july 2009 hand picked hotels gm conference july 2009
TRANSCRIPT
July 2009
Hand Picked Hotels
GM ConferenceJuly 2009
2
Agenda – AM Welcome & Introduction DRW
Financial Update MN
“Clinics” Revenue ManagementRevenue Generation & CaptureConversion Gap
TN / SBMT / RMMN / SF
Debrief from each group
Lunch
July 2009
3
Agenda – PMHR Update DS
e-Commerce Update AW
Energy Saving & Carbon Reduction Commitment
IM
Food & Beverage Conference Update SD / RL
Framework & Being Hand Picked UpdateTable Activity – What’s Next?
Summary & Close DRW
July 2009
Finance Update
Mandy Newton
July 2009
2009 June Results Year-To-Date (17 hotels)
Actuals Budget Prior Year
Occupancy 60.8% 66.3% 63.3%
Average Room Rate £88.80 £102.58 £99.74
Rooms Yield £53.95 £68.00 £63.18
Total Revenue £30,282 k £36,668 k £31,339 k
Gross Operating Income £13,439 k £18,269 k £14,649 k
Gross Operating Profit £4,597 k £8,579 k £6,227 k
Hotel Profit Contribution £4,531 k £8,579 k £6,117 k
2009 June Results Year-To-Date (14 hotels)
Actuals Budget Prior Year
Occupancy 61.5% 66.7% 63.3%
Average Room Rate £91.34 £104.96 £101.30
Rooms Yield £56.13 £69.98 £64.10
Total Revenue £26,085 k £31,648 k £28,541 k
Gross Operating Income £11,567 k £15,740 k £13,248 k
Gross Operating Profit £4,263 k £7,648 k £5,625 k
Hotel Profit Contribution £4,202 k £7,648 k £5,516 k
HPH v. Competitors – KPIs compared to last year
Deloitte Regional UK
HPH
Q1 (6.2%) (2.4%)Q2 (7.2%) (3.8%)Q3 (4.9%) (2.5%)Q4 (1.4%) 1.4%
Q1 (4.2%) (9.5%)Q2 (6.0%) (11.4%)Q3 (6.2%) (8.5%)Q4 (4.1%) (0.3%)
Q1 (10.2%) (11.7%)Q2 (12.8%) (14.8%)Q3 (10.9%) (10.8%)Q4 (5.5%) 1.0%
Average Room Rate
RevPAR
Occupancy
2009 June Year-To-Date Profit Shortfall
2008 Average Room Rate £99.742009 Average Room Rate £88.80Variance (£10.93)
x by number of rooms sold 120,954
= profit deficit of (£1,323 k)
2008 Room Hire revenue £1,820 k2009 Room hire revenue £1,351 k= deficit of (£469 k)
= combined profit deficit of (£1,792 k)
2009 July Profit Shortfall
2008 Average Room Rate £110.642009 Forecast Average Room Rate £100.76Variance (£9.88)
x by number of rooms sold 19,445
= profit deficit of (£192 k)
2008 Room Hire revenue £372 k2009 Forecast Room hire revenue £262 k= deficit of (£109 k)
= combined profit deficit of (£301 k)
2009 August Profit Shortfall
2008 Average Room Rate £109.442009 Forecast Average Room Rate £103.05Variance (£6.39)
x by number of rooms sold 23,752
= profit deficit of (£152 k)
2008 Room Hire revenue £327 k2009 Forecast Room hire revenue £288 k= deficit of (£39 k)
= combined profit deficit of (£191 k)
Average Room Rate 2009 v. 2008
£80.00
£85.00
£90.00
£95.00
£100.00
£105.00
£110.00
£115.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
6 wk average 2009
6 wk average 2008
Room Yield 2009 v. 2008
£40.00
£45.00
£50.00
£55.00
£60.00
£65.00
£70.00
£75.00
£80.00
£85.00
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
6 wk average 2009
6 wk average 2008
Conversion Gap
The expectation is to meet budget conversion
All as a % of revenue except:
Rooms Payroll - Actual lets x Budget Payroll per room
F&B Payroll
- Actual covers x Budget Payroll per cover
HPC (000's)Current Full Year
ForecastForecast based on budgeted activity
Audleys Wood 503 570Brandshatch 595 583Buxted 630 602Chilston 377 408Crathorne 396 409Ettington 730 773Hendon Hall 237 321L'Horizon 1,481 1,550New Hall 584 655Norton 1,471 1,597Nutfield 1,305 1,406Priest House 349 415Rhinefield 1,027 1,080Rookery 665 778Seiont 131 137Wood Hall 559 592Woodlands 1,235 1,314Total 12,275 13,190
Conversion Gap
Budget Timetable
Outline Budget numbers "one-pagers" issued to hotels 17 August 2009
Outline Budget numbers submitted to Sevenoaks 03 September 2009
Discuss outline budget numbers with hotels at business reviews
7th to 11th September 2009
Budget workbooks and user notes issued to hotels - Budget workshops for new FCs and management teams
wc 14th September 2009
Budgets submitted by hotels 12 October 2009
Final Budgets issued to hotels wc 16th November 2009
Finally…
Any questions?
“Clinics”
July 2009
July 2009
Simon M Revenue Management Revenue Generation Conversion GapAndrew Revenue Management Revenue Generation Conversion GapSteve O Revenue Management Revenue Generation Conversion GapMark C Revenue Management Revenue Generation Conversion Gap
Jonathan Revenue Management Revenue Generation Conversion GapSimon D Revenue Management Revenue Generation Conversion Gap
Mervyn Revenue Generation Conversion Gap Revenue ManagementMark W Revenue Generation Conversion Gap Revenue ManagementMartin K Revenue Generation Conversion Gap Revenue Management
Stephen B Revenue Generation Conversion Gap Revenue ManagementMike Revenue Generation Conversion Gap Revenue ManagementRussell Revenue Generation Conversion Gap Revenue Management
Martin Conversion Gap Revenue Management Revenue GenerationAlec Conversion Gap Revenue Management Revenue Generation
Stephen F Conversion Gap Revenue Management Revenue GenerationAled Conversion Gap Revenue Management Revenue Generation
Charles Conversion Gap Revenue Management Revenue Generation
HR UPDATE
Deborah & Corinne
July 2009
E-commerce
Alistair Watts
7th July
Agenda
• Internet Marketing Strategy
• Tools of the trade
• E-commerce dashboard
• Search Engine Optimisation
• Content management
• OWS next steps
• Future projects
How are we doing?
Website Key Performance indicators FY09 YTD at 3rd July.
FY08 FY09 Variance %Bookings 5,800 9,167 +58%Room nights 8,762 13,542 +54%Revenue £1,340,402 £1,812,611 +35%Email DB 76,210 195,209 +156%Visitors 896,153 1,317,435 +47%
Booking
Rate ofConversion
Traffic Generation
Rate Parity (BRAG) Easy to use website, quality of content
Get feedback
User-friendly booking engine
internet marketing
Search Engines
Affiliate Network
Email Newsletters
In-hotel drive to web
Hotel email DB / CRM
Presence on Mega-Travel sites Web-blogs, tripadvisor, virtual tourist
Hotel website Brand website Destination website
Tools of the trade
VISION
E-commerce dashboard
• Google Analytics– Measures website activity
• Visitors• Page views• Traffic sources and referrals• Goals• E-commerce transactions
E-commerce dashboard
Uses for Analytics
• Science vs. Science fiction
• Measure goals
• Analyze conversion funnels to identify potential improvements
• Complement anecdotal feedback with empirical data
Conversion funnel
optimised distribution strategy
Bear Stearns analysts’ research :
• … the so called "50% Factor" – roughly 50% of people that visit the first web
page go to the 2nd page, and only 50% of them go to the 3rd page, and so on.
SEO
SEO Index
• 20 – 30 keywords per hotel
• Each keyword scored 1 – 21
• 1 = best, 21 = worst
• SEO Index = average
SEO Index
SEO
• Using the index we will– Optimize weaker pages– Track improvements to measure success
• More keywords to be added
• Include third party website placement within the index
• Produce a target list of websites to partner with
Content updates
Content updates
• All major requests logged on workflow sheet (e.g. new page)
• 717 requests since Jan’09 (includes e-marketing production schedule)
• Average 6 actions completed per day
Content updates
• Key issues:– Timeliness– Turnaround time– Accuracy & Quality
• Solutions:– People & process– Website workshops– Quality control
Critical path
Event planning 8 wks 7 wks 6 wks 5 wks 4 wks 2 wks 1 wk Event
Identify date & create event x
Update website x
Schedule email x
Email production & distribution x
Event sales x x x x x x
Successful event x
Content updatesContent update request Jan09 to date
Content is key!
• Website = FREE MARKETING
• Each hotel enjoys 10 – 20k visitors per month
• We want to give you control of your website!
EpiServer
Website Workshops
• Content Management System Training– Hotels only to access own pages– Publishing rights restricted (at first)
• Critical path for promotions
• Aligning promotional strategy to website
Website workshops
• South East – 11th August
• Midlands – 18th August
• North – 25th August
• Who should attend?– GM (optional)– Person who is most passionate and has time
available
OWS next steps
• Packages – 30th July– Add on extras– Select special packages
• Availability calendar – 30th July– Monthly calendar with daily BAR– Displays events
• Login – 31st August– Manage opera profile, preferences & subscriptions– Access to restricted content e.g. pdf’s & special offers
Future projects
• Affiliate network
• Link building initiative
• Brochure download
• Things to do
GM’s CONFERENCE 2009
ENERGY SAVING &
THE CARBON REDUCTION COMMITMENT (CRC)
THE STERN REPORT
The effects of our actions on future changes in the climate will have long lead times and what we do now can only have a limited affect on the climate over the next 40 – 50 years.
On the other hand what we do in the next 10 – 20 years will have a profound effect on the climate in the second half of this century and into the next
No one can predict the consequences of climate change with complete certainty; but we now know enough to understand the risks, what has to change is the business as usual (BAU) paths of emissions
What is the significance of this number?
350
Scientific published data shows that any value of carbon in the atmosphere greater than 350 parts per million is incompatible with the planet upon which civilisation was developed,we are now at 389ppm and counting all the more reason to get carbon emissions undercontrol
If nothing is done concentrations of greenhouse gases could reach double pre industrial levels by as early as 2035 committing us to a global rise in temperature of 2°C
Our Carbon Footprint shows we are winning this battle 6 months yr / yr comparisons to date show we are on average 117T/mth less than last year based upon occupancy of 63.3% (2008) and 60.8% (2009) with covers of 545,233 & 556,949 respectively
Site ranking by Energy Emissions
Sites ranked by CO2 Energy efficiency
The Carbon Reduction Commitment
Government aims to reduce carbon emissions by 80% by 2050
• Mandatory cap & trade scheme that comes into effect in April 2010 and linked to a publicised CRC performance league
• How does this affect us?Anyone who uses more than 6000 MWh / year and has their meters read HHM will be required to participate, our usage is over 16,000 MWh and so will be required to participate
• September 2009 Qualification packs sent out by the EA
• April 2010 Start of footprint year and registration period (April – September 2010)
• April 2011 Sees the end of the 1st footprint year and sale of allowances commence to cover 2010/11 & 2011/12 emissions
NB. This is a double sale to cover 1st years actual & 2nd year forecasted. These have to be purchased during April @ £12/T .The money received from all participants is held in a recycling pot for 6 months which according to the Chancellor is non revenue making! Likely to be in the region of £1B
• July 2011Footprint report is due along with our annual report, we also have to surrender the relevant amount of allowances that correspond with our emissions
Example
CO2 emissions based upon current 2009 levels
2010 actual 848T/mth x 12 = 10180T
2011 forecasted 848T/mth x 12 = 10180T
Equates to 20,360T x £12 = £244,320 payable in April 2011 and held for
6 months
This is then paid back + or – 10% depending where we are in the
league table
Subsequent years will be paid on a sliding scale 20% year 2 up to 50%
year 5
ExampleRecycling payment is based upon our position in the league table
Organisation Allowances Rev. paid co2 league bonus metric % repayment
£12/T £ actual % score £
A 800 9600 750 1 30 1300 61 18224
B 1700 20400 2000 2 -30 840 39 11776
Total 2500 30,000 2750 - 2140 100 30,000
Organisation A receives back £9600 + £8264 this being 61% of £30,000 giving a total of £18224
Organisation B receives back only 57% of what they paid in
• April 20122nd sale allowances
• July 2012 2nd annual report
• October 20122nd recycling payment
• April 2013Start of capped phase. Sale of allowances within the secondary market consisting of other CRC participants and traders, the price per ton will agreed between the buyer and the seller. Government will have a safety valve that will allow participants to purchase from this facility, allowing the cost of carbon to be kept at a realistic level
Annual consumptionElectricity 16,769,523 kWhGas 16,327,637 kWhWater 151,731,766 litres
Annual expenditureElectricity £1,549,362Gas £519,085Water £253,931Total £2,322,378
2 year comparison of electricity expenditure
2 year comparison of electricity consumption
2 year comparison gas expenditure
2 year comparison gas consumption
2 year water expenditure
2 year water consumption
Energy savings
Voltage optimisation
Soon to be installed at Rhinefield on 13th JulyCapital outlay £28,000Annual saving £15,000Annual CO2 saving 8.4TPayback 1.9 yrsROI 60%
For the whole groupCapital outlay £320,000Annual savings £225,000Annual CO2 saving 1030TPayback 1.5 yrs
Shower head replacement
• Currently on trial at Crathorne• Predicted total water savings 1,107,000 litres• Predicted total cost per annum £2,000• Total CO2 savings 6.6T• Cost to replace shower heads £3,345• 1.6 yr payback
• Same survey carried out at Rookery• Predicted total water savings 2,969,000 litres• Predicted total cost per annum £9,138• Total CO2 savings 18T• Cost to replace shower heads £12,035• 1.3 yr payback
• Lighting surveys have been completed with the exception of Hendon
& L’Horizon which is being carried out in September • Total energy savings per annum £67,500• Cost to replace all lamps £17,500• Payback 3.86 yr• Total CO2 saving per annum 483T
Low energy lighting
Combined heat & recovery (CHP)
• To install CHP at Norton• Capital outlay £175,000• Energy saving per annum £76,000• Payback 2.3 years• Maintenance cost / annum £8,500• CO2 saving 1016T
• Nutfield would have similar savings
Hydro power
• Massive potential at Priest House
• The River Trent has the capability of capturing around 500kVa
• The hotel only uses about 100kVa so the remainder can be sold back to the grid, current rate 5p unit, could be worth as much as £100,000 / yr plus the revenue from Renewable Obligation Certificates which are issued for selling the electricity back to the grid current price is around £40per MWH.
• Total potential revenue £184,000 per annum
• Also to take into account is that Priest House would be generating their own electricity currently spending around £45,000
• Capital cost is high at around £750,000 - £1M however the hotel would reap the rewards
• Marketing potential as a Carbon neutral hotel
Summary
Initiative cap cost saving payback CO2 T
VOU £325,000 £225,000 1.5 yrs 1030
L/E/lighting £17,500 £67,500 3.8 yrs 483
Shower head £3,345 £2,000 1.6 yrs 6.6
(Crathorne)
CHP £325,000 £152,000 2.3 yrs 2000
NH & NP
Totals £670,845 £446,504 1.5 yrs3519T
F&B
JUNE 2009
F&B Critical Success Factor Plan
ProfitPeopleQuality & ServiceSales/Revenue/DistributionAsset (Equipment, Technology/
Systems)
Finance overview - F&B Revenue
Actual Budget LY
Weddings 2,335,357 2,522,270 2,169,025Restaurants 3,303,840 3,626,274 2,688,564Conference 792,665 1,316,873 926,478
Private Dining 1,540,279 1,708,2171,460,042
Lounge 427,505 486,697 455,714Room Service 120,204 144,697 107,031Bar 992,796 974,072 792,702Leisure 25,700 - 52,639Room Hire 855,305 1,319,276 970,345
TOTAL 10,393,652 12,098,213 9,622,541
Key: Yellow = less than budget, higher than last yearRed = less than budget & last yearGreen = higher than budget & last year
Finance overview – F&B Costs/Profit
Actual Budget Last Year
Food Cost 26.1% 24.9% 26.2%
Bev Cost 25.4% 24.1% 24.6%
Payroll 38.3% 35.2% 38.0%
Expenses 5.2% 5.0% 5.4%
F&B Profit 32.8% 37.9% 33.9%
This equates to a shortfall in profit ytd of £1,176,415
Will look at some best practice in certain properties later on above costs
Example financial overview from hotels
Key focus areas: Up selling, securing revenue, efficient staff use, beverage controls/reduce cellar holding – all of which we will speak about later
PROFIT
4 areas where we can have real impact on profit:
Beverage Cost of Sales %F&B Payroll %Increasing your average spendBeverage stock holding
See where you are on the league tables & where you sit in relation to budget
The hotels highlighted in red will give us a 10 minute overview of how they have achieved their results
Beverage Cost % (YTD)
1 Ettington Park 23.3% 2
2 Wood Hall 23.7% 3
3 Buxted Park 23.9% 1
4 Woodlands Park 24.0% 4
5 Crathorne Hall 24.5% 5
6 Priest House 24.5% 6
7 Brandshatch Place 24.8% 7
8 Chilston Park 25.0% 10
9 Nutfield Priory 25.1% 8
10 Rookery Hall 25.2% 9
11 Norton House 25.4% 12
12 Audleys Wood 26.0% 11
13 Seiont Manor 26.2% 13
14 New Hall 26.3% 15
15 L'Horizon 27.6% 14
16 Rhinefield House 28.3% 16
17 Hendon Hall 31.2% 17
F&B Payroll % YTD to P5
Actual Budget LY
Group 38.3 35.2 38.0Woodlands Park 31.9 29.6 32.9Rookery Hall 35.6 32.1 37.4Crathorne Hall 35.7 35.9 38.0Nutfield Priory 35.7 34.0 35.2Norton House 36.7 36.3 40.7Chilston Park 37.1 30.1 33.1Rhinefield House 37.9 27.8 40.4L’Horizon 39.1 37.3 36.9Ettington Park 39.4 40.8 44.6Brandshatch Place 39.6 39.1 39.3Priest House 39.6 35.4 40.1Audleys Wood 40.8 41.6 36.1Buxted Park 40.9 35.4 38.8New Hall 41.0 38.6 35.1Wood Hall 45.2 34.9 43.2Hendon Hall 45.5 54.4 43.8Seiont Manor 48.8 41.7 46.6
F&B Ave Spend (YTD)1 Buxted Park £29.75 2
2 Woodlands Park £29.23 1
3 Rhinefield House £27.94 7
4 Priest House £27.79 4
5 New Hall £27.32 5
6 Chilston Park £27.19 6
7 Nutfield Priory £27.01 8
8 Rookery Hall £26.84 10
9 Ettington Park £26.76 9
10 Brandshatch Place £26.37 11
11 Wood Hall £25.95 12
12 L'Horizon £25.86 3
13 Crathorne Hall £23.86 13
14 Audleys Wood £22.33 14
15 Norton House £21.64 15
16 Hendon Hall £20.36 16
17 Seiont Manor £19.74 17
Beverage stock holding
Stock value Stock days
Stock - Beverage last period current period last period current period
New Hall 11,466 12,062 33.2 28.2
L'Horizon 18,420 19,460 59.2 38.1
Priest House 12,735 12,567 59.0 38.9
Brandshatch 12,431 13,458 63.7 44.6
Woodlands 20,841 18,662 52.7 44.8
Nutfield 19,934 18,980 60.9 45.8
Wood Hall 16,927 16,246 47.8 46.0
Rookery 20,926 22,544 50.2 46.9
Ettington 17,863 16,062 57.7 47.4
Chilston 22,893 20,181 77.0 53.3
Hendon Hall 6,354 7,168 52.9 58.0
Norton 35,287 35,246 55.6 58.3
Buxted 28,216 27,541 68.3 61.0
Rhinefield 27,865 30,988 50.9 64.4
Audleys Wood 13,141 15,866 51.2 65.0
Crathorne 14,224 14,524 83.1 89.0
Seiont 10,366 11,444 84.8 96.5
Total 309,892 312,999 57.0 51.0
Profit Actions…
Hotels who have spoken about Best Practice should send to Margaret and we will be send out to all following the F&B Meetings
Action will be required to bring your beverage cost of sales (and FC%) & F&B payroll margins in line with BUDGET for 2nd half of year. Action plan required.
Set yourself % target to increase average spend in key areas & incentive/action plan to achieve them.
Reduce your stock holding down to 30 days as soon as possible (certainly by year end). Results will be monitored monthly.
Send your action plans & targets to Margaret by end of June (and take your results & improvements along to business reviews)
Goal: To improve quality & service in key areas of the business by highlighting best practice at certain sites.
Overview of Mystery Guest visits (see handouts)
Areas that need most improvement as a group:• Room Service• Bar
Brand Standard Icon area that still needs some improvement as a group:• Breakfast
A Key area not covered on mystery guest:We need to improve our working lunch menus across the group
QUALITY & SERVICE
Quality & Service continued…
Room Service
Group Average: 70%Top Score: 88% Ettington Park (North),
(best in South Audleys & L’Horizon at 81%)Low Score: 52%
Top 5 issues are:
• Tray removal methods not being explained• Not using name during delivery• No up selling during order taking• Delivery time not confirmed during order taking• Satisfaction not checked & further assistance not offered during call for
removal
Also significant issues with tray collection cards & offers to lay table
Quality & Service continued…
Bar
Group Average: 65%Top Score: 100% (Chilston Park, Ettington Park & Seiont Manor)Low Score: 33%
Top 5 issues are:
• Quality nibbles not being served with drinks• Order not being taken within 2 minutes of seating• No greeting/acknowledgement on entry to bar• Not asked to sign for drinks• Not offered (or observing) another drink
Quality & Service continued…
Breakfast
Group Average: 86%Top Score: 100% Ettington Park & Audleys WoodLow Score: 70%
Top 3 issues are:
• Not offered juice• Not offered further juice/tea/coffee/toast• Not asked for name then room number
Hotel Actions – Room Service
Training/Re-training of order takers (generally front office team)Re-working Room Service journey sheet – to incorporate new
wines/menus/promos/matching of products with regular reviewsTest calls by those on F& F rate (as part of QA)Offer to have table laid at order stageOffer to deliver drinks first if necessaryPhotos of dishes available to order takersRoom service – not by most junior staff memberRestaurant Manager to check trays just as would a restaurant table (use
of checklist)Call the guest when the tray is on its way (improves use of guest name)Writing the guest name on the ‘tray collection card’ – easier for staff to
remember nameUse of daily room service delivery & collection sheet – provide structure to
ensure trays are collected within 1 hour of deliveryIncreasing the number of ‘floor walks’ by DM during main service periodsBrand standard ‘Tray collection cards’Room service champions
Hotel Actions – Bar
Stricter procedures – key card must be shown to charge to roomBills presented appropriately (for payment/signature) including manager’s
appointments & Sevenoaks staffDM to check Bar team have list of guests able to sign for each group in houseChange the bar staff ‘default position’ to public area (not behind bar)Canapés for all restaurant diners (slight price increase in menu)Nibbles from noon with all drinks (except T/C)Have agreed list of nibbles & canapés – and a selection of 3 are used on a rotating
basis – helps with variability & consistencyKey message training to staff – to improve upselling & additional drinksSimple targets for staff – 1 product /target a monthEnsure bar staff have specific roles each shift (server/runner/host)Use of lectern for afternoon tea (as well as other meal periods)Note down ‘arrival time’ in to the bar (to ensure suitable seating time)
Hotel Actions – Breakfast
Brand Standard topic of the day (SBT)Breakfast briefings (use of white board for staggered starts)Have nominated host for every shiftHost to write name of guest on order docket & pass to server (ensuring
guest name use)Staff breakfast experience – see service from guest perspective (use of
QA)DGM or DM to be in restaurant (or hosting) for peak timesShift debriefs – fix issues immediatelyHost to have juice trayed chilled juices – to allow immediate service upon
seatingPhotographs of buffet set up & use of shift check lists
Operation Maxima – plan of action (submit to Margaret by end of June)Special Events – what events have worked for you?Dining Clubs – feedback on successTwitter – being trialled at two sitesNational campaigns – Afternoon Tea (Express/Mail)/Times offerEmail BlastsWebsiteOutside Events – examples of success?Rosé PromotionF&B Database
See handout for how to update website/timeline on e-mail blast production from Alistair Watts
F&B SALES IDEAS
Operation Maxima – plan of action (submit to Margaret by end of June)Special Events – what events have worked for you?Dining Clubs – feedback on successTwitter – being trialled at two sitesNational campaigns – Afternoon Tea (Express/Mail)/Times offerEmail BlastsWebsiteOutside Events – examples of success?Rosé PromotionF&B Database
See handout for how to update website/timeline on e-mail blast production from Alistair Watts
F&B SALES IDEAS
IDEAS…
Hotel Actions – Sales/Project Maxima
Reception team to advise guests to come down for dinner 30 minutes prior to dinner reservation
Offer all wedding menu tastings – a taster of the next wine up (after they have had their original choice)
After dinner drinks menu cards/drinks trolley/Digestif tray/Cheese trolleyPudding club/Summer lunch clubSuggested matched wines on TDH menuIntroducing a Tasting MenuShift targets – to sell specific items with Hand Picked Points checks for staffIntroduce two level market/TDH menu. Also consider higher price Fri/Sat nightsLate check out & Sunday lunch offer (as needed)Queried bills at check out – analysed to prevent reoccurrenceUpselling drinks on arrival to hotel in the 30 minute courtesy callAll non-resident restaurant bookings re-called to reconfirm reservationsAt each special event – must have next event ready to sell (discounted price if book then)
Hand Picked PeopleFramework
Lesley & Deborah
July 2009
July 2009
Current State of Play – Being Hand Picked
• Brandshatch, Buxted & New Hall are fully complete• We forecast 883 people will have attended all 5 modules (excl
OL)• 1-day version available for new starters to follow Company
Induction• Buxted is the first to be paid their payroll rebate
Rebate Criteria• Each team member who has completed all 5 modules• Provide me with their sign-in sheet showing this• If you want the rebate in July – get posting!
July 2009
Current State of Play – HR Alignment
• Probationary Period & Appraisal Forms – Team Member & Leader
• Manager’s Guide• Interview Forms – next week • Appraisal Briefing for team members end July• Tutor Pack for Appraisal Skills & BI
Next steps…• Hotel rollout action plans by 15th July• BI Training for GMs / DGMs• Scope out next steps of Recruitment & Selection project group
Future Activities – Leadership Development
Managing Your Own Performance
Hand Picked Leadership – Performance Through People
Leading & Developing Your Team
Coaching / MTC / PTC / GTCGiving Clear DirectionHandling Investigations Disciplinary Procedures
Driving Business & Financial Performance
Hand Picked Leadership Part 2
Future Activities – Talent Management
• Five Focus Areas – GM version ready and will be used in your appraisals
• Measurement of DGM against these
• Produce DGM and HOD (job-role specific) versions
• Development interventions to support gaps
Employee Experience
Hand PickedBehaviours
“Feel” “Believe”
Recognition Communication Development Social
Hand Picked
Hotel / Line Manager
Table Discussion – Supporting the Framework
What good ideas have you already implemented / planned?What ideas do you have for future activities in the areas of:
• Recognition• Communication• Training & Development (what other training sessions?)• Social
Hotel based or from Sevenoaks
20 minutesIdeas on flipchartFeedback