Also the operation costs would be lower in the restaurant area compared to rooms, as clients who stay at the hotel are budget guest who like to spend less and in return expect quality service and product.
The hotel operates for ten months throughout the year. The restaurant opens for service during lunch and dinner. For the lunch period simple, smart, and affordable dishes catering to the customers needs will be served. As most of the consumers will be children from ages four to twelve and parents from early thirties to late forties, a menu healthy and enjoyable menu for the guests will be designed. Even though quick service would be offered for lunchtime the quality of the food and service would not be compromised. This would allow for the restaurant to make a good first impression in order to encourage the guest to return to Pomodoro On the other hand, the dinner will have a drastically different objective. The average dish will be more luxuries and elegant and will be served in an a la carte fashion. The atmosphere at dinner will promote a sensational and comfortable time for our guests. Both the hotels image and the restaurant harmonize in theme. The hotel Les Fontaines provides a great experience for the clienteles, enticing them to return to Les Chalets des Mosses.
Hospitality is all about the individual and at Les Chalets des Mosses we pride ourselves on our unique service culture. We are in business to meet our customer’s needs and promises that each guest will be treated with a positive service attitude at every point of contact. From the hotel manager to the cleaner and everyone else in-between plays a vital role in delivering a memorable guest experience.
The mission of the restaurant is to deliver the most comfortable and soothing experience for the clients. With exceptional service, responsible stewardship, and high quality food an excellent experience can be provided. Therefore, the Pomodoro’s main objective is to focus on the customers’ best interests. Les Chalets des Mosses provides budget travelers and tourists with a choice of excellent hospitality products that offer excellent value for money, while assuring a good return to owners and inspiration to employees.
The main object of Les Chalets de Mosses is to have a return on investment within two years form Pomodoro’s.
Building a loyal customer base and a long-term marketing strategy are what Hotel Les Fontaines is seeking to achieve. Pomodoro is an ambitious concept that is currently, planning on growing and expanding by the year 2020. Also the Pomodoro is trying to aim for eighty to eighty-five percent occupancy rate for the lunch, which will operate for two and a half hours daily. As for dinner Pomodoro’s is trying to attract around seventy to seventy-five percent occupancy. By having a total of hundred twenty seats prepared in the restaurant, the Pomodoro will be the main focus of the company’s F&B branch.
The restaurant has made a completely different transition from its original concept. Not only did the restaurant change in its size, the type of services and it dishes the market segments has also changed. The most effective sales and marketing tactics have been selected to define the restaurant’s image. The name, Pomodoro, is the first major change to help identify the new Italian restaurant that has opened in Les Chalets des Mosses. The restaurant also has a bar, which would play an important role as while guest are waiting for the table they could spend time at the bar. During...
References: Gine. F, Pisano. G, Sorell. M , Szigety. M. (2006). R&D Portfolio Strategy, Diversification And Performance: An Information Perspective. (Doctoral dissertation, Harvard University) Retrieved from http://hbr.org/1979/03/how-competitive-forces-shape-strategy/ar/1
Porter, M. E. (1979). How competitive forces chape strategy. (Doctoral dissertation, Harvard University)Retrieved from http://hbr.org/1979/03/how-competitive-forces-shape-strategy/ar/1
Schmitt, P., Skiera, B., & Bulte, C. V. D. (2011). Why customer referrals can drive stunning profits. (Doctoral dissertation, Harvard University)Retrieved from http://hbr.org/2011/06/why-customer-referrals-can-drive-stunning-profits/ar/1
Schultz, G. C., & Horvath, A. G. (2008). Strategic plan: 2008-2013. Informally published manuscript, Finance & Business, Pennsylvania State
Yankelovich D, Meer D. (2006). Rediscovering Market Segmentation. Retrieved from: http://hbr.org/product/rediscovering-market-segmentation/an/R0602G-PDF-ENG
Please join StudyMode to read the full document