Hotel Moulin a Vent

Topics: Management, Wine, Hotel Pages: 13 (3771 words) Published: June 22, 2013
BAIHTM
Hospitality and Tourism Management
Sustainable Management of Hospitality Enterprises

Lecturer: Mr Willard Tan
Class: BAHT 1
Matriculation Number: 12010689
Submission Date: 25 April 2013
Words: 3200

Executive summary
A long with large quantities of hotel building and developing, there were many problems formed when the hotels operate by different ways. In this report, my aims are founding main problems from Hotel Moulin a Vent and providing solutions to help Hotel seeking a sustainable way for developing . In this report, I will expound the Main Issues in the hotel. Using SOWT and PESTL mode to analyze hotel internal environment and external environment, Hotel facilities changed and developed, Evaluate staff/management structure, Suggest a new operational strategy, Assess the winery and vineyard, and Make recommendations.

Content

1. Introduction……………………………………......………….4 2. Identifying main Issues…………….......…….……..…………5 3. SWOT, PESTL and Whole Year Business Case.......... ............8 4.Facilities Improvement ...............................................................12 5.Management Structure and leadership …………………........14. 6.Operational Strategy...................................................................16 7. Winery, Vineyard And Importance of Wine Industry……….17 8. Work Philosophy……………………………………………….18 9. Conclusion....................................................................................19 10.. References List……………………………………………….20

1.Introduction
Hotel Moulin a Vent is a French hotel in burgundy which has 100 years history and has own vineyard and winery. The hotel surrounding is quite good since It is next to beautiful scenery. The hotel facilities has long time unchanged and only one restaurant in the hotel need to handle all dining events. The “single-season business” operational strategy has been used for long time and the hotel losing money in business in recent years. The staffs work neither effectively nor efficiently and the current manager dislike take responsibilities to hotel operation and management. Moreover, the current manager discouraged year-round opening and did not develop both vineyard and winery. The hotel has changed a new proprietors goes to Al-Majir family in recent months. It is should a good news to Hotel Moulin a Vent to helps the old hotel rejuvenation.

2. The Main Issues Identification.
There has been a downturn of the hotel business which is reflected by a decreased turnover last four years. In the following sections, we are going to discuss which departments are most probably responsible for it. There are main three issues. 2.1Sales department:

I have noticed that there is a big issue regarding the hotel sales department on their advertising channel. Sales department, which is an important division targeting at an increasing turnover, uses no dedicated website and very little formal advertising which can be considered nonfeasance. Despite of a relatively remote location, the hotel still use word-of-mouth activity as main channel to attract guests which makes the low guest flow volume understandable. Potential guests get no idea of our delicious food, exquisite facilities and fantastic service since all the information is not available through our existing advertising channel. Consequently, guests would not choose Hotel Moulin a Vent neither for accommodation nor for dining.

2.2Human resource (HR) department:
HR problems are about staff management and development. HR job is not only to recruit good employees ,find potential staffs and keep hotel regulations but also to offer professional training ,mobilize the staff's working enthusiasm, guide staff work, and concentrate on hotel development. 2.2.1Under performed manager

During my stay, I found that the current manager, Mr. DuPont, who is quite lazy and dislike taking responsibilities. As a manager, who is considered a symbol of role model, he could not behave...
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