Accor hotel is a French multinational hospitality company which owns, manages and franchises hotels and resorts. This report comprises the property portfolio analysis of the upper scale and budget scale brand of Accor. Pullman is a 5 star hotel and Ibis budget fawker is a 2.5 star hotel are taken for the property portfolio analysis.
Pullman can be found anywhere in Australia. The 11 hotels of Pullman provide immediate access to the urban and natural wonders of the Australia. The hotel provides the top quality services and facilities. The Pullman, Melbourne is located 24 kilometres from the airport. The views of the Fitzroy gardens can be enjoyed from the hotel.
Ibis budget Fawkner is a simply furnished budget accommodation. It provides 103 newly renovated rooms and onsite car parking. The AC rooms in the hotel features a flat screen TV and a private bathroom. The hotel serves breakfast daily and the guests have access to the shared kitchen. The hotel is close to the transport, restaurants, shopping and it is just fifteen minutes away from the airport (Ogle, Lamb & Fanning, 2018). This hotel is the ideal choice for the budget conscious travellers, those looking for the hotels in the Melbourne. Both Pullman and Ibis budget hotel are compared on the basis of the differences given below:
Provided facilities: Pullman provides top quality facilities like Wi-Fi in rooms, high definition TV with a wide variety of channels and free movies on demand. The hotel also provides chargeable high speed internet in the rooms. It enables room with minibar, wide working desk, extra bed for child, safe deposit box and 24 hours room service. Pullman also provides key card operated door locks and recreation activities like spa (Luo & Qu, 2016). The facility is also provided for the disabled guests. The hotel provides deadbolts and lockin rooms. The amenities are also provided for the meetings and the seminars. In the comparison, Ibis budget provides basic facilities like laundry services, refrigerator, breakfast availability, 24 hours reception service and smoke free property. The dryer and tea/coffee maker are also provided (Lamminmaki, 2011).
Services available: Pullman offers five star rooms with modern designing, large bathrooms and wireless internet. The hotel provides services like parking, baby sitting on request, business services and dry-cleaning services. There are various options of the parking are well-lit parking, private indoor and outdoor parking, bus/coach parking area and public indoor parking. The business services include self-service business centre, safe deposit box at reception, fax machine and copy/print service. Whereas Ibis budget Fawker provides services like vending machine, laundry, luggage storage, fax/photocopying, shared kitchen, free Wi-Fi and private parking. The hotel provides basic room amenities such as fridge electric kettles, wireless internet and flat screen TVs (Nimri, Patiar & Kensbock, 2017).
Room rates: The room rates of Pullman hotel starts from AUD $295 per night. It features extremely spacious rooms. The hotel provides superior rooms with king size bed. The rooms are enabled with spa bath facility and balcony overlooking good scenarios. The rooms can be booked at the hotel website and other travel websites. There is major difference in the room rates of Pullman and Ibis budget Fawker (McPhail, et. al. 2015)The rates of Ibis budget are comparatively less enough than the Pullman hotel. The rates of the Ibis budget start from $60 per night. The hotel provides the simply furnished rooms with all the basic amenities. The booking can be done on the websites like trivago, booking.com and on the websites of the hotel. The hotel provides the accessibility to the guests at the nominal prices (Davidson, Timo & Wang, 2010). The middle and lower class of people prefer to avail services of Ibis budget.
Revenue streams: The Pullman hotel has revenue streams like bar, restaurant and hotel. The hotel generates higher income from the hotel segment as it offers five star rooms only. The hotel has indigenous customers who are capable to pay higher charges for the services provided by the hotel. There is Bacar restaurant and bar at Pullman which generates revenue other than the hotel (Zhang, Ye & Law, 2011). The restaurant charges higher prices for the dishes. The hotel also generates revenue from a segment where it provides membership to the loyal customers. Such customers pay a monthly or annual fees to the hotel for using it’s services such as spa, space for the functions and the meetings. Whereas the Ibis budget Fawker generates has limited source of revenue when it is compared to the Pullman Hotel. The Ibis hotel basically generates income from it’s hotel segments only (Li, et. al. 2015). The rates of the room are economical and they are usually occupied. It rarely happens when the rooms are found unoccupied. The hotel is capable enough to generate revenue from the rooms.
Housekeeping functions: There are wide functions of housekeeping at the Pullman hotel. The housekeeping is a 24*7 operation which includes making beds, arranging bad sheets, towels and the linen required. They are also liable to provide extra pillows and blankets. The housekeeping department is responsible for the cleaning of the rooms and providing all the basic essentials required to the guests. The basic functions of the housekeeping are same in both Pullman hotels and Ibis budget hotel. The housekeeping department is responsible of cleaning at hotel. The department takes charge of providing bathroom essentials at Ibis budget hotel (Cvelbar, Grün & Dolnicar, 2017). The department also undertakes laundry facilities such as dry-cleaning and ironing.
Food and beverage outlets: Pullman hotel has restaurant and bar named Bacar. The hotel makes available food to the guests anytime or they can have meal at the restaurant. The guests are provided five star service and quality in food. The hotel and it’s food outlets has highly professional cooks who have gained expertise in cooking. There is no bar and restaurant at Ibis budget Fawker. It provides just breakfast to the customers (Patiar & Mia, 2015). If customers want to have meal other than breakfast then they can have from the various options of the restaurants around the hotel.
Other supplementary services: The supplementary services provided by Pullman are currency exchange and safety. The safety services include fire safety, 24 hour security staff, smoke extractors, video surveillance and break glass emergency phone and smoke alarm in the public areas. The Pullman provides the connectivity lounge powered by the Microsoft. The guests can work at computers in the connectivity lounge. They can read emails, print documents and can stay in contact with family and friends (Bolfing & Cadotte, 2015). The supplementary services provided by the Ibis budget hotel are quite different than the Pullman hotel. The Pullman hotel provides comparatively more supplementary services. It provides LCD smart TV along with the comfortable space. The hotel provides magazines and newspapers to the customers (Williams & Hall, 2000). The hotel provides the additional service to the customers on their demand. The hotel charges prime charges from such customers as they are willing to pay.
Conclusion
Pullman hotel and Ibis budget Fawker are under the group of Accor. Both the hotels provide the efficient services. But when both the hotels are compared with each other then the difference is found in quality. Pullman hotel provides better quality services than the Ibis budget Fawker. The Pullman hotel earns good income by targeting higher income segment and Ibis covers more of middle income group along with tourists.
References
Bolfing, C.P. and Cadotte, E.R., 2015. How Useful are Customer Satisfaction Processes for Hotel Industry Positioning Strategies?. In Proceedings of the 1988 Academy of Marketing Science (AMS) Annual Conference (pp. 82-86). Springer, Cham.
Cvelbar, L.K., Grün, B. and Dolnicar, S., 2017. Which hotel guest segments reuse towels? Selling sustainable tourism services through target marketing. Journal of Sustainable Tourism, 25(7), pp.921-934.
Luo, Z. and Qu, H., 2016. Guest-defined hotel service quality and its impacts on guest loyalty. Journal of Quality Assurance in Hospitality & Tourism, 17(3), pp.311-332.
Ogle, A., Lamb, D. and Fanning, S., 2018. Are we China ready? A study of Western Australian hotels and Chinese tourists’ appetites. In Food, Wine and China (pp. 151-175). Routledge.
Patiar, A. and Mia, L., 2015. Drivers of hotel departments’ performance: evidence from Australia. Journal of Human Resources in Hospitality & Tourism, 14(3), pp.316-337.
Williams, A.M. and Hall, C.M., 2000. Tourism and migration: new relationships between production and consumption. Tourism geographies, 2(1), pp.5-27.
Li, G., Law, R., Vu, H.Q., Rong, J. and Zhao, X.R., 2015. Identifying emerging hotel preferences using Emerging Pattern Mining technique. Tourism management, 46, pp.311-321.
Zhang, Z., Ye, Q. and Law, R., 2011. Determinants of hotel room price: An exploration of travelers’ hierarchy of accommodation needs. International Journal of Contemporary Hospitality Management, 23(7), pp.972-981.
Davidson, M.C., Timo, N. and Wang, Y., 2010. How much does labour turnover cost? A case study of Australian four-and five-star hotels. International Journal of Contemporary Hospitality Management, 22(4), pp.451-466.
Nimri, R., Patiar, A. and Kensbock, S., 2017. A green step forward: Eliciting consumers’ purchasing decisions regarding green hotel accommodation in Australia. Journal of Hospitality and Tourism Management, 33, pp.43-50.
McPhail, R., Patiar, A., Herington, C., Creed, P. and Davidson, M., 2015. Development and initial validation of a hospitality employees’ job satisfaction index: Evidence from Australia. International Journal of Contemporary Hospitality Management, 27(8), pp.1814-1838.
Lamminmaki, D., 2011. An examination of factors motivating hotel outsourcing. International Journal of Hospitality Management, 30(4), pp.963-973.
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