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TABLE OF CONTENTS

Task 1 Pg.
1.a Organization summary...……………………………………………………….. 5
1.a.1Organization name...………………………………………………………......... 5
1.a.2 Type and size of the organization….…………………………………………... 5
1.a.3 Range of products and services………………………………………………… 5
1.a.4 Stakeholders…...…..….………………………………………………………... 6
1.a.5 Key customer segments………………………………………………………... 6
1.a.6 Theme…...…..….……………………………………………………………… 6
1.b Aspects of the macro environment…...…..….…………………………………. 7
1.b.1 Technological factors…...…..….………………………………………………. 7
1.b.2 Social and cultural factors…...…..….…………………………………………. 8
1.c Impact and risk analysis of innovation on customers and employees………......... 9-12
Task 2
2.a Innovation capabilities of Kingsbury hotel…...…..….…………………………… 14-15
2.b Evaluation of effectuation model, Lean management and Kaizen model…… 16
2.b.1 Mind map for entrepreneurial approaches…...…..….………………………… 16
2.b.2 Effectuation model…...…..….…………………………………………………. 17
2.b.3 Lean thinking approach to improve products/services and eliminate waste…... 18-19
2.b.4 Kaizen approach…...…..….…………………………………………………… 20-21
Task 3
3.a Value proposition canvases for two innovations…...…..….…………………... 23
3.a.1 Value proposition canvas for AR food menus…...…..….……………………... 23-24
3.a.2 Value proposition canvas for VR tour experience…...…..….…………………. 25-26
3.b Measuring the impact of innovations on Kingsbury…...…..….……………… 27
3.b.1 Balance scorecard…...…..….………………………………………………….. 27
3.b.2 Cost-benefit analysis…...…..….……………………………………………….. 28
3.c Change management strategy…...…..….……………………………………… 29
3.c.1 Background of change…...…..….……………………………………………... 29
3.c.2 Resource capability analysis…...…..….……………………………………….. 29
3.c.3 Stakeholder analysis…...…..….………………………………………………... 29
3.c.4 Managing change…...…..….………………………………………………....... 30
3.c.5 FSA model…...…..….………………………………………………................. 31
3.c.6 Budget allocation…...…..….………………………………………………....... 31
3.c.7 Ganatt chart…...…..….………………………………………………................ 32
3.c.8 Benefits and barriers to implement AR food menus…...…..….……………….. 33

List of Annexures
Appendix 1: PESTEL analysis…...…..….…………………………………………… 35-36
Appendix 2: Stakeholder analysis...…..….…………………………………………... 37-38
Appendix 3: Porters five forces...…..….…………………………………………....... 39-40
Appendix 4: Competitor analysis...…..….………………………………………….... 41-42
Appendix 5: McKinsey’s 7S framework...…..….……………………………………. 43-44
Appendix 6: Force field analysis- AR food menus...…..….…………………………. 45
Appendix 7: Force field analysis- VR tour experience...…..….……………………... 46
Appendix 8: Mind map...…..….…………………….................................................... 47
Appendix 9: Industry analysis…...…..….……………………………………………. 48-49
Bibliography…...…..….……………………………………………………………… 50-52
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List of Figures
Figure 1.1: Awards won by Kingsbury…...…..….…………………………………… 5
Figure 1.2: Awards won by Kingsbury…...…..….…………………………………… 5
Figure 1.3: Revenue and profits …...…..….………………………………………….. 5
Figure 1.4: Market performance- 2019…...…..….…………………………………… 5
Figure 1.5: Mobile phone penetration word wide…...…..….……………………… 7
Figure 1.6: Revenue from AI market worldwide…...…..….………………………… 7
Figure 1.7: Purpose of travel…...…..….……………………………………………... 8
Figure 1.8: International tourist arrivals…...…..….………………………………….. 8
Figure 1.9: Disruptive innovation…...…..….………………………………………… 9
Figure 1.10: Innovation matrix…...…..….…………………………………………… 10
Figure 1.11: Kingsbury mobile app…...…..….………………………………………. 11
Figure 1.12: Green travellers by country …...…..….………………………………… 12
Figure 2.1: VR headsets at Shangri-La…...…..….………………………………….... 14
Figure 2.2: Smart hotels…...…..….…………………………………………………... 15
Figure 2.3: Democratic and autocratic leadership styles…...…..….………………..... 15
Figure 2.4: Mind map for entrepreneurial approaches…...…..….………………........ 16
Figure 2.5: VR market word wide …...…..….……………………………………….. 19
Figure 2.6: Kaizen cycle…...…..….………………………………………………….. 20
Figure 3.1: Value proposition canvas for AR food menus…...…..….……………….. 23
Figure 3.2: How AR food menus add value to customers…...…..….………………... 24
Figure 3.3: Value proposition canvas for VR tour experience…...…..….…………… 25
Figure 3.4: How VR add value to customers…...…..….……………………………... 26
Figure 3.5: Ganatt chart…...…..….…………………………………………………... 32

List of Tables
Table 1.1: Type and size of the organization…...…..….……………………………... 5
Table 1.2: Products and services…...…..….……………………………..................... 5
Table 1.3: Competitor analysis…...…..….……………………………........................ 6
Table 1.4: Stakeholder classification…...…..….……………………………............... 6
Table 1.5: Theme…...…..….……………………………............................................. 6
Table 1.6: Customer segmentation…...…..….…………………………….................. 6
Table 1.7: Technological factors…...…..….……………………………..................... 7
Table 1.8: Social and cultural factors…...…..….…………………………….............. 8
Table 1.9: Impact of innovations…...…..….……………………………..................... 10
Table 2.1: Innovation capabilities…...…..….…………………………….................... 14
Table 2.2: Effectuation model analysis…...…..….……………………………........... 17
Table 2.3: Lean thinking model analysis…...…..….……………………………......... 18-19
Table 2.4: Kaizen approach…...…..….……………………………............................. 20-21
Table 3.1: Balance scorecard…...…..….……………………………........................... 27
Table 3.2: Cost-benefit analysis…...…..….……………………………...................... 28
Table 3.3: Resource capability analysis…...…..….……………………………........... 29
Table 3.4: Stakeholder analysis…...…..….……………………………....................... 29
Table 3.5: Kotter’s 8-step model…...…..….……………………………..................... 30
Table 3.6: FSA model…...…..….……………………………...................................... 31
Table 3.7: Budget allocation…...…..….……………………………............................ 31
Table 3.8: Benefits and barriers to implement AR food menus……………………… 33


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1.a ORGANIZATION SUMMARY
1.a.1 ORGANIZATION NAME
Kingsbury Hotel was formerly known as the Ceylon Inter-Continental Hotel, established in 1973 in
Colombo by U.N Gunasekara and is now owned by conglomerate Hayley’s PLC. It was the first 5 star
hotel to be built in Sri Lanka which was later refurbished and reopened in December 2013 as ‘’The
Kingsbury Hotel.’’ Highlight for the year: Three of its restaurants were awarded with the coveted
Distinguished Restaurant Award by the Rocheston Accreditation institute in New York, USA
(Kingsbury.com, Annual report 2019).
Financial status - Last five years revenue had
1.a.2 TYPE AND SIZE OF THE been on a steady growth, which means an
ORGANIZATION increase in their customer base. However there
Legal Form Public limited company was a 4% plummet in revenue for year-end
Industry Hotels and Motels 2018/2019 where net profits were declining from
No: of employees 729 year-end 2017/2018 and showed a 28% fall in
Occupancy 69% year-end 2018/2019. Reasons-: drop of the
No: of guests 93,400 minimum room rates for city hotels, political
Profit Rs. 100,777,000 uncertainty that prevailed towards the end of
Revenue 2,861,468,000 2018 and 2019 Sri-Lanka Easter bombings in
(Table 1.1, Source: Annual report, 2019) which Kingsbury was one of the hotel site
Awards (Annual report, 2019).
won by
Kingsbury (Figure
1.3)-
Revenue &
(Figure 1.1) (Figure 1.2) profits, 2019

1.a.3 RANGE OF PRODUCTS AND SERVICES

Rooms Restaurants and
MICE Services
Type No: of Rooms Bars
Superior 75 The Harbour Court Conference rooms A travel desk
Deluxe 75 Honey Beach Club Meeting rooms Room safety locker
Room service (24-
Executive 50 CE LA VI Event rooms
hrs)
Premium 07 Churros Gym (24-hours) Laundry facility
Baby sitting
Suite 21 The Ocean
facilities
Kingsbury
01 Kings Steak Bar Spa treatments
Suite
Swimming pool
Yue Chuan

(Table 1.2- Kingsbury products & services)

Market Austral
2019. (Figure 1.4)
Source: Annual report

Customer Base - Customers can be

classified as guest who visits the hotel (B2C) performan ia, 10%
and international tour operators and travel ce of Great
agents (B2B). The hotel’s business travellers Kingsbury, China , Britain,
2019 39% 11%
has accounted for 25% and Leisure travellers
for 12% (Annual report, 2019) India,
13%

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COMPETITORS
Table 1.3 – Kingsbury hotel’s competitors in the market

Hotel star rating 5 -stars 5-stars 5-stars 5-stars 4-stars

Hotel chain Local Local Local International Local
Trip Advisor 4/5 4.5/5 4.5/5 4.5/5 4.5/5
rating
Revenue Rs. 2.861 Bn Rs. 4.4 Bn Rs. 2.849 Bn $ 1,195 Mn
No: of rooms 229 475 358 466 164
(Table 1.3- Competitor analysis)

(Table 1.5- Theme)

1.a.6 THEME – Customer Acquisition
1.a.4 STAKEHOLDERS
Table 1.5 below shows Kingsbury
hotel’s stakeholder
classification according to Freeman’s
model.
(Table 1.4- Stakeholder classification)
Stakeholders
Strategic stakeholders
Moral stakeholders
Directors Customers-Tourists/locals
Employees Competitors
Parent company Suppliers
Local community
Government
External shareholders
(Table 1.4- Stakeholder classification)

1.a.5 KEY CUSTOMER SEGMENTS

Group Travellers Individuals

Function
Business Leisure Business Leisure
Conferences Wedding Sales meetings Families
Purchase Conventions, Guest, tour Organize Couples
Occasion Air line crew Operators, Events & give Backpackers
Sports clubs New year Presentations Solo traveller
Package deals Reputable Conscious on Safe hotel,
For lodging Restaurants Price, ease of Discounts,
Benefits &
Meals & meet- With good Access, conve Family active-
Needs
ing rooms Food & nient location, ties, good
Ambiance. amenities restaurants
International International International International
Geography
guests & Local & Local & Local
Loyalty Medium Low Medium Low
Conven/Economy Economy Convenience/Eco Economy
Benefit sought
nomy
(Table 1.6- Customer segmentation)

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1.b ASPECTS OF THE MACRO ENVIRONMENT

1.b.1 TECHNOLOGICAL FACTORS – (TABLE 1.7)

The hotel industry has gone through drastic changes in the past five years with relation to macro
environmental factors (Refer Appendix 1)

Drivers Past five years impact on industry
Showcases an
increased use of Mobile phone internet penetration
the internet. worldwide
However in some
80.0%
parts of the world
offline is more 60.0%
dominated - lack 40.0%
of knowledge, 20.0%
slow technology
growth. 0.0%
2014 2015 2016 2017 2018 2019

(Figure 1.5, Source: Statista.com)

The increase in (Figure 1.5) is due to demographic changes such as
technology developments, economic conditions and knowledge sharing among
individuals. Thereby depicting an increasing trend towards personalized &
value for money services.

AI advancements were named ‘’one of the most important things that

humanity is working on ‘’(Sundar Pichai, 2018).

There has been an increasing engagement of AI in the hotel sector:

Development of
§ IoT
AI to cater better
§ In-person customer service
customer
§ Chatbots
satisfaction
§ Travel experience enhancement (VR)
§ Data analysis (Dorchester collection hotel chain uses ‘Metis AL
platform’ to sort through collected surveys)

(Figure 1.6) depicts positive growth in the AI market. Hotels benefit from
easily identifying consumer behavior, travel choices & payment methods.
Thereby AI effectively enables hotels to reduce cost and deliver a superior
service. (Ex: Henna-na hotel in Japan- first to be staffed by robots built a
futuristic brand image. Later taken on by Hilton’s-Connie concierge and
Aloft’s butler
robot. Revenue from AI market worldwide ($ Bn)

Nevertheless 1000
there were 800 892 Revenue
constraints- 600
technical 656 (Figure
400 482 1.6,
failures, job
insecurity and 200 354 Source:
126 260
challenging to Shanho
0
target Gen X 2015 2016 2017 2018 2019 2020
ng Liu,
customers as 2019)

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they are adapting to technology and can cause dissatisfactions. Therefore
organizations should consider these while adopting AI and find solutions going
forward to achieve its objectives.

(Table 1.7- Technological factors)

1.b.2 SOCIAL AND CULTURAL FACTORS – (TABLE 1.8)

Drivers Past five years impact on industry
Hotel industry depends
Non Business &
on travel decisions

Source: Author generated

Purpose of Travel
speciTied, Porfession
made by individuals. 3% al, 13% Religion/
Travel motivations Pilgrimage,
help to predict 12%
Lesiure/ Health and
traveler’s personal Recreation medical
needs, expectations & /Holidays, care, 10%
culture (Formica S 50%
Education ,
and Uysal, 1998). 1%
Shopping ,
(Figure 1.7) 11%
Travel within the past
5 years has evolved immensely. Benefits of digitalization and changes in
demographics have made individuals more knowledge sharing. Past years
depicts an increase in youth travel, Instagram influencers (40% millennials
factor in ‘instagrammability’ on deciding travel locations) & increase in solo
travel for women. Thereby showcasing change in travelers’ behavior, which
impacts today’s travel purpose (Figure 1.7)

(Figure 1.8) depicts an increase in worldwide tourists arrivals. To support this

development of infrastructure takes place which boosts economic activities &
employment.
Demographic (Figure 1.8)
However it’s
Changes
challenging to
countries like India etc
as demographic
changes in relation to
their religion/culture
have a huge impact on
individuals values &
beliefs. (Ex: Sri Lanka
has
restrictions on International tourist arrivals worldwide (millions).
local/internati (Source: S. Lock, 2019)
onal events to
be held on religious days). These attract fewer customers leading to a fall in
revenue.

Hotel industry is promoting concepts such as:

§ Solo travel
§ Eco travel
§ B leisure

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§ Local experience
§ Food tourism
Thereby customer focus has been inclining to the above.

However while hotels adapted these trends to create a unique customer

experience they face a challenge to adapt according to country’s society and
culture. But by analyzing the pros, cons and implementing unique strategy the
country’s society and organization can benefit from this.

(Table 1.8- Social and cultural factors)

1.c IMPACT AND RISK ANALYSIS OF INNOVATION ON CUSTOMERS AND

COMPETITORS

Figure 1.9 below explains the concept of Disruptive Innovation

(Figure 1.9, Source: EHL.com)

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‘’Innovation is the process that turns an idea into value for a customer and results in sustainable
profit for the enterprise’’ (Carlson and Wilmot, 2006, p. 4).

(Figure 1.10, Source: Innovation Matrix by Clark and Henderson)

Kingsbury’s main competitors are Cinnamon Grand and Cinnamon Lakeside (Refer Appendix 4).
These hotels have implemented equal and beyond strategies of innovation in order to be competitive
in the market.

Table 1.9 below identifies the impact of innovation on Kingsbury; it’s competitors and the market

Innovation
• Incremental to Architectural • Architectural to Radical
Method

• Open culture with horizontal • Top-down approach in decision

communication (quarterly team
meetings, emails)
• Invests in training of employees
Internal • However employees leave due to
Culture & better opportunities (Ex:
Leadershi Maldives)
p Style • Top-down approach in decision
making
• Democratic leadership style in
management. However
Autocratic when training new
employees
• Front desk to hotel concierge
services (Incremental
innovation)
making
• Each sub division is managed by CEO
• Group monitors the diversity of age
and gender
• Conducts training of employees to
improve their skills from personality
developments to technical aspects
• Practices a Democratic leadership
style
• Chatbot - enabling instant replies to
guest inquiries through email, social
media & brand website
(Architectural innovation)

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• Mobile app driven
(Architectural innovation)
Innovation
(Figure 1.11, Kingsbury mobile
app)
• Arrival to guest departures,
concierge services are available
to guide with use of hotel
facilities, use of lobby area,
business areas, restaurants, bars
& tech lounge areas
Features
and • Ability to make
present bookings/reservations via app,
status user friendly, high conversion
rate and time saving.
• Advantages - customer friendly,
Saves time, reduce human error,
access to services during off time
of the staff
• Popularity among Gen Z
customers as they are tech savvy
and accustomed with technology.
Impact • Therefore enables quick customer
and Risk decisions.
on the
industry • Mobile driven - targets Gen Z
customers. Supports the changing
demographics in travel behavior
with technology advancements
and convenience
• Advantages - time saving, quick
purchases, personalization and
increased customer satisfaction.
Risk
• Updating & maintaining these
apps according to current trends
leads to high cost. And if
companies don’t undergo these
changes it could have a negative
affect on its digital personality.
11
• Biogas digesters - Cinnamon Citadel
& Habarana village.
• Waste paper recycling plant-acquired
from elephant dung and hotel
operations to produce recycled paper
with an increased participation from
the women in that community –
Cinnamon Lodge Habarana (Radical
innovation)
• Responds to every inquiry.
• Details on facilities, services and
offers are available on social media,
brand website & online platforms -
Response within 24 hours
• Reduces energy usage by 8700Kwh/
month.
• Non-hazardous reduction of 14%
• Landfill waste reduced by 16% to
1.94kg from 2.31kg in the previous
year
• Eliminates language barriers by using
English as the medium of
communication.
• Increase customer satisfaction with
ease of use and quick responses.
• Freedom for the guests to make
they’re booking without human
interaction.
Risk
• Misleading information and system
failures could occur
• Creates a positive impact to the
environment by reducing its carbon
footprint and satisfying stakeholders.
• Caters towards eco-conscious
travellers, which is an increasing trend
in the industry.
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(Figure 1.12, Source: Criteo travel study,

2019)

Risk
• Initial implementation of technologies
can be costly

• Benefits - cost savings, increased • Chatbot - successful in terms of

productivity, which leads to
higher revenue, reduce the hassle
for the guests. Ex: Hyatt system,
which integrates the reception
with the bar. (Hyatt.com, 2019)
• Challenges -
misleading/incorrect information
given leads to confusion among
guests.
• System failures during busy hours
can displease the guests.
• Worldwide apps show an
increasing growth. 194 billion
apps downloaded in 2019, up
Success or
from 178 billion in 2018.
failure
• Google play downloaded 76B
while ios app store downloaded
30B (Source: App Annie).
• Travel app downloads - 3.9%
(Statista, 2019).
• Modern trends incline towards
OTA (Ex: Booking.com,
Expedia) than the brand website.
providing quick responses (24-hours),
user friendly which increases
productivity and customer satisfaction.
• Retention and attraction of new
customers - improves reputation and
brand image
• However eco-conscious travellers are
considered a minority.
• Nevertheless travellers who seek and
book accommodations are marketed as
more ‘sustainable’ and stay an average
3 days longer than other guests
(Mandela research).
• 66% of global respondents would pay
more for companies committed to
positive social environment impact
(Nielson, 2015).

(Table 1.9- Impact of innovations)

CONCLUSION

Incremental and Architectural innovations are important to Kingsbury but priority

should be given to Radical innovations and keeping up with Disruptive innovations in
order to increase competitiveness and market share

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2.a INNOVATION CAPABILITIES OF KINGSBURY HOTEL

As Jack Welch once stated, ‘‘Innovation is not a step forward every time. Innovation is a constant
thing. But if you don’t have an innovative company/team reporting to work daily to find a better way,
you don’t have a company/team.’’

Thereby many companies have initiated R&D departments to create an innovative culture and
motivate employees to gather innovative ideas to enhance the business.

Table 2.1 below evaluates Kingsbury hotel’s innovation capability. (Refer Appendix 5: McKinsey’s
7S Framework)

Current Desired
Factor Description
rating rating
• During COVID-19 pandemic the management did not
use an emergent strategy, which is already been
used by its competitors (Ex: Hilton - takes orders and
delivers food to its customers, Trinco blu by
Cinnamon offered itself to be a quarantine center to
treat those infected).
• All key stakeholder expectations cannot be achieved
Strategy through the current strategy (Ex: objective of 2/10 7/10
increasing sales - CSR projects may have to be cut
down to maintain costs which has a negative impact
on customers & public).
• Its lagging behind in innovative products and services
which the current strategy does not fulfill

• Flatter and functional organizational structure

• Departments may focus on their own goals than the
organizational goals
• Communication between departments may be poor.
Ø Suggestion: System where employees are
Structure trained to listen to customers and the 3/10 8/10
feedback travels quickly for prompt decision-
making.
• Due to its centralized structure and agile industry
can lead to lower productivity and business growth

• No new user-friendly
innovation systems
to improve customer
experience (Ex: VR
systems already been

used by Shangri-La,
Systems (Figure 2.1) 2/10 4/10
(Figure 2.1)
• Lack of focus on
creating awareness on innovation to increase
customer engagement (Ex: No continuous marketing
undertaken to increase the use of the Kingsbury
mobile app).

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• Innovation not been
used to provide a
personalized
experience (Ex: smart
hotels) (Figure 2.2)
(Figure 2.2)
• Training sessions are given
across all employee levels

• Lack of female participation

• Lack of inter-relationship between departments
Staff • It has a centralized structure where decision makers 3/10 8/10
are the senior managements/HOD’s
• Lack of dedicated youth employment

• Democratic leader ship style with frequent contacts

with employees across all levels and Autocratic
leadership style is used when training new
employees (Figure 2.3)

(Figure
2.3)
Style 3/10 7/10

• Mostly functioning as teams and are more

corporative
• Thereby the hotel has a rating of 3 and hoping to
achieve a rating of 7

• Most employees are experienced employers in the

tourism sector
• There is a gap in skills with regards to innovation
Skills when compared to its competitors 2/10 8/10
• Employee trainings on skill development, networking
and career enhancement takes place

• Organizational innovation should be more substantial

• The core values of the company can be practiced
through communication, education and involvement
Shared of employees in discussing the need for new ideas
4/10 8/10
values and behaviors and spreading these values
• The core values and behaviors can be used as
criteria for recruitment and selection through the HR
division.
(Table 2.1- Innovation capabilities)

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2.b EVALUATION OF EFFECTUATION MODEL, LEAN MANAGEMENT AND KAIZEN MODEL

2.b.1 MIND MAP- ENTREPRENEURIAL APPROACHES TO SUPPORT OBJECTIVES (Refer Appendix 8 for detailed analysis)

1. Bird-in-hand:
Resources, strategic 2. Affordable loss:
(Figure 2.4, Source: Author generated) partnerships, skills, affordable due to other
values, capabilities sources of income
(accommodations, events)

4. Pilot-in-the- 3. Patchwork quilt:

plane: Opportunities AR Partnerships with
(expansion into room food IT/AI driven firms 2. Value
service menus) menus stream: caters
1. Involving to all
employees from all employees,
1. Value: Entails no eliminates use
departments and 7. Repeat: cost of production of tour guides &
ranks Continuous cycle Effectuation thereby eliminates transport
improving Approach waste
efficiency
2. Identified
problems: Rated H-L
and identify the reasons
AR food Lean VR 3.
menus Kaizen Entrepreneurial Thinking tours Flow:
& VR Approach Approaches Approach Skilled
tours &
trained
3. Create a solution: 6. Standardize: 5. Perfection: it’s a employ
improves problem Adapt solution if continuous process ees to
solving in organization positive ensure
processes smooth
4. Test the 5. Analyze the results: functio
solution: Pilot 4. Pull: Increase in
weekly assessments, ns
programs demand with affordable
qualified point of
headsets
contact, knowledge test

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2.b.2 EFFECTUATION MODEL

‘’Effectuation is a thoughtful process that serves entrepreneurs in the processes of new ideas and
identification of opportunity’’. The worldview for effectuation is called the ‘Pilot-in-the-plane’, i.e.
creating your own opportunities (Sara Sarasvathi, 2001).

Below Table 2.2 identifies the 5 principles of effectuation with relation to the innovation of AR
restaurant menus (Refer Appendix 6: Force field analysis).
Dimensions Evaluation
• Starting with means, entrepreneurs take the resources under their control
to start up their business (rather than pre-set goals)
• Who you are?
Ø Values, attributes, capabilities. Also refers to the competitive
advantage against its competitors
• What I know?
Bird-in-hand Ø Professional competencies, skills/intangible skills
• Whom I know?
Ø Network and strategic partnerships (Ex: potential investors)
• Already been in the hospitality industry, Kingsbury has sufficient
means/capabilities to launch AR menus for its restaurants. It’s a new
concept in SL and will gain a competitive advantage against its
competitors

• Focus on downside risk (rather than expected returns)

• Investment decisions are made based on what they can afford to lose
because the risk of these investments cannot be predicted
Affordable Loss
• AR menus is a futuristic investment as it attracts customers, provides a
unique pre-dinning experience, which helps to increase its sales. Its
affordable to lose due to other sources of income (Ex: accommodation,
events, funds through its parent company)

• Appropriating contingencies by leveraging surprises (rather than trying to

avoid/adopt to them)
Lemonade • Unsatisfied customers due food not meeting their expectation in
appearance, ingredients and size. Through the use of AR menus
customers receive exactly what they ordered/expected thereby leveraging
surprises

• Strategic alliances and pre-commitments from stakeholders to reduce

uncertainty and remove entry barriers (rather than competitive analyses)
• Experts reduce uncertainty and co-create the new market with its
Patchwork Quilt interested participants
• Kingsbury partnering with IT/AI driven firms will increase its investors
generating more funds enabling to expand into VR and AI driven
services (Ex: VR hotel tours used by Marriott & chatbot facilities).
Thereby improving customization and increasing occupancy.

• Focuses on the controllable aspects of an unpredictable future than

predicting an uncertain one
Pilot in the plane
• Make efforts to retain flexibility and ability to embrace unexpected events
and turn them into opportunities
(Table 2.2- Effectuation model)

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2.b.3 LEAN THINKING APPROACH TO IMPROVE PRODUCTS/SERVICES AND
ELIMINATE WASTE

It’s a business methodology that aims to provide a new method to organize human activities to deliver
more benefits and value to individuals by eliminating waste (James Womack and Daniel Jones,
1996)

Table 2.3: Principles of lean thinking approach at the Kingsbury hotel.

Innovation – VR tour experience (Refer Appendix 7)

Principles Evaluation
• Detailed understanding of what value the customer assigns for the
product/service.
• This allows the hotel to create a top-down target price
• Focusing on eliminating enables to deliver value the customer expects at the
Value highest level of profitability
• This can be achieved by practicing PDCA and value creation
• VR tours – No cost of production and saves time. Thereby eliminating waste
and delivers value to customers

• Includes all actions and people involved in delivering the end product/service
to the customer
• Steps, features that do not add value are eliminated
The value • VR tours – Adds value by catering to all customers (disabled/elderly), Ease
stream of use (travel to destinations at the hotel itself), provides a unique experience
to customers. Also eliminates the need of tour guides, arranging
transportation & the time taken to reach the destination

• Ensures the product/services reach customers smoothly where each activity is

fully in step with every other.
• Through daily customer fulfillment measures, feedback metrics and time
spent understanding the work and reasons for the problems occurred can lead
to a smooth workflow.
Flow
• However this takes time
• VR tours – Offered at the hotel itself, group of employees ensure the safety
& smooth function of it, customers will be provided with user manuals and
all feedback will be analyzed to keep improving the experience

• The work is pulled only if there is a demand for it.

• This optimizes resources, capacity and deliver products/services only if there
is a demand for it
Pull • VR tours –VR is increasing specially in the tourism sector. Providing VR
through mobiles, consoles and affordability of certain VR headsets (Ex:
Oculus go) is increasing the demand for it which is shown below (Figure
2.4) Thereby increasing the demand for VR travel experience

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Creating Entrepreneurial Change|40067298|July 2020

(Figure 2.5, Source: super data)

• Trying to achieve a situation where value is created with no waste

• The perfect process happens step by step as continuous improvements
Perfection address root causes of quality problems and production waste
• Thereby its important to ensure employees at all levels are involved in
continuously improving the process

(Table 2.3- Lean thinking model)

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2.b.4 KAIZEN (CONTINUOUS IMPROVEMENT) APPROACH

Kaizen translates as ‘’good change’’ or ‘’improvement’’ but with association of lean methodology it
has come to mean ‘’continuous improvement’’. It was made popular via book Kaizen (Masaaki Imai,
1986).

1. Get employees
involved

7. Repeat on an 2. Gather a list of

ongoing basis problems

Kaizen cycle for

continuous
3. Encourage
6. If successful
adopt the solution
improvement solutions then
choose an idea

5. Regularly
measure and 4. Test the
analyze the solution
results

(Figure 2.6, Kaizen cycle for continuous improvement)

Table 2.4 below evaluates the above further. (Refer Appendix 8: Mind map)
Innovations: AR food menus and VR tour experience (Refer Appendix 6 & 7).

Dimensions Evaluation
• Involvement of employees- including their help in identifying issues and
problems
Get • AR menus: Using employees from research, technology, marketing to
employees kitchen staff, photography and even waiters will enable to identify issues that
involved may arise in this innovation
• Thereby improving the commitment of employees- stakes in their jobs are
higher and are inclined to do a good job
• Using employee feedbacks a list of problems and opportunities can be
gathered (rated from high-low)
• Issues - high cost, lack of skilled labor, dependent on professionals.
Gather a list
Opportunities – enhance customer experience & further expansion into VR
of problems
(Appendix 8: Mind map)
• Thereby improving competitiveness, gaining lower costs and higher quality
of service
Create a • Encourage employees to offer creative solutions then choose a winning

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solution solution/more from the presented ideas
• Solutions for issue of skilled labor– employee training, development &
monitoring to improve their skills. High cost – strategic partnerships and pre-
commitments from stakeholders will increase funds and investors (AR
menus and VR tours)
• Thereby improving problem solving by looking at processes from a solutions
perspective

• Implement the solution chosen above with all participating in the roll out
(Ex: create pilot programs)
• Training employees on VR tours and AR menus (system check ups,
Test the
features, safety precautions) will improve the skills of the selected team.
solution
Ø However the process takes time. Nevertheless employees will be up
to the required standards with training conducted ahead of the launch
• Thereby increasing employee satisfaction
• Check the progress, specific plans- point of contact and how best to keep
ground-level workers engaged
• Weekly assessments to evaluate progress, point of contact- qualified
individual in AR menus & VR tours, training covers from theory, practical
Analyze the
and technological aspects
results
• Success determined - knowledge assessment, viva on related areas at the end
of the training period
• Thereby helping to build and strengthen teams

• If positive result- adopt the solution throughout the organization

• Training of employees relating to their departments will develop skills
further and increase productivity
Standardize
• Thereby providing higher quality products with fewer faults and less waste as
employee skills are used more efficiently

• These 7 steps should be repeated on an ongoing basis with new solutions

Repeat tested or new problems addressed

(Table 2.4- Kaizen model)

CONCLUSION

2a indicates a few concerns related to employee skills, awareness, structure and systems
used. However these can be improved over time. According to 3b, Appendix 6,7 & 8 its
objectives using innovations can be achieved with continuous improvements to suit the
hotel industry

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3.a VALUE PROPOSITION CANVASES FOR TWO INNOVATIONS THAT WILL ADD VALUE AND ACHIEVE OBJECTIVES OF FUTURE
KEY CUSTOMERS
The proposed below value proposition canvases will enable Kingsbury to add value to customer’s needs and wants and achieve its objectives

3.a.1 VALUE PROPOSITION CANVAS FOR THE PROPOSED INNOVATION 1 - AUGMENTED REALITY FOOD MENUS
Figure 3.1 – Value proposition canvas (Ostelwalder et al., 2014) for proposed innovation – 1

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Creating Entrepreneurial Change|40067298|July 2020


To address the above pains, gains and jobs of the consumers ‘’AR food menu’’ is proposed as a
process and service innovation for Kingsbury hotel

‘’Your menu comes to life’’

• Adds value to customers by

providing a pre-view of the
meal ordered
• Its an experience customers will
remember & want to come back
for more, creating brand loyalty
& customer retention
• Attraction of target audience
(Ex:Millenials)
• Creates brand recognition & a
1.
competitive advantage in terms
AR Food Menus of service differentiation

Directly
Embedded video market
contents discounts & Ability to explore
promotions new & ethinic
(customer
dishes due to no
testimonials,
language/culture
chef interviews
barriers
cooking videos)
Improving visibility
(360 degree Availability of
visualizations, a nutritional
information on each guideline
dish)

Ability to
collect data
about
Adds
customer Value to Unique pre-
dining
preferences
(popular
Customer experience
dishes, time s
spent)

Figure 3.2. How AR food menus add value to customers (Source: Author generated)

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3.a.2 VALUE PROPOSITION CANVAS FOR THE PROPOSED INNOVATION 2 – VIRTUAL REALITY TOUR EXPERIENCE

Figure 3.3 – Value proposition canvas (Ostelwalder et al., 2014) for proposed innovation - 2

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Creating Entrepreneurial Change|40067298|July 2020


To address the above pains, gains and jobs of the consumers ‘’VR Tour Experience’’ is proposed as
a product innovation for Kingsbury hotel



‘’Tourism brochure of the
future’’

• Adds value to customers by
providing tours to desired
destinations from the hotel itself
• Previews of the destinations

enables customer to visit only
interested sites
• Leads to improved
competitiveness in the industry,
2. and customer acquisition
VR Tour Experience enabling the hotel to achieve
objectives of customer loyalty &
market share

Personalized
360, wrap- & elevated
around view customer
experience

Available
Interactivity 24/7

Ability to Adds Available in

make better
informed Value to multiple
languages
decisions Customers

Figure 3.4, How VR tours add value to customers, (Source: Author generated)

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3.b MEASURING THE IMPACT OF INNOVATIONS ON KINGSBURY

3.b.1 BALANCE SCORE CARD (KAPLAN & NORTON, 1990) – TABLE 3.1

Below table will help determine the best innovation out of the two identified, which would have the
most impact on Kingsbury

Innovations/Target/Ra
te (1-5)
Perspectiv
Objectives Metrics Target AR Food VR Tour
e
Menus Experience
Rating Rating
Growth in revenue Sales revenue Increase by
4 4
based innovations 10% annually
Growth in ROI Increase by
innovation based 6% annually 4 4
profitability
Financial
Increase market Overall hotel Reach 20% by
share industry market 2024 4 3
share
Reduce operational Operating profit Reduce 10%
4 3
cost annually
Increase customer Customer Increase by
4 4
value for money feedbacks 10% monthly
Encourage repeat Customer Increase by
visit to hotel retention rate, 15% monthly
4 3
customer loyalty
rate
Customer
Increase customer Social media Increase by
engagement likes, shares & 20% monthly 4 4
followers
Response towards Customer Improve
the brand feedbacks positive 4 4
feedbacks
Product quality No. of Reduce by
4 3
control complaints 15% annually
Service delivery Average Increase by
levels processing & 25% annually 4 4
Internal
delivery time
processes
Customer service No: of customer Reduce by
4 4
improvements complaints 20% annually
Risk management % of risk Reduce by
3 3
mitigated 15% annually
Employee training Efficiency and Improve by
4 4
and development production % 12% annually
Encourage No. of employee Increase by
employee feedbacks on 20% annually
4 4
Learning innovation & new ideas and
and motivation improvements
Growth Improvement in No. of Increase by
employee employees 10% annually
interaction with handling/engagi 4 3
digital systems ng with digital
systems
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Continuous Digital sales % Increase by
technology 10% annually 4 4
improvements
Total Perspective Rating 63 58
(Table 3.1- Balance scorecard)

3.b.2 COST-BENEFIT ANALYSIS – TABLE 3.2

VR Tour Experience
Costs AR Food Menus (Rs.)
(Rs.)
Direct costs:
Ø Commissions 400,000 380,000
Ø Direct labor 350,000 275,000
Indirect costs:
Ø Insurance 1,750,000 2,000,000
Ø Production supervision salaries 600,000 550,000
Ø Depreciation annually 400,000 300,000
Training and development of staff 200,000 250,000
Opportunity cost 500,000 500,000
Change management cost 750,000 900,000
Purchase of equipment – tabs, headsets 3,500,000 8,000,000
Installations and programming 2,750,000 3,000,000
New recruitments 400,000 400,000
Operations and maintenance 4,750,000 5,000,000
Total Cost 16,350,000 21,555,000
Benefits
Effective promotional campaigns 2,500,000 2,000,000
Access to new markets 4,000,000 3,500,000
Improved lead conversion 6,000,000 5,000,000
Increased customer retention and loyalty 5,750,000 4,750,000
Enhanced productivity 3,000,000 3,250,000
Increased revenue and profits 7,000,000 6,000,000
Improved customer service 3,000,000 2,750,000
Reduced worker cost 500,000 550,000
Total Benefits 31,750,000 27,800,000
(Table 3.2- Cost benefit analysis)

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3.c CHANGE MANAGEMENT STRATEGY TO IMPLEMENT AR FOOD MENUS

3.c.1 BACKGROUND OF CHANGE

Kingsbury has to bring in a change process where employees have to be educated about the new
innovation and what it replaces in the restaurants. According to (Burnes, 2004) ‘’Change is an ever-
present feature of organizational life’’. Thereby a clear understanding of how it is obtained and
operated has to be explained to the employees and customers as well.

3.c.2 RESOURCE CAPABILITY ANALYSIS – TABLE 3.3

Resource Classification
General Human Financial Physical
• Strong brand name • Workforce of over • Positive and • Located in the
in the hotel 750 employees strong heart of the
industry with • Top management financials commercial
multiple awards consist of YOY (Refer capital- Colombo
innovatively driven Appendix 9) • Easy access to
individuals with popular
decades of experience attractions &
in the industry business centers
• Ideal for business
travellers
Capabilities Core Competencies
• Products & services – Kingsbury offers ‘value • Staff training – Kingsbury can invest
for money’ services that attracts customers from more into the training of staff so they
different demographic groups can gain skills & knowledge of AR
• Open culture that is constantly looking to food menus to be easily conveyed to
change and adapt customers
• Backed by its parent company –
Hayleys PLC

(Table 3.3- Resource capability analysis)

3.c.3 STAKEHOLDER ANALYSIS – TABLE 3.4

Stakeholders Description P I
Entails the authority to decide whether to create ‘’AR
•
Top food menus’’ as they are concerned about the costs
H H
management involved and ROI
• Required targets are set which is passed down
• Finance risk
Shareholders H H
• Brand reputational risk
• Raise issues or support ‘’AR food menus’’ as they will
Employees be the ones handling & assisting the product to M H
customers
(Table 3.4- Stakeholder analysis)

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3.c.4 MANAGING CHANGE – 8 STEP MODEL (JOHN. P. KOTTER)

Table 3.5 below outlines the strategic change management plan - AR food menus


75% of a company’s management should support the change initiative
(Kotter) for it to be successfully adapted. Kingsbury needs to make sure
1. Create a sense of its employees are aware of the importance of ‘’AR food menus’’ and be
urgency open when convincing employees of this action by discussing the
potential benefits and threats faced if not implemented

Form a team of influential individuals to drive the change the

organization wants and encourages employees towards it. This coalition
2. Build a guiding
should consist individuals with different JD’s & status so that all
coalition
employees can build open communication.

A clear vision formulated aligning with the central values of the

3. Form a strategic organization and the change initiative. Market data & employee ideas
vision and can be included when developing the vision- will be accepted faster.
initiatives Ensure it’s easily understood.

Create acceptance and support among the employees. Achieved by

frequently communicating the vision & strategies. Senior management
4. Communicate the
demonstrating the ideal behavior expected from the employees and
vision
addressing their concerns honestly.

It’s important to change/remove barriers that could undermine the

vision. Openly communicating to all stakeholders those resistant to
5. Enable actions by change can be identified. Make sure organizational policies, processes
removing barriers are aligned with the new vision and reward employees implementing
change.

Kingsbury must create short-term goals so that employees have a clear

understanding. When goals are met employees will be motivated to drive
6. Generate short-
the change forward. By rewarding those responsible for quick wins will
term wins
encourage others as well.

It’s important that the team doesn’t declare victory after a few quick
wins, as it’s only the beginning of a long-term change. Thereby
7. Consolidate
Kingsbury needs to continue communicating the vision & work on
improvements
implementing larger change.

Ensure the change becomes a core culture of the organization in the long
8. Anchor the run. Kingsbury’s values and standards must agree with the new vision
changes in where employees continue to support the change. Regular evaluation on
corporate culture progress helps consolidate change.

(Table 3.5- Kotter’s 8 step model)

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3.c.5 FSA MODEL (JOHNSON AND SCHOLES) – TABLE 3.6

Feasibility According to Task 1(a) & Appendix 9, Kingsbury has sufficient funds to invest
in production and training.

AR food menus are compatible with Kingsbury since a change in

Suitability
demographics into technology is seen in the market

The hotel management will authorize this option as the benefits outweigh the
Acceptability restraining factors (Appendix 6). Highly acceptable among customers due to its
features and unique experience.

(Table 3.6- FSA model)

3.c.6 BUDGET ALLLOCATED FOR IMPLEMENTING AR FOOD MENUS – TABLE 3.7

Amount (LKR)
Activity

R&D 35,000,000

New recruitments/consultants 3,000,000

Product development, testing 15,000,000

Training staff 20,000,000

Marketing communication 40,000,000

Wages & other expenses 10,000,000

Overheads 1,500,000

Total cost 124,500,000

(Table 3.7- Budget Allocation)

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3.c.7 GANATT CHART FOR IMPLEMENTATION OF INNOVATION (FIGURE 3.5)

(Figure 3.5- Ganatt chart)

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3.c.8 BENEFITS AND BARRIERS TO IMPLEMENT AR FOOD MENUS – TABLE 3.8

Benefits Barriers Response to barriers

• Improved customer • Expensive to implement due • With the promotion of
engagement & experience to the affects of COVID-19 medical tourism this can be
• Allows to gather data to • Lack of skill- Few people to introduced by 2022
identify customer master in this design skill as • Partnerships with AI
preferences (Ex: trending technology is new companies will produce
dishes) • Employee reluctance desired results
• Multiple languages- • Proper employee training
overcome language
barriers
• Attracts niche customers-
(Ex: food for diabetics)
(Table 3.8- Benefit and barriers)


CONCLUSION

Taking into consideration of balance scorecard, cost-benefit it is clear that VR tours does not
meet all requirements in 3a. Nevertheless Kingsbury has all the resources needed within the
company to accommodate ‘’AR Food Menus’’.

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ANNEXURES

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Appendix 1: PESTEL Analysis

Factor Driver Application Impact O/T

• Instability in the country due to the
preparation of parliamentary polls in
Political Crisis/ April.
H T
Instability • Tension between SL and US due to
the travel ban imposed on SL’s army
chief.
• Due to COVID-19, travel
restrictions are imposed on Chinese
tourists.
• Sri-Lankan flights have been
suspended to China, Jeddah and
Kuwait has suspended flights from
VISA/Travel
Political Factors SL along with 6 other countries. H T
restrictions
This has reduced tourist arrivals by
17.7%(Feb, 2020) and is decreasing
further which is a huge impact on
the industry after the Easter
bombings which reduced tourists by
70%
• Tax concession was given till 31
March 2020, to tourism related
Taxes industries where the VAT was O
reduced from 15% to 7% pushing to
increase the occupancy rate
• Due to Sri Lanka having a low
exchange rate compared with many
countries (USD=182.21, Yuan=
Exchange rates M O
26.27) attracts a higher percentage
of tourists as it increases their
disposable income
• Impacted in 2008 caused individuals
Economical
Impact of Credit disposable income to reduce and
Factors M T
crunch 2008 further declining spending by
tourists
• The total contribution to the tourism
Creating sector of the worlds GDP was
M O
employment recorded at 10.2% of jobs
worldwide
• With changing trends, consumers
Willingness to
are in search of unique offers hotels
spend more for
that can provide them with such as
quality and H O
Eco travel, Local experience,
experience above
Personalization, Bleisure travel and
expectation
customer experience
Socio-cultural
• Consumer trends have changed to an
factors
Change in increase in private lodging, as this
consumer proves beneficial for solo travelers
H T
preferences for as well which has been increasing.
lodging This can lead to a decline in hotel
occupancy rates due to higher prices

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Creating Entrepreneurial Change|40067298|July 2020


• Through the use of modern day
Advancements in
technology hotels such as Kingsbury
mobile apps and
can increase their productivity in the
technology leads
daily tasks they do such as online
to providing H O
bookings, air port drops & pick ups
quick services
and planning the customers holiday
and greater
ahead according to their
productivity
requirements.
• With changing trends and advanced
technology, customers expect on
time services where AI, chatbot, IoT
(internet of things), VR, AR and Big
data technology comes into play
Technological Enabling to enabling to personalize the
Factors provide better consumers experience according to
H O
customized and each of their needs and wants
personalized without any delay.
services through • There is increased competition with
AI advance technology developments
(mobile apps optimization, AI,
Augmented reality, virtual reality
etc)
• There is an increase of online travel
agents coming into the industry
Increase use of
(booking.com, expedia, agoda)
online travel H O
enabling hotels to increase revenue,
agents
stock inventory and reach a much
larger audience.
• Changes in the weather such as
floods, droughts, land slides and soil
Weather
erosions create a negative impact in M T
Conditions
the tourism industry leading to a loss
of revenue for hotels
• With a large quantity of waste been
disposed to the environment, actions
taken place to recycle, reuse waste
material, use of solar power, spread
awareness, organizing beach clean
Environmental Sustainability H O
up initiatives, avoiding the use of
Factors
plastics may reduce cost, create an
ethical image in the minds of the
consumer while contributing
towards a cleaner environment
• The government has imposed many
Environmental regulations to reduce energy
H O
regulations consumption or use alternative
sources to maintain sustainability
• Introduction of maximum building
Change in rules heights in coastal areas, site design
and legislations laws for coastal areas, flood prone
M T
can lead to price areas, sand dune areas, water supply
Legal Factors increases and rooms to land ratios can lead to
price increases
Impact on tax This has a direct impact (VAT 7%) in M O
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Creating Entrepreneurial Change|40067298|July 2020
laws the air line industry, travel & hotels
Appendix 2: Stakeholder Analysis
Stakeholder Their needs and current
Implication on Kingsbury
s situation analysis
• To make the best decision
for the organization &
make sure it’s carried out.
BoD/Top • To be updated with the
managemen relevant information and
t progress on the decisions
that were made
• Directors • Certain decisions are
/CEO politically driven which
• Presiden can be an issue
ts/Chair
man
• To have a good return on
their investments and to
be informed of major
financial performance
updates
• Shareholder’s earnings
per share has dropped to
Shareholder
0.42(Annual report,
s
2019)
• Profit after tax has
reduced by 28% (Annual
report, 2019)
• Customers are the most
important stakeholders so
it’s important to adhere to
their interests.
• Currently
Customers unsatisfied/lagging with
new trends compared to
Hotel guests competitors
Visitors • Reviews/ Social media
Travelers /ratings on brand sites
B2B/B2C and other online
platforms encourages the
retention and attraction of
customers
• To be treated fairy with
Employees
job security, good pay
and work in a healthy and
Managers
safe environment.
Assistants
• Provides training for each
37
P
Int
o Perceptio
ere
w n
st
er
• The decisions made by
BoD directly impact the
reputation and image of
Kingsbury.
• A crisis plan was put
into motion after the
Easter bombings, 2019 H H Neutral
in which Kingsbury was
one of the hotels
affected. Gaps were
identified and prepared
it for the future
challengers.
• A declining share prices
creates a negative
impression on
Kingsbury as it
indicates the
organization is
struggling financially. H H Negative
• Organization may
struggle to find
investors for future
activities
• Negative experience/
feedback from
customers will have a
negative impact on
potential new and
current customers and
tarnish the CR of
H H Neutral
Kingsbury.
• Customers opinion
have an impact on the
CR and brand image of
Kingsbury
• Employees are
considered a key
component of the H L Positive
company and a good
working environment
Creating Entrepreneurial Change|40067298|July 2020
department, employees
are entitled to a provided
fund and trust fund of
company contribution of
12% and 3% (Annual
report, 2019)
• To purchase at the best
rates and to be informed
about the business
• Kingsbury acquires 3rd
party suppliers
• Suppliers are bounded to
the organization’s code of
Suppliers conduct
• Faces competition due to
higher bargaining power
of its competitors
(Annual report, 2019)
• For Kingsbury to achieve
a positive economic
growth and increase job
opportunities and
disposable incomes of
individuals
• The concessionary VAT
Government reductions in the
hospitality industry after
the Easter bombings
• Tax evasion can be seen
as an issue
• Not to have any
interruptions to the
environment by
Kingsbury’s activities
Public
• Tries to influence public
policy in the interest of a
particular cause
Pressure
Groups
will improve
performance and
productivity of the
company.
• A strong supply chain
with a good relationship
is a key to success as it
defines the pricing
H H Neutral
• Adhering to the rules
and legislations by the
government will have a
positive impression on
Kingsbury’s CR
H H Positive
• Kingsbury’s CSR
projects needs to be
given more attention
• Word of mouth is a key
factor which could L H Neutral
impact the brand image
• Customer is King and
could make Kingsbury
have a great CR
• Pressure groups
perception gives an
opinion to the public.
L H Neutral
• This could change
publics opinion on
Kingsbury
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Appendix 3: Porters Five Forces

Ratin
Forces Drivers and it’s Impact on Kingsbury
g
• Customers for the hotel industry would be tourists, hotel guests,
travellers, B2C and B2B

• Brand loyalty: Large hotel chains in the industry invest heavily on

advertising to boost their image by partnering with popular celebrities as
brand ambassador’s, social media influencers, partnering with famous
culinary shows such as Masterchef in order to develop brand loyalty

• Increasing power of online platforms: Attractive discounted rates

offered through OTA and third party B2B rates (ex- Booking.com,
Agoda & expedia) leads to customers making decisions based on
comparisons which decreases the bookings made through the brand site.
Bargaining
power of
• Price sensitivity: As there is an increase in price sensitivity hotels M
customers
should compare it’s rates against OTA platform rates and develop
marketing strategies such as promotions, discounts, seasonal offers in
order to encourage customers to make reservations through the brand
site thereby retaining customers and increasing revenue.

• Suppliers for the hotel industry would commonly be food products,

general supplies, beverage items & engineering supplies etc

• Number of suppliers: Suppliers are available world wide with a

willingness to work with large players. However it’s important to have
suppliers who can provide with quality products and services with a
unique element in order for the organization to gain a competitive
advantage (ex- providing the best local tours for an attractive price)
Bargaining
power of • Local hotels ability to substitute: Hotels are significantly subjective to M
suppliers bargaining power of suppliers and suffer with pressure. In order to
sustain hotels such as Kingsbury need to maintain a strategic cost
advantage over it’s potential competitors

• International competitors entering the domestic market: Increase of

competition with international hotel chains entering the domestic market
with similar products and services and maybe with unique attributes and
a world-renowned brand image (ex: Hilton, Shangri-La and Marriott
entering the Sri-Lankan market). Thereby decreasing the market share
of Kingsbury further in the long run.

• Barriers to entry: New entrants will have to make a huge investment

Threat of on the property, products and services, advertising, construction and
new maintaining facilities, which can be a barrier to enter. However for H
entrants international hotel chains this wouldn’t be an issue due to advantages of
economies of scale they acquire.

• Regulations: Changes in government policies/regulations could have a

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high impact on the industry which can be directly or indirectly linked
with the hospitality industry (ex-shutdown of airports/banks due to the
corona virus has lead to a decrease in tourists which is a huge negative
impact for the hospitality industry)

• Low switching cost: Due to the increased number of hotels entering the
domestic market there is high competition, which leads to low switching
cost for consumers. However through brand loyalty schemes this can be
mitigated.

• Relative price and quality: Though hotel stays are increasing, with
changes in customer lifestyle patterns, needs and wants, customers are
inclining towards a substitute such as Airbnb, apartment concepts, rent a
place, hostels etc as these can be cheaper and value for money. (Ex-
Kingsbury was also a part of platinum one suits apartment complex but
this was terminated in 2018 after the poor financial performance)

• Niche market segment: Catering to a niche segment of customer’s

Threat of
hotels should focus on providing unique attributes and personalization in
substitutes H
order to gain a competitive edge. Although switching cost is low, hotels
can have negative impact in the long run, loosing its potential
customers.

• High exit barriers: Fixed costs are relatively high due to large
investments made on the property, land & building taxes to the
government, outsourced services, advertising cost, human resources,
sales and marketing etc.

Competitiv • Product differentiation: The market leaders have a variety of leading

e rivalry brands under their portfolio( Ex: Cinnamon hotels which comes under
JKH is a conglomerate into supermarkets, insurance, travel etc)
H
• Market Leaders: Market share is divided among the top players in the
industry which are Hilton, Shangri-La, Cinnamon grand & Jetwing
hotels

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Creating Entrepreneurial Change|40067298|July 2020

Appendix 4: Competitor Analysis

Factors Kingsbury Hotel Shangri-La Hotels Cinnamon hotels

• Colombo-Kingsbury • Shangri-La hotels • Colombo-Cinnamon
hotel Colombo and grand, Cinnamon
• Associate hotels: Hambanthoa lakeside, Cinnamon Red
Ø Galle-The fortress • Cinnamon Bentota beach
resort and spa • Cinnamon Wild Yala
• Pasikudah-Amaya • Kandy-Cinnamon citadel
Beach • Cinnamon Bey Beruwala
• Kandy-Amaya Hills • Hikka Tranz by
Number
• Dambulla-Amaya Lake, Cinnamon
of
Amaya Signature • Cinnamon Lodge
resorts/p
roperties Habarana
• Habarana village by
Cinnamon
• Kingsbury hotel is • Largest event space • Facilities such as Jet
popular among business in Colombo catering skiing, sailing, boat rides
travellers (Best luxury up to 2000 guests available in beruwala,
business hotel in SL, • Shangri-La bentota and Hikkaduwa
2017) due to excellent Hambanthota is the properties
conference rooms, only hotel in Sri- • Whale watching can be
meeting rooms with Lanka with a a8-hole experienced from Trinco
technical facilities to golf resort course blu and Hikka properties
business reception • Outdoor water park, • Jeep safari’s, tours
planning health club, around galle, visits to the
• Their restaurant and Ayurveda spa, 7m galle fort, bird watching,
lounge CE LA VI high trapeze, sigiriya rock, temple of
stands out as a top comprehensive kids the tooth, archaeological
rooftop entertainment club sites, religious excursions
spot in Colombo with • Artisan village- can be experienced
an attractive set up and opportunity to through Cinnamon wild
perceived as value for interact with local yala, Citadel, Hikka
money by customers craftsman and artists Tranz and Habarana
Unique • Provides other facilities • Consist of 41 service village
features such as baby-sitting, 24 apartment facilities –
and hour gym, planning Colombo
services family activities and
offered organizing city tours
• Its associate hotels
provides services from
Ayurveda retreats,
safari’s, tours to
historical sights and
sightseeing facilities

Industry • Hospitality industry • Hospitality industry • Hospitality industry

Size of
• Total employees
the • Total employees 729 • Total employees 2105
35,000
organizat

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Creating Entrepreneurial Change|40067298|July 2020


ion
Financial • Rs. 2,861,468 revenue • Rs. 223Mn in • Rs. 11.033 Mn revenue in
strength in 2018/2019 revenue in 2019 2018/2019
• 4.6/5 based on the • 4.4/5 based on the • 4.7/5 based on the
opinion of 1939 people opinion of 572 opinion of 1501 people –
people Colombo
Custome
• 4.7/5 based on the
r
opinion of 824 people –
feedback
Hambanthota
• Mobile services, Online • Enables hotel guests • Mobile app services,
booking services to directly access online booking engine
• Implemented a fully nearby activities. optimizations
integrated property Benefits include • Adopting AI to provide
management and earning and priority for each customer
financial information IT redeeming golden separately
system which has cycle awards points
increased the efficiency • Introducing VR to
Technolo
in the provision of its hotels enabling
gical and
management 360-degree videos
AI scope
information for a quarter of its 94
hotels and resorts

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Appendix 5: McKinsey’s 7S Framework

Key
Current performance of Kingsbury Hotel
Elements
• Proposed strategy for the year was to increase sales, occupancy and marketing by
conducting digital campaigns and PPC campaigns to attract local and international
customers (Annual report, 2019). Special packages, discounts/offers, social media
influencers, use of world-renowned chefs such as Alondo Maldonado was
incorporated to achieve this objective.
• After the 2019 Easter bombings the hotel followed an emergent strategy of
securing the hotel and increasing its security to international standards.
Strategy
• Due to an increasing number of eco-conscious travellers sustainable strategies
were undertaken to minimize the environmental impacts of its operations and
maintain a secure workplace.
• Enhancing the brand performance and recognition by participating in international
travel trade exhibitions such as ATM, OTM & WTM in established and emerging
markets thereby exploiting new opportunities and trends (Annual report, 2019)

• Top down approach in terms of decision-making. Level of centralization is high

as most decisions are made by the top level (Ex: HOD to Managers to
Departmental executives)
• Kingsbury has a combination of a flatter organizational structure where there
fewer levels of middle management included and a functional organizational
structure with a decision making body of a chairman, board of directors and
several departments of sales and marketing, F & B, Finance, HR, Rooms division,
Structure Engineering, Facility.
• Activities are communicated between departments using emails, notice boards &
departmental communication meetings.
• Vertical differentiation is high in F & B department and other departments have a
medium/few layers.
• Due to the division of functions and tasks allocated to each department, high level
of specialization can be achieved.

• Kingsbury uses the oracle ERP system to automate back office processes and day
to day activities (Source: Discussion with management)
• The hotel has placed control systems of fingerprints for attendance, time of
reporting to work & leaving work and CCTV cameras for observation purposes,
which increases productivity of employees.
Systems
• High security and firefighting systems are placed with regular training procedures
for the staff
• Hotel itself has taken the initiative to use waste management systems (UMS
systems).

• Vision- To create timeless memories that build and strengthen relationship and its
core values in respecting the planet and its people are practiced through training its
Shared employees and setting examples by senior management
value • Kingsbury does not practice gender, age or religion based discrimination as it treats
all employees equally.

• Democratic leadership style where the senior management is in frequent touch

with employees across all levels to the extent that even junior employees can walk
Style
up to senior management and express their point of view (Annual report, 2015).
However an Autocratic leadership style can be seen when training new

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employees.
• Thereby employees are more participative and tend to be more cooperative than
competitive among each other.
• Real teams will be functioning within the organization (Ex: Security, front desk, F
& B employees are divided into morning shift teams and evening shift teams).

• Investments are made to improve the skills of the team in their respective fields of
specialization such as orientation, customer service, language training, telephone
skills, complaint handling, product knowledge, safety training programs, outside
consultants on specific sectional training, International trainers on departmental
training. (Annual report, 2019)
• Management training programs offers comprehensive knowledge; best practices
Skills and hands on experience provided by the management.
• Activities to improve team skills and networking skills take place.
• Skills are monitored regularly through KPI’s, weekly 3W’s and team meetings
• There is a gap of required competencies for innovation. As a market follower in
the industry Kingsbury needs to provide more innovative products and services in
order to increase its market share in the industry and gain competitive advantages.

• 729 employees with 50 trainees from various hotel schools in Sri-Lanka

• Kingsbury encourages diversity and has employees from all parts of SL – down
south, North East, Central and North Central and who are multilingual including
languages of Italian, German, French and Mandarin (Annual report, 2015)
Staff
• Striving to attract more female employees to balance the female to male ratio
(Annual report, 2019)

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Creating Entrepreneurial Change|40067298|July 2020


Appendix 6: Force Field Analysis – AR food menus

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Creating Entrepreneurial Change|40067298|July 2020


Appendix 7: Force Field Analysis – Virtual tour experience

46

Creating Entrepreneurial Change|40067298|July 2020 Appendix 8: Mind Map

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Creating Entrepreneurial Change|40067298|July 2020


Appendix 9 – Industry Analysis

Hospitality industry is a Variety of businesses and services linked to customer satisfaction and
leisure. This includes accommodation (hotels, motels), food & drinks, travel & tourism.
According to UNWTO 1.5 Bn international tourists were recorded in 2019. A 4% increase from
2018.
International tourists (UNWTO)
• The hotel industry is worth
over $ 570 Bn
• There are over 700,000
hotels and resorts worldwide
(2019)
• The city with the most hotels
is Beijing, China with 4,169
hotels
• Hotel contributing to the
highest sum in market size –
Marriott international with $ Hotel industryrev.statista
22.3 Bn
• Highest hotel brand value
(2018) – Hilton hotels &
resorts with $ 6.33 Bn
• Highest occupancy rate –
Asia pacific at 72.8%
• Highest ADR & RevPAR –
Middle East and Africa
• Most revenue generated
Digital travel sales

from USA – $ 51,282 Mn

(2020)
(statisa.com)

• Revenue in hotel sector is

$210,915Mn in 2020
Consumer Trends
• Travel ‘to change’
• Travel ‘to show’ –
instagrammable moments
• Sustainability – zero plastic

• SL recorded earnings of $3.6 Bn in 2019, down by 18% from 2018.

• This was due to the Easter Sunday attacks where tourist arrivals dropped

by 18% to 1.9Mn in 2019

• Largest source of tourists were from India – 18.6% followed by UK-10.4%

and China – 8.8% (KPMG, 2019)
• SL was further affected due to the COVID-19 pandemic – tourist arrivals
dropped by 70.8% in March
• COVID-19: Worldwide loss of 67 Mn international arrivals
• Asia and Pacific 35% decrease in arrivals (UNWTO, 2020)

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Creating Entrepreneurial Change|40067298|July 2020


Future trends mentioned in the above table are evolving concepts in the hotel industry to improve
efficiency, revenue and provide a unique customer experience. The future of the industry is moving
towards AI technology and online booking experience however political, economic and social
situation in the country can have a negative impact on the industry.

Financial highlights of Kingsbury hotel

2019 (Rs. ‘000’) 2018 (Rs. ‘000’) % Change

Revenue 2,861,469 2,986,492 (4)
PBT 172,788 187,929 (14)
PAT 100,777 139,154 (28)
Gross profit margin 49.98% 48.70% 3
Total assets 4,312,491 4,536,467 (5)
Total debt 1,014,057 1,257,972 (19)

(Source: Annual report 2019, Author generated)
Occupancy
Balance Sheet (Rs. Bn) 69%
5
4.5
4
3.5 Number of Guests
3 Total Assets 93,400
2.5
2 2.46 2.32 Total
1.5 2
1.74
Liabilities F & B Covers
1 644,180
0.5
0
2016 2017 2018 2019

Revenue (Rs. Mn) Net ProUits (Rs. Mn)

3500 400
3000 350
2500 300
250
2000
200
1500
Revenue 150 Net ProUits
1000 100
500 50
0 0

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Creating Entrepreneurial Change|40067298|July 2020




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