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Background:Slide 1: Talk briefly about the Taj group referring to the slide

and the customer value that Taj (IHCL) stands for.


There are two types of environmental factors: internal environmental factors and
external environmental factors. Internal environmental factors are events that occur
within an organization. Generally speaking, internal environmental factors are easier to
control than external environmental factors. Some examples of internal environmental
factors are as follows:

Management changes

Employee morale

Culture changes

Financial changes and/or issues

From next slides elaborate on the 7P structure of internal


marketing and how the use of that we find in Taj Hotels
The internal environment is comprises of the activities inside of your marketing organization.
some variables to make decisions and influence your marketing efforts, such variables as in
your 7Ps of marketing e.g. product, promotion, price, place, process, physical environment.

These marketing 7ps are referred to as your controllable variables, meaning that you can
control or adjust any of these variables or marketing mix elements to achieve a set marketing
objective depending on your market situation.

On you product variables; you can choose to modify your existing product to fit into
the new market trend, or develop new product to satisfy an identify market needs and
want.
Taj perspective: Taj Santacruz in Mumbai launched in Taj Santacruz is a
luxurious new addition that is symbolic of the cultural melting pot
that is quintessentially Mumbai. The hotel captures the spirit of the
city and offers curated experiences to its guests, deep rooted in its
culture.Jan14,2016

On your promotional variables: you can choose to embark on an aggressive


promotions, such as in your advertisement, personal selling etc to pass across
persuasive massages to your target market and influence them to buy and remain
brand loyal to your product brand.

Taj perspective: Taj Hotels Resorts and Palaces has launched a new

revamped version of its website with the goal of enhancing the guest
experience right from the time they start planning their travel.
Designed with the signature Taj touch, the new www.tajhotels.com is
insightful, engaging and experiential to inspire travel and deliver
superior ease of use for travelers. May21,2016.

On your prize variables: you can adjust your prices psychologically to encourage
demands. You can as well develop seasonal promotional discounts on quantity
purchases.
Taj perspective: Budget cost stay in Taj Gateway venture helps another set of
customers taste the Taj experience. The Gateway Hotel Gir Forest Reopens
its Doors to Guests Dec2015

On place/distribution variables: you can develop more efficient and effective system
of delivery that can give your customers a sense of convenience while buying your
product.
Taj perspective: Taj Hotels Resorts & Palaces announced its latest
addition with the opening of the highly anticipated Vivanta by Taj Guwahati, Assam. This hotel will be a doorway to the unexplored and
magical North East India. Dec 23,2015

On your personnel/process variable: in terms of technical product or product that


require technical support like installations, you can encourage an after sales service
systems to help your customer on your product which they have purchased.
Talk about CSR OR MENTION WILL BE DETAILED LATER

On your physical environment variables: you can create a more conducive and
attractive environment for your business, you may also need to change locations to get
closer to your market or to suit their lifestyles.

TALK ABOUT SUSTAINABILTY


Theme of Livelihoods, Neighbourhoods and Welfare
EARTH (Environment Awareness and Renewal at Taj Hotels)
Skill development
EarthCheck for reduction in energy ,Waste and water footprint
Security, workplace security and water quality checks
Taj Public Service Welfare Trust
(TPSWT) for supporting victims of disaster
'Give Back by looking after communities and hygiene of livelihoods around the
hotels

COMMITTEES OF THE BOARD

AUDIT COMMITTEE

The Audit Committee assists the Board in supervising the Companys internal
control system and oversees the quality and integrity of the accounting,
auditing and reporting practices of the Company and its compliance with the
legal and regulatory requirements.

STAKEHOLDERS' RELATIONSHIP COMMITTEE

The Stakeholders Relationship Committee is entrusted with the responsibility


to resolve the grievances of all security holders of the Company. The
Committee meets regularly and reviews the report submitted by the share
registry on the status of transfers, demats, redressal of grievances of
shareholders, debenture holders and other security holders of the Company, if
any, and provides continuous guidance to improve the service levels for
investors.
.

NOMINATION AND REMUNERATION COMMITTEE

The Nomination & Remuneration Committee is vested with the authority to


identify candidates for appointment to the Board of Directors, evaluate their
performance and deal with all aspects pertaining to remuneration policy of
Directors, Key Managerial Personnel and Employees. The Company has
adopted a remuneration policy that is based on criteria such as industry
benchmarks, the Company's performance vis--vis the industry, performance
track record of the Director etc which has been recommended by the said
Committee.

CORPORATE SOCIAL RESPONSIBILITY COMMITTEE

The Committee formulates and monitors Corporate Social Responsibility Policy


and the activities to be undertaken by the Company. The Committee also
regularly reviews the performance of the Company in the area of Corporate
Social Responsibility.

Trends Slide :

Tata group-controlled Indian Hotels Co. Ltd will undertake a restructuring


of its subsidiaries and try to reduce the debt on its balance sheet as it bids
to return to profitable growth.
In March 2014, Indian Hotels raised Rs.1,000 crore through a rights issue
to bring down debt.

We are, indeed, restructuring and reducing our debt. I believe in progress


and we have taken several initiatives that will place us in a better position
from where we are now, Sarna said.
Referring to media reports suggesting that Indian Hotels will take at least
two years to return to profitability, Sarna, who joined the 112-year-old
hotel operator as chief executive in September 2014, said that profitability
will depend on a number of factors, ranging from growth and revenue to
reviewing cost structures and improving margins.
The firm has incurred losses for the last three fiscal years. As on 31 March
2015, Indian Hotels debt was Rs.5,074.48 crore.
Changes already being rolled out include the restructuring of the
international operations and some of its wholly owned subsidiaries.
The initial step in this direction was organization restructuring. The Taj
Group has 15 hotels outside India and 116 in India. Under the regional
restructuring, each region head is in charge of 20-30 hotels, which
includes hotels across the categories luxury, leisure and business, and
across brands, Sarna told Tata Review.
In addition, Indian Hotels merged another wholly owned subsidiary, Lands
End Properties Pvt. Ltd, with itself last month. Lands End Properties was
primarily engaged in the business of owning and developing hotels,
shopping malls, etc.
You need to build organizational capability for the present and future,
and this can be done only by grooming potential leaders, people who can
take over, who can not just carry on the legacy but do a better job with it,
Sarna told Tata Review.
Among them is its acquisition of Hotel Sea Rock in the western suburbs of
Mumbai, which has been challenged in the Bombay high court on
environmental grounds.
Indian Hotels is also trailing rivals in terms of building new hotels. Local
and international hotel operators have invested in new properties to

establish a formidable presence in the market. Indian Hotels is building


only 19 out of the total 357 new hotels that are coming up over the next
two years.
In 2013, the company had to take a one-time charge of Rs.424 crore on
account of its investment in the US hotel company Belmond Ltd, formerly
known as Orient-Express Hotels Ltd.
Sarna, however, indicated that some of these challenges will be behind
the firm in the next five years. Hotel renovation.
Sarna added that the company will also focus on building a second line of
leadership.
For policies in recruitment and employee hr policies visit
http://www.slideshare.net/rohansolanki1/hr-policies-of-taj-hotels