Paper Example on Valet Hotel: 4-Star Luxury Quarantine Facilities in Hong Kong, China

Introduction

Valet Hotel will be a 4-Star Hotel that will be located in Hong Kong China, to offer superfluity accommodation, especially those seeking luxury quarantine facilities and the related amenities targeting both local and international tourists as well as business travelers (Yusof et al., 2017). Such accommodations will serve a significant number of customers due to the current situation of COVID-19, which requires tourists to be isolated for fourteen days before being free to visit any part of the country (Masadeh, 2013). More significantly, the policy of fourteen days of quarantine will rapidly boost the performance of the Valet Hotel because a single visitor will spend money every day in the hotel. The hotel also intends to offer function and meeting rooms such as small exhibition spaces well furnished with proper security to the business travelers. Additionally, Valet Hotel will also be equipped with office facilities, including desk, Telephone, Fax, and Wi-Fi connections. Because of the stiff competition in the hotel industry in Hong Kong, Valet plans to offer a small restaurant with high-quality finger food that will surpass other hotels. Still, the main service will be accommodations, thereby surpassing similar companies in the hospitality industry.

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Industry

The hospitality and tourism industry can be defined as a diversity of businesses and services which are related to customer satisfaction and leisure with the main focus on pleasure, luxury, experiences, and enjoyment as contrary to offering essential services. More precisely, the hospitality industry concentrates on services which correspond to leisure, specifically offering services to tourists as well as providing services to non-tourists such as locals who enjoy free time and international business travelers (Law et al., 2015). The accommodation department provides a temporary stay for the visitors and tourists, in which they can book their holidays, and they demand lodgings.

With the huge population of approximately 7.89 million and the per capita income of about $37776, the Chines capital city of Hong Kong is getting more suitable for tourism (King et al., 2014). And, it is among the best cities with good reports on tourism and travel, offering lucrative services to their visitors. The industry offers additional services that attract more tourists, including ICT services, high hygiene, safety, and security, as well as international openness (Salleh et al., 2014). Additionally, many countries have been aspiring and envisaging the tremendous economic dynamism and prosperity of Hong Kong regarding the hospitality industry.

Concerning the situation of COVID-19 in Hong Kong, the hospitality and leisure industry has suffered the immediate repercussions of the virus because of the fear of spreading through traveling and tourists who come into the country (Salleh et al., 2014). More imperatively, the industry has been faced with cancelation and postponement of events, conventions, conferences, and sports, which has suddenly caused a decrease in tourism and travel for pleasure and business in Hong Kong, thereby causing a great impact on the hospital industry. Many hotels have closed down in the city, especially those that focus on restaurant services because the majority of customers are playing it safe by choosing to stay at home. But, this will be a great opportunity for Valet Hotel because it deals with accommodation as the main services.

Target Customers

A wide customer base is the most effective strategy that Valet Hotel will use to grow the business. Since the company will focus on the accommodation services and with the current situation of COVID-19 in China, especially in Hong Kong that is recognized as the epicenter of the virus in the city, Valet's potential customers are the tourists and business travelers including the local customers who travel from the rural areas to the city for business purposes as well as the international travelers who come into the country with different motives (Kim et al., 2015). The opportunity gap in the sector would be those seeking for quarantine facilities in the most luxurious hotels in Hong Kong. Accommodation and finger food served to the visitors would be a great idea because no one has predicted the end of COVID-19 as the number of positive cases increases every single day.

Selling Point

Valet Hotel will operate through avoiding problems and offering what is best suitable for the targeted customers. Through such a move, the hotel will make its services stand out from the industry by providing more luxurious accommodation facilities and high-quality finger food that is not offered in the other hotels in Hong Kong. Despite the hardest hit by COVID-19 in the hospitality and tourism industry that has seen many hotels collapsing, Valet aims at grabbing the opportunity to ensure good facilities and well-furnished guest rooms that will be accompanied by free juice fruits served for customers who are in their isolation rooms (Salleh et al., 2014). Additionally, Valet plans to reduce the accommodation cost to cheaper and more affordable for the foreign travelers with their bottom line to widen the clientele base, which seems the hurdle based on the pandemic that is adversely affecting the industry. More on the selling point, Valet will focus on natural food, including ginger ingredients, lemon, and garlic that has been suggested by the experts to enhance immunity; thereby, helps in fighting the virus. When such ingredients are incorporated in the hotel menu, most customers in the quarantine would feel comfortable being served such food.

Business-Level Strategy

Customers Control over the Brand Culture

More imperatively, Valet Hotel has the strategy to ensure that those tourists and business travelers have control over their brand, which will improve the reputation of the company. The hotel will encourage positive interactions among customers through online games that they play and win different prizes such as accommodation vouchers as well as amenity discount. Bingo nights may not work because of the current situation of the virus that encourages social distance (Drnevich & Croson, 2013). Establishment of a social platform such as Facebook groups and Whatsapp for marketing would make the potential travelers feel welcome and book early accommodations.

Creation of Value Hotel Experiences

Valet will ensure that there always present a fresh experience for the customers because most travelers tremendously value experiences for luxurious accommodation facilities; therefore, customers will be allowed to customize their stay in the hotels as they wait for the fourteen days to elapse. For instance, some tourists may prefer rooms downstairs and 24 hours of access to the gym, so that they can experience a more personalized stay (Leung et al., 2013).

Flexible and Unique Space for Quarantine Guests

Because the hotel is targeting people who seek isolation facilities for fourteen days, Valet will foster the environment that enhances play, work, and relaxation (Chan & Hsu, 2016). More importantly, such visitors are expected to be bored with the situation; hence, the hotel will be located in close proximity to the airport that will give a full view of what is happening at the airport.

Corporate-Level Strategy

Valet Hotel will focus on critical corporate-level business strategies in their operations, including building its brand, establishing customer value, and obtaining operational excellence. After creating the brand, the hotel will determine what the brand will present to the customers; thus, the hotel will offer inexpensive accommodation facilities with the associated amenities (Kleinbaum & Stuart, 2014). Notably, the inexpensive and luxurious accommodation will attract the largest number of travelers who seek to have self-isolation within the hotels, especially those that are within the city and closer to the airport. Valet will also focus on operational excellence and value for its customers by offering additional services, including free fruit juices after meals.

Reflective Journal

I think the COVID-19 pandemic has the hardest hit on the hospitality and tourism industry, where many hotels and restaurants have lost customers leading to the permanent closure of a good number of such businesses. Hong Kong has been among the cities with good records on the number of travelers coming in and the tourists who visit different places within the city, and it has been among the best economies in the tourism sector. I want to suggest that COVID-19 has not only affected Hong Kong, but it has adversely affected the global economy where many countries especially the European nations in which many activities have stranded; thus, most learning institutional and hotels, as well as other social gatherings, have stopped causing an economic downturn in such countries. The largest portion of the GDP for Hong Kong is driven by the tourism and hospitality sector; therefore, the pandemic has a great impact on the hotels in Hong Kong.

Even though the pandemic has hit the hospitality and tourism industry the hardest, I believe that the same pandemic has created a business opportunity in the industry. Since many tourists are coming from other countries and both local and international business travelers, a market gap has been created because policies have been imposed on such visitors to be isolated for not less than fourteen days to enhance the effort of curbing the spread of the virus. I have recently visited the international airport in Hong Kong and observed a significant number of visitors who are stranded and wondering where to get a hotel with inexpensive and luxurious accommodation facilities. Therefore, it is true that Valet Hotel will serve the interest of many visitors in Hong Kong. It worth noting that Valet is a unique hotel in terms of its operation.

References

Chan, E. S., & Hsu, C. H. (2016). Environmental management research in hospitality. International Journal of Contemporary Hospitality Management.

Drnevich, P. L., & Croson, D. C. (2013). Information technology and business-level strategy: toward an integrated theoretical perspective. Mis Quarterly, 483-509.

Kim, M. J., Chung, N., Lee, C. K., & Preis, M. W. (2015). Motivations and use context in mobile tourism shopping: Applying contingency and task-technology fit theories. International Journal of Tourism Research, 17(1), 13-24.

King, B. E., Breen, J., & Whitelaw, P. A. (2014). Hungry for growth? Small and mediumsized tourism enterprise (SMTE) business ambitions, knowledge acquisition and industry engagement. International Journal of Tourism Research, 16(3), 272-281.

Kleinbaum, A. M., & Stuart, T. E. (2014). Inside the black box of the corporate staff: Social networks and the implementation of corporate strategy. Strategic Management Journal, 35(1), 24-47.

Law, R., Leung, R., Lo, A., Leung, D., & Fong, L. H. N. (2015). Distribution channel in hospitality and tourism. International Journal of Contemporary Hospitality Management.

Leung, D., Law, R., Van Hoof, H., & Buhalis, D. (2013). Social media in tourism and hospitality: A literature review. Journal of Travel & Tourism Marketing, 30(1-2), 3-22.

Masadeh, M. (2013). Women in the Hotel Industry: What's missing from this Picture?. International Journal of Academic Research in Business and Social Sciences, 3(1), 573.

Salleh, N. Z. M., Hamid, A. B. A., Hashim, N. H., & Omain, S. Z. (2014). The practice of Shariah-compliant hotel in Malaysia. International Journal of Trade, Economics and Finance, 5(1), 26.

Yusof, Y., Awang, Z., Jusoff, K., & Ibrahim, Y. (2017). The influence of green practices by non-green hotels on customer satisfact...