A Feasibility Report For K-Hotel Free Essay

1.0 Preventative Maintenance, Refurbishment and Outsourcing

The maintenance management of the hotel will be categorized into two broad categories as follows; planned and unplanned which are best referred to as corrective or refurbishment and preventative maintenance practices (Property Compliance, slide 8). Preventative maintenance entails time-based and condition-based maintenance programs. Time-based maintenance includes routine-preventative, minor and major overhauls as well as special renovation projects while condition-based maintenance includes predictive, constant or periodic monitoring of the condition of key facilities as well as minor renovations (Stipanuk, 2006). Corrective or unplanned maintenance which is commonly called refurbishment refers to those maintenance practices done spontaneously to deal with emerging problems or failures that occur within the hotel environment such as emergency and corrective maintenances.

1.1 On-going preventative maintenance

The ongoing preventative maintenance and refurbishment encompass special projects which are activities done on particular systems upgrading which are undertaken void of altering the interior structure of the hotel in a significant way and this includes activities like elevator upgrades. Minor and major renovations are also components of these ongoing activities. The former refers actions aimed at replacing or renewal of short-term furnishes and finishes of the hotel sections without necessarily having to alter the use or appearance of the place whereas the latter entails actions aimed at the replacement or renewal of the entire furnishes or finishes within the hotel which could extend to modifying the use and appearance of the place (Stipanuk, 2006). A well scheduled ongoing maintenance plan is as follows;

 Frequency  
Location & ItemDailyWeeklyMonthlyQuarterlySemi-annuallyAnnuallyWhat is to be done 
Entrance points      Checking of the area ensuring that revolving doors are in good condition. 
Lobby Bay and Foyer      Checking the appearance and condition. 
Guest corridors      Inspection of all guest corridors to affirm the condition of walls and carpet and apt correction. 
Lighting systems      Check the lighting at parking spots, streets, hallways, and outside the hotel ensuring they are working well.       
Elevators      Inspecting and ensuring that each and every single breaker is working well.       
Drains      Check drains located in the compactor, courtyards to make sure they work well.       
Ventilation systems      Making appropriate replacement of old filters       
Guest rooms      A detailed inspection of all parts such as electric equipment, washrooms, beddings and so forth ensure they are in perfect condition       
Smoke detection systems      Testing and inspecting local ordinance and replacing those which are in defecting condition       
Fire control systems      Check the functionality of the relay station       
Gym and Fitness equipment      Inspect all equipment on the fitness center       
Swimming pool      Check the fencing system, as well as the pH of the water and bacteria level correcting the defects       
Windows      Replace broken screens and  make a record of fogged window panes and doors for replacement.       
  • The guest room should be checked daily since guests frequent it.
  • The entryway, entrance-doors, swimming pool, and elevators should be maintained on weekly basis since entrance affects the impression on the guests as well as the elevators while the swimming pool should be conducive and safe for guests.
  • The reception, restaurant, bar, corridors, kitchen equipment, conference rooms should be checked on a monthly basis.
  • Public lobby washrooms, back-offices, staff washrooms, ought to be inspected on quarterly basis.
  • Housekeeping office, kitchen surroundings, store areas, loading bays, and fire detectors are to be inspected and maintained twice in a year.
  • Staircases, emergency lobbies, and plumbing and boilers should be inspected and maintained annually to meet the needs and expectations of the candidates (Source: Tutor’s classwork exercises).
1.2 Refurbishment

Examples of these minor and major refurbishments are;

  • The replacement of room carpets, paintworks, or furniture furnishes
  •  entire replacement of furniture in a room and even altering the washrooms
  • In addition, restoration practices also form part of the ongoing activities and these are the entire removal of systems in the hotel which is no longer functional as well as refurbishment of useful systems.

The major refurbishments are complex and hence require special skills, therefore, should call for the outsourcing of the maintenance services where an architect is contracted to analyze, evaluate, plan the refurbishment process and cycle, and undertake the demolition (Giebeler, 2009). Similarly, some of the minor renovations could prove labor and time intensive hence requires outsourcing to effect the maintenance appropriately on time and without upsetting the human resource management in the hotel (Lockyer, 2007).

The refurbishment is affected by many factors which include the following. Firstly, the type and occupancy of the room for example, if the room is family or business designed as a business room requires a short refurbishment cycle. K-Hotel being a tourist or leisure hotel, the expected visitors will spend most of their time in their rooms which will make furnishing of the rooms be worn out faster, therefore, necessitating short refurbishment cycles. The type of guests, hotel design, as well as market condition will also affect refurbishment cycles in K-Hotel. Business guests are likely to spend little time in their rooms thus lengthening refurbishment, hotel design needs to be strategic to sunlight to avoid fading, and market competition may require specialized refurbishments to be at par with the rest of the hotels (Maintenance Presentation1, slide 6). In addition, laws and compliance may necessitate specialized refurbishment for example to meet some certain set standards.

1.3 Outsourcing

In order to deliver the above ongoing preventative-maintenance and refurbishments, K-Hotel would consider outsourcing most of these services. K-Hotel stands to benefit from outsourcing; since;

  • They will incur little or no staffing fees.
  • The hotel’s focus is on its management instead of maintenance.
  • K-Hotel will not need any equipment for these services.
  • They will get the services of highly skilled individuals.

However, the hotel loses control over the maintenance staff choice and training, it will rely entirely on the maintenance company’s principles and policies, as well as require external services any time the hotel needs maintenance (Chan et al., 2001). In some cases, however, where fewer skills are required, labor is available, time and financial constraints allow, as well as simple systems are to be renovated, K-Hotel needs to use in-house maintenance. These are where K-Hotel needs to design a maintenance management plan, allocate resources for the same, ensure that the practices are within the current and relevant agreements, as well as adhere to relevant law requirements. 

2.0 Preventative maintenance plan

A preventative maintenance plan for K-Hotel encompasses;

  • A frequent checking of the key systems in the hotel including heating and air circulation.
  • Checking of plumbing and water systems.
  • Checking of electrical and electronic wiring.
  • Checking lighting and safety preparedness systems.
  • The hotel interior decors in furniture, paintworks, hallways, and public lobbies require planned checks.
  • K-Hotel’s exterior such as walls and entrances as well as the hotel staff hallways, service areas, and staff washrooms should also be frequently checked.
  • The hotel’s equipment such as back-of-house equipment, hotel use equipment, as well as guest equipment requires appropriate frequent checking (Maintenance Presentation1, slide 12).

When these are checked, proper maintenance practice is done depending on the professional consideration of their conditions. K-Hotel’s management should consider proper frequency scheduling of preventative-maintenance, for example, conduct them fortnightly and give priority to areas frequented by many people. Special equipment could be inspected yearly. Guest rooms and facilities like swimming pools should be inspected on a daily basis while lighting and security systems ought to be inspected weekly. K-Hotel’s management should be flexible in the scheduling of inspection since some problems may be uncovered during inspections (Raghubalan & Raghubalan, 2015).

2.1 Refurbishment plan scheduling

An appropriate refurbishment plan will be scheduled as determined by K-Hotel’s management with close reference to the market competition and positioning. An appropriate time-frame for K-Hotel to conduct refurbishment on the systems would be as follows.

STEPActivitiesDescriptions
1Plan for a meetingInitiate a meeting where the main stakeholders as project manager, designers, technicians, electricians, and masons meet to discuss a workable refurbishment timetable and schedule
2Apply for consent from city authorityGet in touch with city authority and present the plan for their approval and appropriate advice.
3New guest-room layout planDevelop a practical layout plan which utilizes space well
4Prepare equipment buying planIn consultation with the senior management team, list all the items required, compare prices from many suppliers and choose the best dealer from whom to buy them
5Prepare all tradesmenTogether with the designer, discuss the items to be used as per the plan and get a qualified tradesman and make the bargain with them
6Meet all departmental headsUpdate these heads on the refurbishment plan and deliberate on possible impacts on every department. Come up with solutions to minimize impacts and combine efforts to undertake the plan
7Order of required materialsMake an order of the materials and items needed for refurbishment
8Reception of materials and allocationReceive the ordered materials, and allocate them to all the constructors involved
9Commencement of refurbishmentImplementation of each of the detailed plan in all departments. Notify guest and formally apologize for inconveniences caused
10Inspection of the new roomsOn completion, inspect the quality of all the new rooms to ascertain that they meet the standards
11Termination phase of the planMake the necessary payments, clean each room and floor in readiness for new occupants

In addition, K-Hotel’s management should ensure compliance with the laws on compliance scheduling, safety regulation acts, food regulations, alcohol regulations among others (“Food Safety,” n.d.).

2.2 Security

Every hotel needs to ensure that guests and staff are kept safe at any given time, and ensure to be abreast with current security trends. The security requirements of K-Hotel can be subdivided into three categories; in-room security, overall guest security, and overall staff security. In-room security includes locks to rooms, safes within the rooms, and also hotel staff that accesses guest rooms. Overall guest security refers to securing information of the hotel’s clients, ensuring the personal safety of clients, as well as managing the belongings and luggage of customers within K-Hotel’s premises (“Security self-assessment,” n.d.). On the other hand, overall staff security seeks to address staff when coming into the hotel facility until they depart as well as ensuring their personal safety when they are working within the hotel environment.

There are various security options for K-Hotel to implement which are proper design policies and activities and they include;

  • Modern locks in the guest rooms.
  •  Installing proper lighting within and outside the hotel premises.
  • Using controlled admission, entrance, and exit of the hotel.
  • Using modern security monitoring equipment.
  • Implement safeguarded storage of belongings of the guests.
  • Undertaking a proper training of staff on security policies and measures, as well as keeping the guests informed at all times (“Hotel security,” n.d.).  

In order to meet the security requirements, K-Hotel needs to ensure that;

  • The lighting systems are sufficient.
  • Hotel’s entry and access is controlled where guest only sections are restricted.
  • The doors to guest rooms and key places are secured by card only automatic locks.
  • To distribute cameras and monitoring equipment within the premise as well as ensure that safes in guest rooms are encrypted according to the clients’ needs using the modern security technologies (American Hotel, 2005). More importantly, the staff needs to be trained on the apt security practices since they are the final impact on security issues.
3.0 Property Management System

K-Hotel’s property management system is a platform that will manage its daily running. It incorporates revenue management and sale marketing practices with front-office activities such as reservations, check-ins and check-outs, room allocation, billings, and room rates determination. An integrated property management system that focuses on a smooth customer experience includes services on food and beverages, house-keeping and maintenance management, sales marketing activities, and managing the hotel’s revenue (“What is Hotel PMS?| Oracle,” n.d.). The advantages that such a property management system will offer to K-Hotel are improved abilities for check-ins and check-outs, enhanced hotel-keeping practices, cohesive back-office systems of the hotel that ensure smooth operationalization of finances and billings. The revenue management of the hotel will be enhanced as staff will be empowered; the hotel distribution will be effective as sales will be boosted, and the clients’ data will be best managed which improves marketing targets (Hertzfeld, 2014).

This report compares two PMS which are Clarity and Little Hoteliers.

Clarity Hospitality PMS (Clarity Hospitality Software Solutions Ltd, 2015)

No.FeaturesAdvantages to K-Hotel
Property management software  Includes reservation, group reservations, online integration and publishing, inventory and guests’ management, guest history storage § Automatic guest confirmation, follow-up, flexible packages and promotions. Offers broad accounts on finance, strategic and analytical mapping, Aids in earnings running, budget and debtors management,central manager runs the multi-property, Efficient  browser-based technology, Cloud-based or hotel-based hostingAll time support.  Maximizing profitsIncreased productivity of employeesEnhanced possibility of repeat businessClarity provides apt analysis for decision-makingReduction in menial tasksFinancial management is easyHosting and IT costs are reduced.
Event management softwareMain tasks and reminders are automatedStationery as well as function sheets configuredGraphs and accounts on sales, reservations predictions and so forth.  Makes event management easy, Provides better service to clients, Manages resources efficiently, Performance of data and key metrics is easy to see , Keeps in touch with clients.  
Online reservation Integration  As per the choice of the hotel integrate with multiple travel agents and any Global Distribution System, Without any delay and reliance on manual management it automatically updates with any changes, Retains allocation and free sell inventory, Provides option for the hotel to change prices in order to achieve maximum yield, “Last minute” pricing facility, All new booking automatically update in the Clarity hotel manager.    Gain extra booking for free, Removes the possibility of overbooking, Automatic new entry bookings, Always publishes right entry, Removes cost of manual handlings, Removes manual errors and omissions, Easily publish rates and manage revenue, The hotel has a choice to publish with 1,000 of travel agents and GDS.  
POS solutions  Unlimited POS stations, Easy to update products and processes, Reports are updated in real time, Multiple layouts accessible from one station, In case of communication failure it automatically switches to offline mode. Once the problem is fixed the it updates automatically and resumes, To suit the business it has flexible configuration.    Increases sales because all information is on the finger tips, Very easy for employees to use, It has a fast interface so quick customer service, Excellent hospitality features, Safeguards information in event of failure.  
What Clarity can integrate  Accounting, including Trust Accounting, Building Management systems, Clarity Central Manager and Clarity Central Reservations, Clarity Event and Conference Manager, CRM – data export and exchange pointDatabasesDoor security systemsEmails such as reservation confirmations and follow-upsExportation of XML and data feedsGuests Internet provisionsHTML paperworkLoyalty plansMini-barsFilm and Pay TvManagement of related propertiesOnline Travel agenciesPOSPostal Code lookupRegistration cardsSPA reservation system 

Little Hoteliers PMS (Little Hotelier, 2017)

No.Feature
Front-office system  Offers fast update on-room availability and rates with the help of Little Hoteliers inventory network. It has wholesale upload ability where the hotel can make changes to room-rates, applies promotions and stop sells up to a year in advance, It is a double-booking problem because of automated synchronisation, Aids K-Hotel to know the check-ins and check-outs time of the guest Offers guests with automated confirmation email and post check-out mails Sends mails to the guests for feedbacks Offers accounts on virtually everything such as best reservation sits, occupancy, promotions among others Integrates the reservation application and channel-manager.  
Technology  No need to pay travel agents’ commissions because little hotelier app can be downloaded on the mobile, tablet and desktop, Aids the hotel better by providing the option of high quality photos, Highlights the promotions on the booking engine.  
Channel Manager  No double booking of rooms, Without the fear of over booking, Little Hotelier helps to maximise the revenue, Provides prompt updates, Updates rates and availability across 250+ reservation sites, Commission free booking,  

A good property management system (PMS) will offer a good revenue management which provides a chance for K-Hotel to smoothly undertake their processes by helping segment their market according to targets and current customers, analyze the demand and supply of hotel services in Thorndon-Wellington, predict the shift in demand and supply of the services, utilize the revenue management tools to make market decisions, and monitor as well as evaluate the hotel market (“Property Management,” n.d.). In sales marketing, a good property management system helps in the decision-making of what products and services K-Hotel will offer, pricing of the products and services, how to create awareness for increased demand, availing the hotel, creating customer satisfaction, retaining customers, and earning their loyalty.

PMS Chosen

This report chooses Clarity over Little Hotelier for K-Hotel located in 61 Molesworth Street

Clarity was established in New Zealand in the year 1992 so that it serves the Hospitality business. It considers itself the top PMS and has an office in the United Kingdom (Clarity Hospitality Software Solutions Ltd, 2015).

With knowledge of K-Hotel in 61 Molesworth Street, Clarity is the best-match PMS for usage. This choice is supported by the following reasons;

  • Clarity provides 24/7 support in occurrence of any problem in comparison to Little Hoteliers which has been faced by many grumbles from clients (Capterra, 2017).
  • Clarity and Little Hoteliers are easier in application  but Clarity provides training to employees.
  • Clarity offers automated back-up in occurrence of technical failures while Little Hoteliers do not.
  • Clarity do not only to run guest-rooms but also events and POS.
  • Clarity offers analysis and graphs on every details whereas Little Hotelier offers only a few
  • Clarity aids in managing  inventory and storage of guest history,
  • Clarity aids in integration of events and accommodation and every other division.
  • Clarity can be run on many devices and works efficiently.
  • Albeit the cost of acquiring Little Hotelier is a meagre $116 per month and Clarity goes for $560 per month, advantages and efficiency of Clarity is just worth it.
4.0 Conclusion

K-Hotel is at a vantage position in its industry and has a high potential for growth. In order to accomplish this, the management of ABC property needs to undertake not only the construction but also maintenance practices within the confines of the compliance laws, with regard to market competition, as well as to be atop the customers’ choice of hotels. Proper and modern security practices need to be employed to ensure that the staff and customers enjoy a safe and conducive environment. Sales marketing and revenue management can be best achieved by employing a modern updated and experienced property management system which will not only ease the operations of the hotel but also enhance the customer experience of the clients who will frequent K-Hotel.