NATIONAL ECONOMICS UNIVERSITY

BUSINESS SCHOOL

Student name: NGO XUAN DAT

MARKETING STRATEGY FOR

ESPLENDOR HANOI HOTEL OF TAN HOANG QUY CO., LTD.

Bachelor of Business Administration in English (E-BBA) Dissertation

HANOI, 2021
 NATIONAL ECONOMICS UNIVERSITY
BUSINESS SCHOOL

MARKETING STRATEGY FOR

ESPLENDOR HANOI HOTEL OF TAN HOANG QUY CO., LTD.

Bachelor of Business Administration in English (E-BBA) Dissertation

Student: NGO XUAN DAT

Class: EBBA 9A
Supervisor: Assoc. Prof., PhD. Bui Duc Tuan

HANOI, 2021
2
 ACKNOWLEDGEMENT

First and foremost, I would like to send my sincere thanks to all members, lecturers
and assistants from E-BBA Program, Business School, and National Economics
University, who have shared precious knowledge, experience, and advices for me
through many lectures and discussions during my time at EBBA program.

Next, I urge to express my deep respect and sincere gratitude toward my research
supervisor, Assoc. Prof., PhD. Bui Duc Tuan, Business School, National Economics
University for his dedicated assistance throughout my dissertation. He gave me
many personal instructions with great basis for the whole structure and I believe that
without his support and guidance, this dissertation would have never been
accomplished.

During the process, I collaborated with the team of EHH, which is now also my
friends. They gave me great support in collecting data and giving information of the
company as well as instructions. I would like to give a word to Mr. Ngo Xuan Vu -
EHH’s director, who encouraged me every day in work and built a great experience
about hospitality for me.

Most importantly, none of this could have done without my beloved family, my best
friends from EBBA 9A, namely Dang Lam Vu, Nguyen Thuy Dung, Vu Chien
Thang, Nguyen Tra My, and Nguyen Thu Trang, they have been supporting,
guiding, and sharing deep encouragements with me during my life as a student in
EBBA.

Hanoi, February 2021

Ngo Xuan Dat

3
 Table of Contents
ACKNOWLEDGEMENT.........................................................................................3
ABBREVIATIONS...................................................................................................7
LIST OF TABLES....................................................................................................8
LIST OF FIGURES..................................................................................................9
EXECUTIVE SUMMARY......................................................................................10
CHAPTER 1: INTRODUCTION...........................................................................12
1.1. Rationale.......................................................................................................12
1.2. Research objectives......................................................................................13
1.3. Research question........................................................................................13
1.4. Research subject..........................................................................................13
1.5. Research scope.............................................................................................13
1.6. Research methodology.................................................................................13
1.6.1. Research process.....................................................................................13
1.6.2. Data collecting method...........................................................................15
1.6.3. Data analyzing method............................................................................15
1.7. Research structure.......................................................................................15
CHAPTER 2: THEORETICAL FRAMEWORK ON MARKETING STRATEGY
................................................................................................................................. 17
2.1. Hospitality service and marketing..............................................................17
2.1.1. Characteristics of hospitality service.......................................................17
2.1.2. Definition of hospitality service marketing.............................................22
2.1.3. Characteristics of hospitality service marketing......................................22
2.2. Marketing Strategy for hospitality service business.................................24
2.2.1. Definition of Marketing strategy.............................................................24
4
 2.2.2. The role of Marketing strategy................................................................26
2.3. Building marketing strategy process..........................................................26
2.3.1. Forming Strategy Stage...........................................................................27
2.3.2. Executing Strategy Stage........................................................................28
2.3.3. Evaluating Strategy Stage.......................................................................28
2.4. Marketing environment analysis................................................................28
2.4.1. External environment analysis................................................................29
2.4.2. Determine the Company's resources.......................................................32
2.5. Building a marketing strategy....................................................................36
2.6. Tools for building a marketing strategy.....................................................37
2.6.1. Matrix of Internal Factors (IFE)..............................................................37
2.6.2. Competitive Profile Matrix (CPM).........................................................39
2.6.3. Matrix of External Factors (EFE)............................................................39
2.6.4. Strength, weakness, opportunity analysis (SWOT analysis)...................40
2.6.5. Evaluation of strategic options with QSPM Matrix.................................45
CHAPTER 3: ENVIRONMENTAL ANALYSIS OF HOSPITALITY BUSINESS
OF ESPLENDOR HANOI HOTEL.......................................................................47
3.1. Overview of Esplendor Hanoi Hotel...........................................................47
3.1.1. Introduction.............................................................................................47
3.1.2. History and development state of the company.......................................47
3.2. Current situation of Esplendor Hanoi Hotel’s operation.........................47
3.2.1. The organizational chart of Esplendor Hanoi Hotel................................48
3.2.2. Functions of departments........................................................................48
3.2.3. Service performance of Esplendor Hanoi Hotel......................................51
3.2.4. Market situation......................................................................................52
3.2.5. Business situation analysis of the company............................................53
3.2.6. Hotel’s operation evaluation...................................................................57
3.3. Development trends.....................................................................................58
3.4. External analysis of hospitality industry....................................................59
3.4.1. General environment...............................................................................59

5
 3.4.2. Hospitality environment..........................................................................62
3.5. Internal analysis of Esplendor Hanoi Hotel...............................................70
3.5.1. Human resources.....................................................................................70
3.5.2. Financial resources..................................................................................73
3.5.3. Infrastructure...........................................................................................74
3.5.4. Location..................................................................................................76
3.5.5. Other resources.......................................................................................76
3.6. Current marketing strategy of Esplendor Hanoi Hotel............................77
3.6.1. Marketing strategic orientations..............................................................78
3.6.2. Marketing activities management of Esplendor Hanoi Hotel..................78
3.6.3. Marketing-mix implementation...............................................................79
3.7. Strategic options analysis............................................................................90
3.7.1. SWOT matrix..........................................................................................90
3.7.2. Marketing strategic options.....................................................................94
3.7.3. Marketing Strategy Selection using QSPM matrix..................................98
CHAPTER 4: RECOMMENDATION FOR MARKETING STRATEGY AND
IMPLEMENTATION TO SOLUTIONS..............................................................107
4.1. Development trends of the tourism market.............................................107
4.2. Orientation and goals of the Hotel............................................................107
4.3. Solutions for implementing marketing strategy for Esplendor Hanoi
Hotel................................................................................................................... 108
4.3.1. Product policy.......................................................................................108
4.3.2. Administration policy............................................................................109
4.3.3. Price policy...........................................................................................109
4.3.4. Promotion policy...................................................................................110
4.3.5. Human resources policy........................................................................111
4.3.6. R&D policy...........................................................................................113
CONCLUSION.....................................................................................................114
REFERENCES.....................................................................................................116
APPENDIX 1........................................................................................................120
6
 ABBREVIATIONS

No. Abbreviations Meaning

1 CO.,LTD Limited Company
2 F&B Food and Beverage

United Nations
3 UNESCO Educational, Scientific and
Cultural Organization

4 EHH Esplendor Hanoi Hotel

5 VND Vietnam Dong

7
 LIST OF TABLES

Table 3.1. Accommodation structure of EHH..........................................................51

Table 3.2. Domestic & international guest’s structure of EHH................................53
Table 3.3. Income Statement....................................................................................54
Table 3.4. The discrepancy in income statement between the year of 2018 - 2019
and 2019 – 2020.......................................................................................................55
Table 3.5. Revenue structure according to hotel’s business type between the year of
2018-2019 and 2019-2020........................................................................................56
Table 3.6. External Factor Evaluation of EHH.........................................................65
Table 3.7. Boutique hotel’s comparison between price and rating 2020..................67
Table 3.8. Competitive Profile Matrix (CPM) of EHH............................................68
Table 3.9. Labour structure from 2018 to 2020 of Esplendor Hanoi Hotel..............70
Table 3.10. Capital allocation of EHH.....................................................................73
Table 3.11. The infrastructure report of EHH in 2020..............................................75
Table 3.12. Internal Factor Evaluation of EHH........................................................76
Table 3.13. Marketing Mix’s elements.....................................................................79
Table 3.14. Accommodation Price Range at EHH in Q3-4 of 2020.........................82
Table 3.15. Guests frequency Marketing evaluation of EHH...................................88
Table 3.16. The SWOT Matrix Combinations.........................................................96
Table 3.17. QSPM Matrix of Esplendor Hanoi Hotel by S-O Strategy....................98
Table 3.18. QSPM Matrix of Esplendor Hanoi Hotel by S-T Strategy...................100
Table 3.19. QSPM Matrix of Esplendor Hanoi Hotel by W-O Strategy.................102
Table 3.20. QSPM Matrix of Esplendor Hanoi Hotel by W-T Strategy.................104

8
 LIST OF FIGURES

Figure 1.1. Research process of the dissertation.......................................................14

Figure 2.1. Marketing System..................................................................................25
Figure 2.2. Marketing Strategy Process....................................................................27
Figure 2.3: SWOT Analysis.....................................................................................41
Figure 3.1. The Company Structure.........................................................................48
Figure 3.2. International Tourist Arrivals to Hanoi..................................................63
Figure 3.3. Comparison between the rate of male and female in the company from
2018 – 2020..............................................................................................................72
Figure 3.4. Comparison between the rate of education background in the company
from 2018 – 2020.....................................................................................................72
Figure 3.5. The comparison of EHH’s booking channels between 2019 and 2020. .84

9
 EXECUTIVE SUMMARY

Tourism has become a popular demand of almost all walks of life in society.
Promotion activities, promoting the development of the tourism industry have made
a strong change in the tourism industry, the number of tourists coming from abroad
to Vietnam more and more. In addition, the number of domestic visitors, mainly
from travel, business, entertainment,... has also increased significantly. Many major
hotel groups in the world have invested in Vietnam such as Sofitel, Park Hyatt, Inter
Continental, Sheraton, etc., creating a bigger and more drastic playground than ever.
Not to mention the establishment of boutique hotel business in Old Quarter Street,
which makes the market becomes competitive in every segment.

Marketing is a very important task in the present and future period of every
hospitality services facilities, especially hotels. That is the main reason for the
author to choose the scientific research topic "Marketing Strategy for Esplendor
Hanoi Hotel of TAN HOANG QUY CO., LTD” to help this new design hotel
cluster to develop its full strength against the fierce competiton in the market from
domestic and foreign competitors.

The capital of Vietnam, Hanoi, is known as the best place is talking about old
buildings, legacy and historic destinations. Coming to Hanoi, people will be exposed
to many activities such as food tour, sightseeing, party that not only attract domestic
tourists but also international visitors. This has obviously opened a potential chance
for hospitality industry in this country to develop rapidly with a great number of new
hotels. Esplendor Hanoi Hotel is a luxurious boutique hotel since 2016, located on
Old Quarter Street – a center and famous destinations to do various activities in
Hanoi. This hotel is established with great advantages such as centered location,
customer services, and decorations. As a result, this hotel becomes one of the must-
come boutique hotel in Hanoi with great rating on travel agent sites. However, due
to the COVID-19, not only Esplendor Hanoi Hotel but also every hotels in Vietnam
get into trouble of lacking customers. They have to plan for a new marketing
strategy to prepare for post pandemic since only Vietnam is one of the country that
can be able to control the COVID-19 and ready to welcome domestic travelers.

Currently, Esplendor Hanoi Hotel has been running their marketing strategy.
marketing-mix to be exact with 5Ps analysis, namely Product, Price, Place,
Promotion, and People, but if they keep their old plan, which is focusing on
10
foreigners, they can have many shortcomings compared to their competitors.
Therefore, in order to address those problems, a marketing strategy that fit with the
current environment need to be proposed. The board of director is also willing to
make changes to develop the hotel in every aspect so it can stay steady in the post
Covid-19 duration and be the pioneer in the boutique hotel market.

This dissertation’s objective is to learn about marketing strategy at Esplendor

Hanoi Hotel to change and propose more accurate recommendations for a better one.
To achieve the objective, the author needs to explore deeper in the current system of
marketing strategy, business situation of Esplendor Hanoi Hotel to identify the goal,
mission, vision, performance, the ability to change of the hotel in order to prepare
for the next step of building suitable marketing strategies.

During the process, primary data from employee and manager’s in-depth
interview and participant observation will be performed to collect data. Moreover,
secondary data from other dissertation, articles, books, reports on the internet about
market share, hotel’s reviews will be selected. After being summarized, an analysis
can be made with the integration of current data from Esplendor Hanoi Hotel to sum
up and recommend suitable marketing strategy for the hotel. Furthermore, this
dissertation can run around the analysis of internal and external environment using
5Ps, IFE, EFE, CPM, SWOT, and QSPM analysis can be used to research the
market, and analyze the surrounding factors about the current marketing strategy,
along with specific literature review, definitions of the above marketing tools.

For the result of the QSPM analysis, four fundamental marketing strategies
will be selected based on that method to address the critical problem of Esplendor
Hanoi Hotel. In that last chapter after all the analysis, achievements, objectives,
limitations will be raised to develop the current marketing strategy of Esplendor
Hanoi Hotel. There will be some solutions be proposed about many factors such as
people, price, R&D, product,… so the company can based on that and implement
them into the reality of achieving goals.

11
 CHAPTER 1: INTRODUCTION

1.1. Rationale

In recent years, along with the development of the economy, people’s

spiritual and material life have been continuously improving. This has obviously
proved in the need for travelling in all classes of people globally. This trend has
driven the hospitality industry into a key economic sector in any specific country.

Vietnam is not an exception that renowned for its gifted beauty of nature with
various sceneries and landscapes. Moreover, the historic culture of Vietnam has
been known through numerous valuable human assets that has existed thousands of
years, especially Hanoi – a destination of cultural ancient exhibits and old quarters.
With the above advantages, Vietnam has proudly become one of the most attractive
destination for both domestic and international tourists.

As the increasing demands for travelling, more and more service suppliers
have expanded the tourist market, which generates great conditions for many
businesses in tourism, especially hotels. However, this has unavoidably led to harsh
competition between businesses in the run to attract customers. Therefore, in order
to generate revenue and raise profit in this industry, hotel managers need to build a
suitable business strategy and the marketing aspect must be placed as the top priority
because it supports company in locating the target customers and making profit from
them.

Not standing out of the trend, TAN HOANG QUY CO., LTD. has
successfully took a portion in this market with the establishment of boutique
Esplendor Hanoi Hotel on Old Quarter street. After spending my internship with the
hotel, I realized that Esplendor Hanoi Hotel is operated in a small scale but still
developed and took an important position on the market compared to others same
level’s hotels. However, in 2020, the world has been drastically facing the COVID-
19 pandemic and the hospitality industry is one of the most economy that faces the
detrimental effect of it. Esplendor Hanoi Hotel is obviously not an exception with
the disastrous decrease in revenue. Therefore, to rebuild the brand in post-pandemic
and grab the opportunity to be a strong competitor, the Esplendor’s managers must
prepare themselves with suitable marketing strategy for the company.

12
 With the desire to address the problem above, I officially decide to choose the
topic:” Building the Marketing Strategy for Esplendor Hanoi Hotel of TAN
HOANG QUY CO., LTD.” as my graduate dissertation topic.

1.2. Research objectives

The main objective of this dissertation is to apply basic concepts about

marketing and use some marketing tools such as SWOT, IFE, EFE, CPM, and
QSPM matrix to research the market, analyze the business environment and the
marketing status of Esplendor Hanoi Hotel. From there, locate the problem of the
current marketing strategy and suggest a better strategy that is suitable for the hotel
to promote the hotel’s performance and increase the visit of customers after COVID-
19.

1.3. Research question

In order to achieve the research objectives, this study is done to address the
following question:
- What is the theoretical framework of marketing strategy?
- What is the current status of marketing strategy at EHH?
- What are the solutions for the problem of EHH?
- What is the best marketing strategy for EHH after the COVID-19?

1.4. Research subject

This dissertation focuses on researching about relevant areas of marketing

and hospitality to build the marketing strategy of the hotel and support the business
performance.

1.5. Research scope

Research the environment and the current marketing strategy of Esplendor

Hanoi Hotel from 2018 to 2020 in order to build a new marketing strategy for the
hotel post COVID-19.

1.6. Research methodology

1.6.1. Research process

13
 Define the
problem of the
research

Primary data Secondary data

Reports of
In-dept Participant Reports of
hospitality
Interview observation EHH
market

Collect and analyze data

Literature review

Theoretical framework

Current situation of EHH

Solutions and conclusion

Figure 1.1. Research process of the dissertation

14
 (Source: The author)

1.6.2. Data collecting method

In this graduate dissertation, besides dialectical materialism and historical

materialism, I use other methods of research:

1.6.2.1. Secondary data:

The information can be derived from both internal sources and external ones. For
internal sources, all available statistics from the market will be collected such as
hotel’s ratings from booking sites, market analysis, nearby hotel’s statistics
evaluation and for external sources, books, articles, journals or general market
analysis will be examined. Afterwards, all these data will be summarized to review
and conclude.

1.6.2.2. Primary data:

In-dept interview: Preparing suitable questions about the internal information in the
hotel and about guests and existing marketing strategy. After the preparation, 10
people will be interviewed and collected data to summarize and conclude.

Participant observation: During the internship, I will observe the behavior of

employees, especially marketing staff to detect problems and understand their
existing marketing strategy.

1.6.3. Data analyzing method

- The in-dept interview result will be collected and aggregated to analyze and
assess in the next step by comparing on table.
- The participant observation method will be noted and analyzed to write up
the structure of the dissertation as well as giving observing data to conclude.

1.7. Research structure

Besides Introduction and Conclusion, the dissertation has 4 main chapters:

- Chapter 1: Introduction
15
 - Chapter 2: Theoretical frameworks on marketing strategy
- Chapter 3: Environmental analysis of hospitality business of Esplendor
Hanoi Hotel.
- Chapter 4: Recommendation for marketing strategy and implementation to
solutions.

16
 CHAPTER 2: THEORETICAL FRAMEWORK ON MARKETING
STRATEGY

2.1. Hospitality service and marketing

2.1.1. Characteristics of hospitality service

The hospitality industry is the combination of hotels and food service,

according to the Cambridge Business English Dictionary. The service product here
is the result of a service process that brings together many values to satisfy
customers. Unlike other ordinary goods, products and services have both tangible
and intangible values, the product creation process requires the direct participation
of customers. Therefore, regarding hotel business, besides general characteristics,
hotel products and services have some specific traits compared to other common
goods and these characteristics are the main factors that influence service quality.
Therefore, hotel operators need to make sure they develop themselves effectively
and correctly their business in order to gain the most revenue for their hotels. Below
are some designated traits of hospitality service.

2.1.1.1. Relatively invisible:

Since a hotel product, to be specific, a service does not exist in physical form,
cannot be seen or touched, neither supplier nor consumer can verify its quality prior
to sale or purchase. Due to its basic characteristic, their conventional commodity
products can be consumed relatively easy, by human themselves. People can use
natural feelings to evaluate, touch, see, and measure with highly conventional
measurements because they are obviously all have specific physical and chemical
properties that can be felt such as: length, width, color,... Hotel services are
intangible, so they depend heavily on consumer perceptions, which means that
customers can only feel it, but it is difficult to recognize it with their natural senses.
Actually, this has been a huge problem for both suppliers and consumers since they
are complicated to understand and hard to evaluate the human’s sense. We have to
understand that each person has different sense with others.

On the side of the suppliers, this feature causes a great difficulty in doing
marketing for hotel, and they at the same time shows the need to carry out detailed
measurements to attract guests to the hotel, requiring high efforts in research,
evaluation, analysis, and implementation to get into customers' psychology. At the
17
same time, the process of providing services at the hotel requires constant
innovations because perceptions can be changed over time. All these activities can
promote and ensure the hotel's growth and survival, as well as affirming its position
in the market.

On the side of customers, the basic trait of intangibility of service adds to the
difficulty in deciding for products or services to make a purchase because they
cannot know exactly what services they will be entitled to without consuming. It can
be said that customers, not the company, are the biggest risk takers when using the
service.

However, products and services bring both properties: tangible and

intangible. Therefore, in the business of hotel management, it is necessary to
overcome difficulties caused by the intangibility of products and services, here, the
service provider is the hotels, they need to stick to the tangible elements to increase
the persuasion of the services and make it appealing for users to consider. For
example, regarding food & beverage products, it is necessary to pay attention to the
aesthetics and decoration of the product because if it fits the customer’s eyes, they
will definitely be stimulated to buy and fill the appetite of their thirst and for room
service, which is intangible, it is necessary to stay focus on the equipment, space,
customer service, comfortable, scent, clean, and light.

2.1.1.2. The connection between service production and consumption:

Regarding physical products, the manufacturer can determine the product and
the quantity produced specifically. However, as for services, the production of a
product depends entirely on the customer. Therefore, the service is still visible in
nature, but the customer can still feel it deeply because the customer is directly
involved in the process of creating it.

Generally, in the hospitality and travel industry, the customer plays a

significant role. Because the customer is both the input factor of the production force
and at the same time, the user of that service product. It can be said that for most
services, when they are produced, the consumer will be there. When the production
process is finished, it means that customers has experienced the full service they
bought and waiting to share feedback. This process creates a challenge for the

18
service quality manager, they requires to produce the service perfectly at every step,
from the very first to the last one with no mistakes to pleasure the consumers.

In order to address this, the process of creating hotel products and services
requires managers to always put themselves into the perspective of service user.
Since the design, construction, layout as well as the purchase of decorative
equipment inside and outside the hotel to create an impression on guests when using
the services at the hotel. This also must be combined with the service process, style
and customer services of the staff, the active coordination of the hotel departments
will surely give guests the feeling of enjoyment with a perfect service.

2.1.1.3. The hotel's product and service is perishable service and cannot be stored
or stored:

A service product is typically perishable, as it will be considered old-

fashioned or spoiled if it is not used at a long period of time. It is a fact that neither
the seller nor the buyer can store the service to satisfy future needs. While flaws and
failures of conventional products can be corrected because consumers only come
into contact with goods when they are finished or they can be restored, hotel
services, on the other hand, with only a small error occurs during the service
process, even if it is repaired immediately, the customer still has a bad impression of
an imperfect product. The production and service consumption process in the hotel
is almost the same in terms of both space and time. In other words, the products and
services in the hotel are "fresh". Therefore, the service cannot be stored and
preserved in the warehouse as goods to be coordinated to suit supply and demand.

In the hotel business, room services are the most profitable source, room rates
and associated services are based on physical wear, labor waste of employees and
cost of goods and services in order to create products and services. Therefore, when
the room is not used for a day, the hotel still has to pay the charge for that day.
When a day passes and the room is empty, it means the revenue from the room is
lost because people cannot "offset" or provide room service to another day.

The intangible nature of service in the hotel is also a factor that makes it
difficult to create the service and to preserve it even more difficult. In addition to the
inability to store services in the warehouse like other conventional goods, it is
required that the hotel wants to promote business efficiency, they must always find
19
every way to maximize the number of rooms sold per day. In fact, to ensure revenue,
hotels often use over-registered method, avoiding the case when customers
automatically cancel registration, causing waste of room, reducing revenue.

However, the most proactive and effective is that the hotel should pay
attention to the management of its service capabilities, arrange the appropriate time
to mobilize the maximum workforce during peak times, or hire seasonal
supplementary employment or employing staff under labor contracts. At the same
time, cross-training staff will be carried out so that when the job requires, they can
support and replace each other, reducing the stress from workload in the
departments that are lacking staff.

In the hotel business, the customers are diversified and plentiful, with all
classes and social status, so it is required that products must be highly synthetic to
satisfy all requirements of all customers. Service heterogeneity is caused by
personalized service and the rate of a service performance is the result of interaction
between the two parties is the waiter - representing the supplier, and the person
served - representing the customer. Both the customer and the service staff are
influenced by personal factors. The needs of customers are diverse, their behavior is
inconsistent and they always require dedicated, thoughtful service to them.
Meanwhile, after all, service staff are just ordinary workers and also bring in
personal factors. Therefore, although the working intensity of the staff in the hotel is
not high, they are under great psychological pressure. The problem posed to
administrators always are how to have a team of service providers with sufficient
qualities, capabilities, professional qualifications, passion for the job, to be able to
meet the best services for customers. Moreover, to minimize undesirable behaviors
due to psychological pressure, ensuring to provide customers with really quality
services.

2.1.1.4. Ownership of the service:

Often with a product or service, the buyer does not have ownership of the
item they bought. Customers spend money to buy the right to participate in the
service process, they often lack initiative in deciding to consume the products they
have purchased. Moreover, the hotel’s guests only make requests but how that
request is done, depends on the service staff that the guests will be satisfied or not.

20
Customers must build trust in services purchased through personal care and demand
providing.

2.1.1.5. Hotel supply is fixed and demand is variable:

This feature is a consequence of the connection between production and

consumption service and the hotel service is perishable, cannot be stored or stored.
Any hotel's ability to provide services is often limited by the number of customer
needs. Because it cannot be stored, so the time for determining the quantity of
products and services supplied in a hotel is fixed and if there is a further expansion
of availability, it is only limited. Meanwhile, demand for hotel products and services
is understood as the number of customers who want to enjoy products and services
is always changing. The quantity demanded for hotel products and services at
different times is considered very sensitive. Affected by many different factors such
as political security, natural disasters, epidemics (COVID-19 for example) in the
world or in areas where hotel business is taking place.

The hotel business is considered one of the main activities of the tourism
industry. Another important characteristic of this activity is that the business is also
influenced by seasons. In winter, the quantity demanded often exceeds the supply
due to the holidays, terrible weather conditions in different geography like the
winter in Europe and America is super cold. Therefore, the trend that occurs in this
season is that the quality of service provided to guests by the hotel sometimes
decreases. This stems from the reality of service provision, to be specific, when the
demand at a time is too great, the hotel's interest in customers is shared, the
workforce is overworked, the infrastructure system is too accommodating, leading to
a decrease in customer satisfaction.

2.1.1.6. It is difficult to test service quality:

After understanding the above features of this kind of services, this feature is
undeniably understandable. The simultaneous invisible pattern between production
and consumption, and customer participation in the production process will make it
difficult to test service quality. However, service quality still must be regularly
checked and evaluated to continuously improve and to keep employees accountable
for their work. Therefore, in order to check service quality, it is only possible to
check the preparation work before providing services to customers. In the process of
21
serving customers, inspection must be done skillfully because it can cause negative
psychological effects on customers.

With all of the above characteristics, it can be seen that ensuring service
quality is very difficult, but the problem with the hotel is to continuously improve
the quality of its services, while enhancing the marketing activities to make a touch
point to the customer. In fact, this is a must for any hotel that wants to survive and
succeed in the marketplace and There is no way to do it better in another time than
to do it well in the first place, step by step for the best results.

2.1.2. Definition of hospitality service marketing

Marketing plays a key position in the development process for every industry
because every companies that are lack of the awareness for marketing can absolutely
lead to failure. Marketing can also be defined as a function to manage, organize,
direct every activities of business that address the needs of customers and assess
them, changing customer buying power to forming demand for a service or product,
also, it is the state of converting products and services for end-user to claim the
targeted reward, profit, or objects (Holloway, 2004). He also defines marketing as an
activity of selling, which targets the seller’s needs, while marketing is the needs of
buyer. On the other hand, Kotler et al. (2006) also redefined the definition of
marketing as the process of society and management, in which citizens exchange
need and want through trading products and money together. Morrison (1996) has
shared in his article that hospitality marketing is unique in its industry, namely
shorter services experiences, easier to copy the products and services, better focused
on imagery, create more buying appeals.

According to Hannam (2004), this is a process through which hotels perform

the planning, researching, controlling, implementing, and evaluating continuously
operating activities to satisfy the needs, desires of customers and the goals of that
hotel, these are the crucial activities for a structured marketing promotion that leads
to the business success. In order to address this in a holistic and the highest effective
method, marketing activities require the efforts of every individual, department in
the hotel as well as business partners.

2.1.3. Characteristics of hospitality service marketing

22
 The duration to access customer services is short so hotels have less time to
impress customers. A happy impression will go along with the customers for a long
time even when they leave the service place. However, this is definitely a drawback
because this is also true with bad impression to the hotel’s image.

Appealing to buyers based on emotional aspect because emotional ties is an

essential hidden area in the hotel businesses. From the initial perceptions through
other people’s experiences to personal feelings that arise in the process of service
consumption, all influence customer’s buying behavior.

Attention to management of physical evidence is important in this industry

because it is necessary to reconfirm that service is intangible that customers cannot
feel, touch, perceive themselves before purchasing. However, before the buying
process, they can evaluate to decide through physical verification. There are
basically four types of physical evidence, which are physical environment, pricing,
communication, and other’s feedbacks. A hotel with good service quality will go
hand in hand with an important physical environment, convenient, modern, and
decent. Price is also an important matter that affect customer’s perception about
service quality. A high price service often proves high quality and vice versa.
Service information includes commercial information provided by the hotel to word
of mouth sources narrated by customers who have used the service. The attitudes of
the receptionist, how to deal with guests booked, request to use the service, the level
of customer satisfaction is the ultimate physical proof we can use. Marketers must
be able to control these 4 types of evidence to ensure that customers make decisions
and benefits for the business. They also have to claim their trust because the
evidence provided does not mislead customers about the actual benefits they bring.
That is not to make customers expect too much in the service so a great way to
proceed this is not to exceed the actual capacity available.

A hotel business requires much distribution intermediaries because there is no

physical distribution system for hotel products and services. Instead of a distribution
system, the hotel industry has a typical system of middlemen such as online travel
agents, tourist agents,…. These intermediaries help hotels introduce and sell their
products, and advise customers to choose between options and decide to buy.
Therefore, it can be said that intermediaries play an essential role in a hotel.

23
 Greater dependence on complementary organizations because the close or
non-coherence of the hotel system units will determine the final quality of the
service. A weak link will weaken the entire system. The hotel industry should be a
perfect whole. In order to have a perfect service product, all must coordinate
smoothly and match with each other. Marketing to customers who come to the hotel.
Reception department welcomes guests enthusiastically and attentively. Clean
rooms directly serve customers. In the hotel, the dining and entertainment
department also plays a key role. All create a perfect closed system.

Most hotel products and services are more susceptible to copying. For
ordinary businesses they can keep a secret during the production process, but for the
hotel industry it is not possible. When we sell products, we are forced to present all
services, because the consumer's consumption is always associated with the
production process. Products and services that do not have specific characteristics
cannot be copyrighted, so the optimal solution is to constantly mobilize and develop
continuously.

Industrial products are invested more in promotions during peak periods. But
hotel service is the opposite, and can be called a rule. During the absence of guests,
the service usage capacity is very small. It is necessary to attract customers during
this period to ensure business continuity. We cannot and should not launch
promotional campaigns during peak periods because we do not serve customers or
do not serve well, which means losing customers and more serious damage or the
credit of the hotel.

2.2. Marketing Strategy for hospitality service business

2.2.1. Definition of Marketing strategy

In order to conduct business effectively, increase competitiveness and

optimize profits, company needs to exploit information about consumer demand for
its products in business and competitors, existing and potential market. Based on the
amount of information collected above, company conducts market segmentation,
selects key markets and uses a combination of Marketing tools. By setting up a
marketing strategy, marketing activities of the company are carried out in
accordance with a specific targeted process in accordance with the market
characteristics of the company. The Marketing strategy of the company can be
understood as follows:
24
“Strategy is a logical and logical reasoning system as a basis for directing an
organizational unit to calculate how to solve its Marketing tasks. It includes the
specific strategies for the target markets, for the Marketing Complex and the cost of
Marketing.” - according to Philip Kotler.

It is also possible to define a Marketing strategy which is essentially a

Marketing mix and marketing. Key schools (according to Commercial Marketing):

“Strategy is a systematic combination between Marketing mixture and key market.

Marketing mix parameters are built and targeted to a specific group of customers
(target market).”

Marketing mix or Marketing mix here is a set of variables that the Company
can control and manage. It is used to try to achieve impact and have a beneficial
effect on the target audience. The constituent parts of the Marketing mix are known
as: Product strategy, pricing strategy, distribution strategy, and promotion strategy.

Also, Philip Kotler has once proposed a deep connection between the
industry and the market. There are 4 paths that linked buyers and sellers, to be
specific, buyers take products, services, and exposed to communication platforms
such as public relations and advertising in exchange for money and required data
such as sales data, customers feedback, buying behaviors for the buyers. This
important loop expresses in two ways, the inner shows the trade between two sides
for simply money and goods, while the outer shows a flow of information
exchanges.

Information

Goods/
Market Services Industry
(Buyers) (Sellers)

Money

25 Communication
 Figure 2.2. Marketing System

(Source: Philip Kotler, Marketing Management, p36)

2.2.2. The role of Marketing strategy

The Marketing and Marketing Strategy is a very important activity in the

business operation of the business, especially the commercial enterprise, the
Marketing strategy helps enterprises find useful information about the market, with
conditions. expand the market and increase the business scale. Marketing tools help
businesses dominate the market to increase market share, accelerate consumption by
improving their competitiveness and satisfying customer needs. Thanks to the
Marketing strategy, business activities are carried out synchronously, businesses will
reach potential markets, conquer and attract customers and it can be said that the
Marketing strategy is the bridge to help the business closer to the market.

Marketing Strategy Management will help businesses understand the purpose

and direction, specifically, the building of Marketing mix strategies for the target
market. This brings together all individuals and all parts of the organization to work
together to achieve the common goal. Marketing strategy planning helps businesses
grasp opportunities, risks, understand their weaknesses and weaknesses on the basis
of being able to cope with the fluctuations of the market and to have appropriate
strategies.

The role of a Marketing strategy can only be achieved if the business

develops a reasonable Marketing strategy plan, that is, a close cohesion of the
Marketing mix strategy, of every individual division towards the target market
selected pepper. Building a Marketing strategy in the right direction creates
favorable conditions to perform well the business task.

2.3. Building marketing strategy process

The method to approach a marketing strategy is through a list of marketing

matrix tools, including IFE Matrix, EFE Matrix, SWOT analysis. These are the
26
requirement for the next step of building alternative strategies, then one prioritized
option will be proposed by QSPM Matrix (David, 2015)

According to Ferd R. David, the marketing strategy process includes three

stages: Forming, executing, and evaluating strategy.
2.3.1. Forming Strategy Stage

This is the process to build a perfect marketing strategy, which is used widely
by businesses.

Industry Overview
(Demand and Supply)

Internal Analysis External Analysis

IFE EFE

SWOT
(Strategic
combinations)

Strategic options assessment

(QSPM)

Strategic solutions

Manage, assess, and modify

marketing strategy
27
 Figure 2.3. Marketing Strategy Process

(Source: Fred R. David, 1988. "How Companies Define Their Mission," Long
Range Planning 22, no. 3)

The strategic formulation phase involves developing the business mission,

identifying outside opportunities and threats to the organization, specifying internal
strengths and weaknesses, setting long-term goals, creating and selecting alternative
strategies and choose specific strategies to pursue.

The strategy formulation phase involves deciding which new business to join,
which business should draw out, how to distribute resources, whether or not to
develop operations or expand, participate. how or not to enter the world market and
how to avoid an opponent's controlling power.

2.3.2. Executing Strategy Stage

The strategy execution stage requires the company to set annual goals,
formulate employee incentive policies, and allocate resources so that the strategic
setting can be realized. Strategy execution involves developing a culture that
supports the strategy creating an effective organizational structure, reorienting
marketing activities, preparing funds, developing the use of information systems,
encouraging individuals to be active.

2.3.3. Evaluating Strategy Stage

This stage will oversee the results of the action set strategy formulation and
execution. This step involves measuring the performance of individuals and
organizations, and taking the necessary corrective actions.

For a good strategy beyond the involvement of the owner or senior executive
and decision-making, administrators and administrators must also be involved in
setup, implementation, and operations. strategic assessment. Participation is the
decisive factor to achieve cohesion for necessary change.
28
2.4. Marketing environment analysis

All organizations operate in a certain environment. That means the

organizations are surrounded by and confronted by outside forces. Managers cannot
regulate the objective existence of external environmental forces, but they do have
an impact on and influence customer attitudes and the development of an effective
marketing mix of the business. The job of the Marketing Administrator is to detect
and analyze properly those uncontrollable variables to serve as the basis for the
Marketing mix planning accordingly. Thus, the Marketing environment is a
combination of factors and forces inside and outside the enterprise that have a
positive or negative influence on the Marketing's activities of the business.
Analyzing the marketing environment is to help businesses see the effects of the
environment, predict their impact and make marketing decisions that adapt to those
impacts.

Marketing environment includes the following elements:

2.4.1. External environment analysis

2.4.1.1. General environment
a. The cultural and social environment

Marketing activities in one form or another are in the social sphere and each
society has a culture that guides its daily life. Culture is everything associated with
basic human behavior from birth, growing up. Elements of the cultural environment
analyzed here focus only on the value system, beliefs, traditions and behavioral
norms, these are factors that affect the formation and characteristics of the consumer
market. Analyzing the cultural environment allows businesses to have different
levels of understanding of their customers.

Common research criteria are population or number of people present in the market.
Through this criterion allows businesses to determine the size of their needs and the
diversity of demand. Another type of information to use is income and income
distribution of consumers. This factor is related to the demand satisfaction in terms
of financial capacity.

b. Economic and technological environment

29
 The influence of factors in the economic and technological environment on
the business activities of the enterprise is very large. These environmental factors
dictate how a business and the economy as a whole can use their potential and
thereby create business opportunities for each business. Movement trends and any
change of these environmental factors create or narrow business opportunities of the
business to different degrees and even lead to the need to change the strategic goal
of the business strategy.

Esplendor Hanoi Hotel can utilize the strength of technology to develop

itself. Regarding promotion, the hotel can use digital marketing to perform
excellently the any campaign, those types can be named such as Social Media
Marketing Platforms, Email Marketing, SEO,… Popular existing booking sites can
also be an advantage to again more customers because this is the main touchpoint of
customers when they search for a hotel. Moreover, with the development of
technology, room managing system can be applied to control the booking numbers,
guests, and services.

c. Geographic environment

Participating in the process of identifying opportunities and the ability to

exploit business opportunities also has elements of geographic and ecological
environment. The ecological geographic factors have long been studied and
examined to draw conclusions about how and how to do business. The ecological
environment factors are not only related to the sustainable development of a country,
but also greatly to the ability of each business to develop sustainably. Factors often
studied include: geographical location, climate, weather, seasonal nature, ecological
balance problems and environmental pollution.

Esplendor Hanoi Hotel is not an exception to discuss about the geographic

environment as they located near Hoan Kiem lake or not, in the city that mostly be
occurred by disasters or not. Weather conditions are also a criteria to consider and it
mostly be an advantage for Hanoi in the winter, when foreigners come to avoid the
extreme cold weather in their country.

2.4.1.2. Sector environment

a. The demands of customers and their buying behavior

30
 The next step in the process of building a Marketing strategy is that the
Company needs to conduct an analysis of customer needs and their buying behavior.

To be specific, Porter (1984, 141) researched that needs contain three levels
natural need, desirable need and solvency. In particular, the natural need reflects the
human need for a certain item, this need is formed by the lack of consciousness
about an item or service for consumption. Each person has a different state of
consciousness, depending on their physiological needs, social environment and
themselves. Desired needs are natural human needs but consistent with cultural level
and individual personality. Each person has a different educational level and
personality, so the needs to be desired have a different specific form.

However, the research on customer needs is to determine whether our

products are suitable for consumers in terms of both social factors, personal and
financial situation. Therefore, the manager must study the need for solvency, which
is the natural need and the desire to match the customer's purchasing power.

Researching customer needs plays an important role in building production

and business plans in general and marketing plans and strategies in particular. Based
on analyzing, understanding and detecting customers' needs, Marketing managers
can set up a Marketing strategy and organize the implementation of Marketing
activities so that all efforts of all departments in company is all customer-oriented,
ensuring that the products sold are in accordance with the tastes and financial
capacity of the consumer, making the consumer satisfied at the highest possible
level.

Buying behavior of customers is extremely diverse and rich, each person has
their own shopping needs and therefore the buying behavior of customers is not the
same. Categorizing customers into different groups is an essential job for businesses.
Identifying and giving appropriate options to customers' buying behavior helps
businesses get closer to customers and thereby better satisfy their needs. There are
many different ways to classify customers, but for commercial enterprises, it is
common to classify customers according to two basic groups. Customers are
intermediate consumers and customers are the end consumers.

31
 A full understanding of customers, their needs and buying behavior is one of
the most important bases. decide the ability to choose business opportunities and
effectively use the potential of the business.

b. Competitive environment

Competition is defined as the driving force behind the development of a

market economy on the principle of who is more complete, satisfies the need better
and is more efficient than that, wins, exists and develops. In increasingly fierce
competition conditions, businesses have to rise above their competitors. The
conditions for competition and the participants in the business process to go ahead
create a competitive environment in the economy. Enterprises need to define for
themselves a perfect competition strategy, a competitive strategy should reflect the
influencing factors of the competitive environment surrounding the business.
Analyzing the competitive environment is very important, underestimating the
competition, underestimating the conditions and factors in the competitive
environment that lead to failure is indispensable.

c. Competitor analysis

For all businesses in the current market mechanism, competition is an

inevitable trend, competitor analysis becomes more urgent than ever. Competitor
analysis is aimed at determining the number of competitors currently on the market
and potential competitors and then analyzing them based on a number of designated
criteria such as their goals, their strategies, their plans for the future, their
advantages, and their shortcomings,... This information will properly give the
manager of the company to get some advantages to choose the right direction,
develop a suitable business strategy, overcome some tough borders on their way,
and stand firmly in the market to build a success company. To be more specific, the
process of analyzing this will return depth information about the saturation of the
market, business opportunity and ideal business strategy in the industry. Moreover,
after acquiring the information of competitors, the company can be able to compare
the brand image in customer’s thoughts, how they see that company, which
company will they choose and why. Regarding the development prospect of the
company, they can compare different competitors by strengths and weaknesses, then
see if they can spot and tackle the problems or use the niche market if possible.

32
2.4.2. Determine the Company's resources

Opportunities and business strategies of an enterprise always depend closely

on factors that reflect the potential of a particular enterprise. The Company's
potential or resources reflect subjective factors that seem to be controllable to a
degree that a firm can use to exploit business opportunities and make profits. This
can be listed as operational, financial, intangible potential and the skills of managing
goods supply and reserving goods. The potential of a business is not immutable, can
grow stronger or weaker, can be changed in whole or in part. However, potential
factors often lag behind the constantly changing business environment and limit the
ability of enterprises to react flexibly to changes in business environment.

Potential analysis of the business is to evaluate current potential to choose

attractive opportunities and exploit identified attractive opportunities. In addition,
this analysis also aims to build and organize the implementation of strategies to
develop potentials and potentials of businesses to summarize new opportunities and
adapt to fluctuations in the upward direction of the environment, ensuring the safety
and development in business. When analyzing potential, the factors mentioned
include:

A company who has a strong team before launching their official business
plan is actually lucky because these have base competencies to perform excellently.
They have experience in many aspects, especially hospitality with 05 different
competencies to develop effectively, namely: “Conceptual or Creative”,
“Interpersonal”, “Administrative”, “Technical”, and “Leadership”. This Model of
Competency Domain was created by Sandwith (1993) in order to help enterprises
operate effectively, lead smoothly, and develop successfully the business. These are
especially fit to hospitality service based on the industry characteristic.

The conceptual one is how the director be able to understand their

employees and help their staff with all problem about psychology, job position and
for the creative one, Sandwith (1993) defined it as the ability to cope with the
changes of environment and to adapt to it such as proposing a new marketing
strategy after the Covid-19 or adapting to current design changes.

Testa & Sipe (2012) described the importance of leadership competencies as

the main criteria for a successful service business while Su et al. (1997)

33
demonstrated leadership as the second most essential part for a personal skills. A
leader must take the action quickly whenever opportunity comes, invest in creating a
great work environment, training the best person for a potential outcome, forming
trust within the internal environment.

However, a great leader must also require the communication skills in order
to complete a great persona to lead their staff. According to Sandwith (1993), any
supervisor must let their employees express their thoughts and propose ideas freely
by pausing, reflecting, listening, talking, doing verbal communication, even doing in
oral communication. They also have to deal with conflict in the company by
handling any situation the emerges because they are all unexpected and can cause a
devastating effect for people’s performance. Moreover, not only managers but also
employees are the one to contain these skills if they want to do well at work.
Christou & Eaton (2000) state that the everyone with a good communication
competency can own the ability to handle customer’s situation not by products or
services but by the behavior of understanding and sensitivity.

As regards to operation potential, the manager must come up with a

complete plan for the business strategy to be strictly applied. These plans must be
trained for each department so that they can grasp and properly implement actual
position, the true meaning of their job and how they can cooperate with each other
effectively. Second, they need to manage and monitor every step of the apparatus,
although not so closely that employees lose freedom and make decisions, but they
still have to ensure that all requests are handled thoroughly so that all needs of each
department are answered. If all these activities are managed effectively, the
company's performance will always be smooth, which is paramount for a company
in the tourism industry because only one mistake is needed in the operation. also
affected customer satisfaction and led to many great consequences behind.
Furthermore, in addition to doing the above, managers need to coordinate with the
following potentials to maximize the efficiency of company resources.

Regarding financial potential, it is a general factor reflecting the strength of

the business through the amount of capital that the enterprise can mobilize and the
ability to effectively distribute and manage that capital. With high financial
potential, businesses can allocate their financial resources to invest in marketing,
business development, and internally. However, in order to control this effectively,
it is necessary for any enterprise to have the financial statement reported, which is

34
the financial activities every month of it. According to Leppiniemi (2003), this is to
keep track the result, performance of economy and finance of the company,
including income statement and. balance sheet with several detailed financial charts
while Sandwith (1993) also mentioned these domain in his competency model but
add the budget management, the procedures of accounting, and cost-benefit system
analyzing. All these processes should be trained by the hotel managers monthly in
order to keep track the performance and develop competencies through time
(Wessels et al., 2017).

Talking about human resources competencies, in order to create a uniform

system for the service quality that work effectively in business and especially
commercial business, people are the most important factor to ensure success because
this is the company’s image. According to Testa & Sipe (2012), the process of doing
a great human resources includes many detailed recruiting rounds, selecting rounds,
doing performance appraisal, and training right to the procedure. At first, this
requires a strict process of selecting people for operation, and then thriving through
a whole step of training to understand the company’s philosophy, missions,
functions, and jobs in order to finally choose the suitable and potential people to
operate the system fluently and develop with the hotel. It is noticeable that, a know-
how employee is not enough, they must own themselves a good behavior, suitable
norm with the company’s environment, and can be able to deliver the correct
methods to customers. A company who has the competency of well human
resources management can integrate completely with marketing and hotel
management for a sales improvement, performance increase, customer satisfaction
(Chung, 2000)

Another important factor is intangible potential, it occurs when a potential

that cannot be quantified directly, but must be passed through intermediate
parameters. Intangible potential creates the strength of the business in commercial
activities. This strength is reflected in the ability to influence and influence the
choice of customers to accept and buy decisions. Factors that can be considered
intangible potential include: image, reputation of the business in the marketplace,
popularity of goods, reputation and social relations of management.

Another essential, or even the main domain of a successful business is technical

competencies. Tsai, Goh, Huffman & Wu (2006) state that this knowledge is
essential for operating and doing process in hospitality industry, even the most

35
important. Sandwith (1993) explained the technical knowledge is the ability to
operate fluently the company’s equipment, computer system, all technological
products and facilities. Technology is changing every single day so as the hospitality
business also chases this trend but to a certain part such as guest and staff
management system. All employees must be trained and operated effectively all the
technological facilities to perform well in every circumstance. This has proved by
Kay & Russette (2000) that technical competencies should be hands-on training in
the internship trainings of every people and even after duration.

In addition, the ability of the enterprise to control, dominate, and the

reliability of the goods supply source and rational reserve of goods is also
essential because this factor affects the input of the business and has a strong impact
on the results of implementing business strategies as well as in the last stage of
product consumption.

In hospitality industry, the connection between people in different countries

must be tied up and they usually be linked through language and culture, which is
another vital competency for any hospitality business. Globalization are currently
the trend for evolving the culture and nationalities in every business, also managers
must adapt to this with another type of management with multicultural staff (Testa,
2009) Although Vietnamese boutique hotel has a few foreign employees, they still
have to develop Vietnamese staff’s language skills so they can communicate
fluently and provide demands for customers. Moreover, a monthly workshop for
culture introduction for all employees. They must understand how to interact with
Asians or Westerns because they have different style, hobbies, behaviors. This will
avoid misunderstanding and faults when providing services due to the fact that
cultural differences are obviously complicated.

Level of organization and management: Is the perfection of the organizational

structure, the effectiveness of the management system and management technology.
Each business is a system with close links towards the goal.

Moreover, the potential of the business has many other constituent factors,
depending on each enterprise with different conditions, this potential is valued, the
other is secondary. The problem is that businesses know their potential to better
capture attractive business opportunities - consistent with their capabilities.

36
2.5. Building a marketing strategy
The process of forming and choosing a strategy consists of 3 phases:

Stage 1: Analysing. This phase summarizes the background information that

has been entered required for formulating the strategies. Here, we will build
matrices: matrix evaluating internal factors, matrix of competing image, matrix of
evaluating external factors.

Stage 2: Formulating strategic options. The techniques used in Stage 2

include strengths - weaknesses - opportunities - threats (SWOT matrix) and the main
strategy matrix. These matrices use input extracted from stage 1 to combine external
opportunities and threats with internal strengths and weaknesses, thereby forming
viable strategies.

Stage 3: Selecting. This phase uses only a quantifiable strategic planning

matrix technique (QSPM matrix). The QSPM matrix uses the input obtained from
Stage 1 to objectively evaluate the possible strategies that can be selected in stage 2.
The matrix, which denotes the relative attractiveness of the strategies that can be
selectable, thus providing an objective basis for choosing bespoke strategies.

2.6. Tools for building a marketing strategy

According to Fred R David the key techniques for formulating a three-stage

strategy, the tools used for the process are applicable to all sizes and types of
organizations, it helps administrators to be able to identify, evaluate and select
strategies, it is demonstrated through the following phases:

Stage 1: The entry stage consists of the EFE matrices, the IFE matrices, and
the competitive profile matrix (CPM), which summarizes the basic information that
has been entered needed for the formulation of the strategy.

Stage 2: The so-called combined phase provides possible strategies that can
be selected by arranging and combining important internal and external factors. In
this stage, we choose one of the matrices such as SWOT, BCG, IE, SPACE, ... in

37
this topic, the author only uses the SWOT matrix from which to combine the
elements to come up with appropriate strategies.

Stage 3: The decision stage consists of only one technique that uses a
strategic planning matrix that can quantify QSPM, which uses information entered
in the first stage, to objectively evaluate the potential and possible strategy that can
be selected at phase 2 from which to choose the right strategy.

2.6.1. Matrix of Internal Factors (IFE)

The final step of analyzing the internal situation is to construct an internal

factors assessment (IFE) matrix. This strategy formulation tool summarizes and
evaluates the important strengths and weaknesses of the functional business
divisions, and it also provides the basis for identifying and evaluating the
relationships between these divisions. The IFE matrix can be developed in 5 steps:

Step 1: Make a list of 10 to 20 factors including strengths and weaknesses

that greatly affect the growth of your business.

Step 2: Assign an importance of 0.0 (unimportant) to 1.0 (most important)

for each factor. The importance assigned to each certain factor shows its relative
importance to the success of the business in the industry. Regardless of whether the
major factor is its internal strengths or weaknesses, those factors considered to have
the greatest impact on the organization's performance should be considered to have
the most importance. But an essential task to be noticed is that the sum of all these
significance levels should be 1.0.

Step 3: The classification from 1 to 4 for each factor will indicate the factor
that represents the greatest weakness (classified by 1), the smallest weak point
(classified by 2), the smallest strong point (classified by 1). type 3), greatest strong
point (classified by 4). As such, the classification is firm-based while the importance
level in step 2 is industry-based.

38
 Step 4: Multiply each factor's importance by its type to determine the number
of points of importance for each factor.

Step 5: Sum the total number of important points of all factors to determine
the total number of important points of the matrix.

The total number of points of the matrix ranges from 1 to 4 points, will not
depend on the number of elements in the matrix. If the total score is less than 2,5
points, the enterprise is internally weak, if the total score is more than 2,5 points, the
enterprise is internally strong.

2.6.2. Competitive Profile Matrix (CPM)

The matrix of competitive profile between businesses and competitors is

mainly based on factors that affect the competitiveness of businesses in the industry,
thereby helping strategic managers identify strengths and weaknesses of
competitors, identifying competitive advantages for businesses and weaknesses that
businesses need to overcome. To build a competitive profile matrix, take the
following 5 steps:

Step 1: Make a list of about 10 factors that have an important influence on

the competitiveness of businesses in the industry.

Step 2: Classify the importance from 0.0 (unimportant) to 1.0 (very

important) for each factor. This classification shows the respective importance of
each factor depending on the degree of influence that factor has on the
competitiveness of enterprises in the industry, the total importance of all factors
must be equals 1.0.

Step 3: Determine the weight from 1 to 4 for each factor, the weight of each
factor depends on the firm's ability to factor, of which 4 is good, 3 is above average,
2 is average and 1 are weak.

39
 Step 4: Multiply the importance of each factor by its weight to determine the
factor's score.

Step 5: Add the score of all factors to determine the total score of the matrix.
Compare the total score of the business with major competitors in the industry to
assess the competitiveness of the business.

2.6.3. Matrix of External Factors (EFE)

The external factors assessment matrix allows strategists to summarize and

evaluate economic, social, cultural, demographic, geographic, political, government,
legal, and technological information. compete. There are five steps to developing a
matrix of evaluating external factors.

Step 1: List 10 to 20 major risk and opportunity factors that play a decisive
role in the success of the business as identified in the process of examining external
factors.

Step 2: Classify the importance from 0.0 (unimportant) to 1.0 (very

important) for each factor. This classification shows the relative importance of that
factor to the success of the business of the business, the total importance of all
factors must be 1.0.

Step 3: A classification from 1 to 4 for each of the factors that determines

success shows how the firm's current strategies respond to these factors, of which 4
is good, 3 is the response is above average, 2 is the moderate reaction and 1 is the
least reactive. These levels are based on the effectiveness of the business strategy.
Thus, the classification in this step is based on firm size, while the classification in
step 2 is based on industry.
Step 4: Multiply the importance of each factor for its type to determine the
importance score of each factor.

40
 Step 5: Add up all the significance scores of the factors to determine the total
number of key points of the matrix for the business.

The total number of points of the matrix does not depend on the number of
elements in the matrix, the maximum is 4 points, the lowest is 1 point. If the total
score is 4, the firm responds well to opportunities and risks, if the total score is 2.5
firms respond on average to opportunities and threats, if the total score is 1 firm
respond to opportunities and risks.

2.6.4. Strength, weakness, opportunity analysis (SWOT analysis)

2.6.4.1. Definition and characteristics of SWOT model

In business strategy analysis techniques, one of the most commonly used

models is the strengths and weaknesses matrix model, opportunity, risk (abbreviated
as SWOT). In a research project of 1960s-1907s, Albert Humphrey has managed a
project of a model for executive groups to manage change with a based concept
called Team Action Model (TAM). Then after that, SWOT model was formed from
his “The concept of Stakeholders and SWOT Analysis” and then be famous for its
useful from business until now. This method helps us to synthesize the results of
researching the environment inside and outside the business and formulate a strategy
in a scientific way. For any environment surrounding a company, people can use the
SWOT Analysis to manage effectively with its diversity use. From using internal
and external matters to positive and negative prospects. There is a model that created
by Albert Humphrey (2005) to describe this model in detail:

SWOT Analysis
Positive Negative

External Strengths Weaknesses

Internal Opportunities Threats

Figure 2.4: SWOT Analysis

41
 (Source: Humphrey, Albert, 2005)

The steps to build a SWOT matrix include several steps. First, identifying the
Company's main strengths and weaknesses and the opportunities and risks that the
Company encounters from the external environment. Second, Give combinations of
each logical pair. Lastly, give a combination of four factors (if possible).

a. Strengths analysis:

Strengths are all characteristics, the right jobs create the capacity of the
Company. Strengths can be dexterity, expertise, organizational resources, or
competitiveness (like the better product, the strength of the label brand, high
technology or better customer service). Strengths can be all the results of an
organization's alliances or ventures with a partner with professional strength or
financial prowess - which makes the Company competitive.

The strength of the Company can be mentioned including the following

factors:

- Appropriate financial capacity.

- A capable leader with good general and organizational management.
- Well-calculated strategies.
- Relationship with the nearby companies.
- Price advantages.
- The skills and techniques are higher than the competitors.
- Sensitive information system.

In business practice, there are many businesses that do not know how to fully
utilize all their strengths, analyze the strengths of the Company to determine what
enterprises have more advantages than their competitors. effective that advantage to
enhance its competitiveness.

b. Weaknesses analysis:

Weakness is all that the Company lacks or does not perform as well as other
competitors or the Company is placed at a disadvantage. Weaknesses may or may

42
not impair the Company's competitiveness but depend on how many weaknesses are
present in the market.

The factors that are often mentioned in Marketing analysis are:

- There is no clear strategic direction.

- Outdated facilities.
- Lack of depth and managerial talent.
- Poor record in implementing the strategy.
- Company image is not popular in the market.
- Below average marketing skills.
- Inability to raise capital when a strategy needs to be changed.
- The service offered by the Company is relatively higher than that of its
competitors.

Analyzing the enterprise's weaknesses to see that the production and business
activities of the business are not done well, it should be changed promptly.
Enterprises must overcome or limit their weaknesses in the short term or at least
plan to change in the future. However, it must be admitted that there are weaknesses
that enterprises can overcome, but there are also weaknesses that the business cannot
overcome or can but currently cannot afford. Therefore, determining the weakness
will address the problem of the company successfully.

c. Opportunities analysis:

Opportunities are the emergence of abilities that allow people to do

something. In commerce, opportunity represents the emergence of customer demand
and, accordingly, the emergence of a sales ability to satisfy the needs of both the
producer and consumer. Opportunities appear everywhere, it is very diverse and
rich. However, no matter how large an organization is, it is not possible to exploit all
the opportunities that appear in the market, but only can exploit the opportunities
that match its capabilities and goals. On the other hand, opportunities appearing in
the market can be beneficial for one organization but not for another. Therefore,
businesses and organizations should only exploit one or some of the existing
opportunities in the market, which are attractive opportunities.

43
 Attractive opportunities in trade are the ability to well meet the needs of
customers that have appeared in the market and are considered to match the goals
and potentials of the business. Therefore, enterprises have favorable conditions to
exploit and overcome it to make profits.

Marketing opportunities are a big factor in shaping the company's strategy,

managers will not be able to come up with the right strategy for their organization's
position without recognizing opportunities for growth and potential profits. hidden
in every opportunity. Opportunities can be plentiful, plentiful, but it can be very
scarce, capturing that opportunity or not depends on each individual enterprise.
Opportunities to appear in the market can be generalized as follows:

- The ability to serve additional groups of customers or expand into new

markets or each new segment.
- Ways to expand services to more widely satisfy customers' needs.
- The complacency of competitors.
- Ability to increase market demand.
- Arose new technologies.

Opportunity analysis is to determine what is a good opportunity, an attractive

opportunity from which there are directions for deployment to exploit more quickly
and effectively than other businesses.

d. Threats analysis:

Factors of the external environment that significantly affects the production

and business activities of enterprises are the risks of the environment. The risk
appears parallel to the business opportunity, strongly influences all activities of the
business. The risks can be mentioned include:

- Competitors with lower prices.

- Slow market growth.
- Change in trade policies, exchange with foreign countries.
- Change the needs of the buyers and their preferences.

Risks appear beyond the control of businesses and organizations, they can
only avoid the risks that can happen to them and if faced with it, try Try to minimize
44
damage. Risk analysis helps businesses make the necessary changes and
adjustments, fluctuations have a negative impact on their production and business
activities.

2.6.4.2. Definition of strategic options combinations

After fully analyzing strengths, weaknesses, opportunities, and risks, we

build strategic combinations. The first is the combination of strengths and
opportunities (SO), the goal of this combination is to use the strengths of its
organization to best exploit the opportunities available in the market. The second
combination is a weakness and opportunity (WO) combination, which is a
combination that uses the opportunity to overcome the weakness. Third, using one's
strengths to overcome or limit risk-induced losses people offer strengths and risks
(ST) strategies. Finally, the combination (WT), the combination of weakness and
risk, is a great effort of the business to improve the strength of the business in the
weak stages and parts and try to overcome and limit the loss caused by the risk.

To create a SWOT matrix, according to Ferd R David, it must go through the

following 8 steps:

- List outside opportunities for the company.

- List important threats outside the company.
- List the major strengths within the company.
- List the weaknesses within the company.
- Combining internal strengths with external opportunities, write the results
of the S - O strategy in the appropriate box.
- Combining internal weaknesses with external opportunities, write the results
of the W - O strategy in the appropriate box.
- Combining internal strengths with external threats, write the results of the S
- T strategy in the appropriate box.
- Combining the internal weakness with the external one, write the result of
the W - T strategy in the appropriate box.

Strategists never consider all possible strategies that benefit a company

because there are countless viable solutions and countless ways to implement these
measures. Therefore, only the most attractive strategic group is chosen for
development.
45
 After implementing the combination of SW, SO, WT, and WO strategies, the
next task is to have a combination of all four elements. This combination will bring
out highly generalized and significant statements for strategic planning. Enterprises
always exist with opportunities and risks in the external environment, with strengths
but also unavoidable weaknesses. SWOT combination is really the perfect
combination to help businesses take advantage of opportunities, avoid the risks of
overcoming weaknesses and make full use of their strengths. However, in practice
businesses often skip this step because it is very difficult to come up with this
combination when it is not possible.

2.6.5. Evaluation of strategic options with QSPM Matrix

The QSPM matrix is a tool used to quantify the information analyzed in the
early stages, allowing the administrator to choose the optimal alternative strategy.
This has been evaluated through identified internal, external, competitive profile
factors above mentioned. QSPM’s function is to identify the suitable application
between options to apply it to the company, which must fit the interest of company’s
goals and visions (M.I. Walukow et al., 2015). A standard to weight the internal and
external criteria called attractiveness score (AS), this will indicate the most valuable
strategy if this score is the highest among different choices.

According to Ferd R. David, the QSPM matrix consists of 6 steps. The

following basic:

Step 1: List the major external opportunities, threats and weaknesses /

strengths within the business.

Step 2: Classification for each important internal and external success factor,
the classification is the same as in the EFE matrix, the IFE matrix.

Step 3: Identify alternative strategies that your business should consider

implementing.

46
 Step 4: Determine the number of attractive points according to each strategy
compared to other strategies, the rating scale from 1 to 4: 1 is unattractive, 2 is
somewhat attractive, 3 is quite attractive, 4 is very interesting.

Step 5: Calculate the total number of attractions, this is the result of

multiplying the number of grading points (step 2) by the number of points of
attraction (step 4) in each row. The higher the total number of attractions, the more
attractive the strategy.

Step 6: Add up the points of attraction. It is the addition of the total number
of attractive points in the strategic column of the QSPM matrix. The difference
between the total number of attractive points in a strategy group, the higher the
score, the more attractive the strategy.

47
 CHAPTER 3: ENVIRONMENTAL ANALYSIS OF HOSPITALITY
BUSINESS OF ESPLENDOR HANOI HOTEL

3.1. Overview of Esplendor Hanoi Hotel

3.1.1. Introduction

- Company name in Vietnamese: Công ty TNHH Tân Hoàng Quy.

- Company name in English: Tan hoang Quy Limited Company.
- Company name in acronym: TAN HOANG QUY CO., LTD.
- Business code: 010142263
- Date of registration: 06/11/2013
- Address: No. 78 – 80 Hang Ga Street, Hang Bo Ward, Hoan Kiem District.
- Phone number: 043 2828 1332.
- Fax: 8281636
- Website: https://www.hanoiesplendorhotel.com
- Capital: 1.800.000.000 VND
- Capital in words: A billion eight hundred million Vietnam dong

3.1.2. History and development state of the company

Before the Covid-19, Vietnamese hospitality industry was on an upward

trend, the number of international and native tourists were increasing yearly. In
2016, TAN HOANG QUY CO., LTD. decided to invest into a luxurious hotel that
located on No. 78 – 80 Hang Ga District and situated on Old Quarter Street in
Hanoi.

Esplendor Hanoi Hotel is a 9 storey building that is constructed on May, 2016

with the design of 3-star hotel standard and is approved license in July, 2018 by the
Vietnamese National Administration of Tourism.

The overall superficies of Esplendor Hanoi Hotel is 268m2 with 50 rooms.

There are 53 rooms to serve guests and for business, a room for company’s meeting,
a spa and massage room, a restaurant that opens from 00:60 to 23:00 with the
decoration of Indochine style.

48
 3.2. Current situation of Esplendor Hanoi Hotel’s operation

3.2.1. The organizational chart of Esplendor Hanoi Hotel

An explicit business structure is a must for a service company since it

supports administrators and employees understand their different roles, missions,
and functions and their importance in an organization.

Manager

Administrati
Financial on and Room Spa and
and Marketing F&B Receptionist
Human Service Massage
Accounting Department Department Department
Resources Department Department
Department Department

Figure 3.5. The Company Structure

(Source: Esplendor Hanoi Hotel business organizational chart, Administration and

Human Resources Department, 2020)

3.2.2. Functions of departments

3.2.2.1. The manager

The manager is the main administrator of the daily business activities in the
company by making decision, taking responsible, and organizing people.

49
 - Leading and supervising departments in operating the hotel based on their
main responsibility.
- Implementing business strategy for the hotel.
- Communicating with other partners and signing contracts.

3.2.2.2. Financial and Accounting Department

- Supporting the manager in administrating financial business and keeping

business accounts.
- Managing the financial plan to develop the hotel.
- Managing the process of buying materials, equipment, and supplies for
operation.
- Summing up financial cost and accounting profession.
- Creating income statement, balance sheet in months and years according to
department’s requirement.
- Creating gain and loss annual report and making plan to manage cash flow
and allocating company’s budget.
- Analyzing financial expenses to report for the manager.
- Associating with Administration and Human Resources Department to
control the payroll and pay salaries for employees on time through banking
system.

3.2.2.3. Administration and Human Resources Department

- Taking responsible in managing staffs.

- Managing the recruitment process to ensure staff quality and hotel’s strategy.
- Organizing and associating with different departments to implement training
and managing employees.
- Planning and organizing annual recruitment based on hotel’s requirement.
- Supervising and following up employees based on regulation.
- Implementing monthly report according to manager’s request.

3.2.2.4. Marketing Department

- Expanding the network of other tourist organization, hotels in order to

coordinate and transfer guests.

50
 - Attracting guests to the hotel and keeping the hotel ranking on booking
platform: Booking, Agoda, Airbnb.
- Planning the marketing plan for the hotel and controlling the marketing
system.
- Implementing market research, customer insight to build marketing strategy
and plan.
- Implementing advertising plan to attract customers and promote the brand.
- Communicating and building relationship with other hotel chains and tourist
organizations.
- Holding other competitors’ strategy and situations to improvise when
necessary.

3.2.2.5. F&B Department

- Managing and administrating the business of restaurant.

- Keeping thoroughly hygiene.
- Assigning fluently employees to different tasks.
- Keeping track the proficiency of daily tasks.
- Buying materials for cooking purpose.

3.2.2.6. Receptionist Department

- Greeting guests in the process of check-in and check-out.

- Providing guest’s demands during their stay.
- Performing the best of customer service.
- Introducing hotel information for guests whenever they need it.
- Preparing documents for guests to check-in and check-out.
- Cooperating with different departments to provide services for customer’s
needs.
- Summing up bills and keeping track room’s products to charge customers.

3.2.2.7. Room Service Department

- Ensuring all rooms are in good state and high quality that meet the standard
of the hotel.

51
 - Room service staff: Cleaning and adding convenience equipment and stuffs
for guests daily. Taking responsible for guest’s assets and informing the
prepared rooms for receptionists.
- Washing staff: Collecting clothes, bed sheets, pillow, and others to wash and
iron.
- Floors staff: Cleaning the floors, lobby and other public areas.
- Security staff: Ensuring safety for the building, the property and people.
Checking employee’s cards when entering and existing the building.
- Maintenance staff: Maintain and operate efficiently the whole building
equipment, and facility, including: electricity, air conditioner, heater, pumper,
…

3.2.2.8. Spa and Massage Department

- Ensuring the great attitude when treating customers.

- Delivering the best of customer service so guests can enjoy the service
comfortably.
- Introducing the spa menu and suggesting suitable service according to guest’s
need.
- Interacting and providing customer needs with great responsibility and
attitude.
- Implementing treatment for guests with high-class hotel standard.
- Keeping track of appointment and preparing before welcoming guests.

3.2.3. Service performance of Esplendor Hanoi Hotel

3.2.3.1. Accommodation service of the company

The accommodation business is the most basic activity, accounting for the
largest proportion in the total revenue of the Esplendor Hanoi Hotel. Currently the
hotel has 40 rooms of high standard of the hotel, all in line with the preferences of
domestic and international guests.

Table 3.1. Accommodation structure of EHH

(Unit: Room)

Room type Number

52
 Deluxe Twins Room 16
Twins Suite Junior Room 10
Single Suite Junior Room 10
Family Room 8
3-person Executive Room 6
Total 50

(Source: EHH’s accommodation report, Marketing Department, 2020)

The hotel's room structure is plentiful and diverse, able to meet all
requirements of customers. High quality bedrooms and modern furnishings are
decorated in a classic and luxurious style at an affordable price. The types of rooms
in the hotel have the necessary equipment for guests such as: telephone, air
conditioning. TV, safe, wifi service, international direct telephone service,
refrigerator, hairdryer and hot or cold bathroom.

3.2.3.2. Food & Beverage service of the company

Food service business also occupies an important position in the hotel,

ranking 2nd in the hotel accommodation business. The dishes here are diverse,
serving many different types of guests with different dining needs.

The cafeteria is designed on the top floor of the building, with a cool, quiet
space and different from other restaurants and hotels, is designed on the ground
floor. Kitchen system, warehouse, refrigerator is arranged reasonably, convenient
for use and have anti-hot ventilation system to ensure the health of employees while
working.

3.2.3.3. Spa service of the company

Spa business is the company's third main business activity. The aim of the
spa services here is to help guests relax, relax, and reduce stress when staying at the
hotel. In order to ensure the relaxation of the needs of customers, the hotel has
massage rooms, sauna with modern equipment to restore health by physical therapy
methods such as aroma therapy, deep muscular therapy, thai royal massage (Thai
massage), olive & hot stone massage (essential oil massage and hot stone) and foot
massage (foot massage).
53
 3.2.4. Market situation

3.2.4.1. Suppliers

In order to attract more tourists to improve the company's business

performance, Esplendor Hanoi Hotel always establishes close relationships with
travelers such as Vietnam Travel Company, Vietrantour Company, Tun Travel,
Vietnamtourist. Maintaining that relationship will help the hotel to have a stable
source of tourists, maintain and especially international tourists such as China,
Taiwan,... In addition, the company also signs contracts with suppliers. supplying
reputable cooking materials and ingredients, ensuring quality.

3.2.4.2. Customers

Table 3.2. Domestic & international guest’s structure of EHH

(Unit: Person, %)
2018 2019 2020
Guest type Weight Numbe Weight Numbe Weight
Number
(%) r (%) r (%)
Domestic 12,645 46.58 14,012 30.21 7,030 90.01
Internation
14,503 53.42 16,201 69.79 780 9.98
al
Total 27,148 100 23,213 100 7,810 100

(Source: EHH’s guests report, Marketing Department, 2020)

From the table above, we can see that the source of visitors at the Esplendor
Hanoi Hotel in the last three years, the number of international visitors has been
higher and stable throughout the years just before the pandemic. Due to the
lockdown in every country, even Vietnam, international tourists are rarely seen in
Vietnam during this time. Also, to address the struggling situation of tourists in
Vietnam during this time, people in Vietnam so far still scare of travelling around.
Therefore, the number of domestic guests, still, decreased dramatically in this year.

54
 In 2018, domestic arrivals were 12,645, accounting for 46.58% and
international arrivals were 14,503, accounting for 53.42%. In 2019, the number of
domestic tourists was 14,012 guests, accounting for 30.21% and international
visitors were 16,201 guests, accounting for 69.79%. We can clearly see a great
increase of tourists number in this a year, however, in 2020, this number dropped
significantly to a half with domestic and more than 16,000 visitors. Since the hotel
closed in Q1 to Q2 of 2020, the number of tourists are frozen and the statistics might
not reflect the true performance of EHH.

3.2.5. Business situation analysis of the company

This table shows the income statement and profit and loss of the business in 3
years, which indicates the growing result in 2019 with the higher revenue and profit
compared to other years.

Table 3.3. Income Statement

(Unit: VND)
Profit/lost Code 2018 2019 2020
Gross sales 01 5,146,598,683 7,302,541,948 1,205,636,583
Net income 10 5,146,598,683 7,302,541,948 1,205,636,583
Cost of goods sold 11 3,722,671,843 5,701,342,489 391,682,583
Gross margin
20 1,423,926,840 1,601,199,459 813,954,000
(20 = 10 – 11)
Income from financial
21 14,847,241 21,312,503 9,131,543
activities
Administration
24 943,514,221 1,004,214,643 502,317,556
expenses
Profit from operation
30 495,259,860 618,297,319 320,767,987
(30 = 20 + 21– 24)
Profit before tax
50 495,259,860 618,297,319 320,767,987
(50 = 30)
Current income tax
51 99,051,972 123,659,463 62,076,798
expense
Net profit after tax
60 396,207,888 494,637,856 258,691,189
(60 = 50 -51)

55
 (Source: Company asset report, Financial – Accounting Department, 2020)

Through the table, we see that in the period 2018 - 2019, the business
performance of the hotel rose significantly because 2019 is the year of development
in every industry. With the growth of more than 2 billion in gross sales and the net
profit after tax is 100 million discrepancy. However, going to the period of 2019 -
2020, the hotel business results exposed to the effect of COVID-19, they decreased
considerably to only 1,2 billion VND in that year, with only around 250 million
gains for profit so far. If not because of the COVID-19, the hotel may have positive
trend on their business result because in 2018 – 2019, EHH has gradually
overcoming the difficulties of the previous year and moving forward to develop.

To have a clearer view, here is the table of discrepancy between 3 years given
with the comparison of 2018-2019 and 2019-2020.

Table 3.4. The discrepancy in income statement between the year of 2018 - 2019
and 2019 – 2020

(Unit: VND)
Discrepancy
Profit/Loss 2019/2018 2020/2019
+/- % +/- %
Gross sales 2,155,943,265 41.89 -6,096,905,365 - 83.49
Cost of goods sold 1,978,670,646 53.15 -5,309,659,906 - 93.13
Gross margin 177,272,619 12.45 -787,245,459 - 49.16
Income from financial
6,465,262 43.45 -12,180,960 -57.15
activities
Administration
60,700,422 6.43 -501,897,087 - 49.97
Expenses
Profit from operation 123,037,459 24.84 -297,529,332 - 48.12
Profit before tax 123,037,459 24.84 -297,529,332 - 48.12
Net profit after tax 98,429,968 24.84 -235,946,667 - 47.70

(Source: Company asset report, Financial – Accounting Department, 2020)

From 2018 – 2019, looking at all profit and loss, we can clearly see that all
figures have been on a positive trend, with the increase of at least 10%. Regarding

56
 gross sales, this figure increase about 42% during these years. This also increase
with profit (nearly 25%) in just one year. However, cost of goods sold did increase
dramatically with more than a half of the original number, EHH’s manager might
need to reduce this figure to protect their profits.

By the period of 2019 to 2020, most of the indicators of revenue and profit
decreased sharply compared to 2019. To be particular, gross sales, gross margin and
profit from operation from the hotel in 2020 decreased about 84%, 50% and 49%
respectively. This has undoubtedly an disastrous figure because there is no guest
during this COVID-19 pandemic. With regards to profit before tax and net profit
after tax of 2020, they also drop about 47 to 48%. This resulted in the downward
development of the business performance of EHH in 2020. To conclude, to address
this problem, EHH must prepare for the upcoming marketing strategy as well as
sales plan to re-grow the company and reach more guests.

To be more detailed, the business results of the hotel are shown through the
operations from 2018 to 2020.

Table 3.5. Revenue structure according to hotel’s business type between the
year of 2018-2019 and 2019-2020

(Unit: VND)
Year Discrepancy
Business
2018 -
type 2018 2019 2020 2019 – 2020
2019
3,412,831,74
Rooms 5,053,481,285 733,374,053 48.07% -85.49%
5
Restaurant
910,762,535 1,315,072,004 168,031,380 44.39% -87.22%
s
Spa and
811,329,754 922,087,613 276,158,571 13.65% -70.05%
massage
Laundry 7,300,431 9,450,003 6,002,149 29.44% -36.49%
Phone and
3,618,218 1,871,043 1,831,430 -48.29% -2.12%
tax
Others 756,000 580,000 239,000 -23.28% -58.79%
Total 5,146,598,68 1,185,636,58
7,302,541,948 41.89% -83.76%
revenue 3 3

57
 (Source: Company asset report, Financial – Accounting Department, 2020)

Looking at the revenue structure, it shows that Room services is still the basic
activity and the most important source of income that the hotel offers. Revenue in
2018 reached 3,412,831,745 VND before increasing to 5,053,481,285 VND in 2019.
However, the revenue from this type of business in 2020 was dropped dramatically
to only 733,374,053 VND, decreasing about 85%, which is the lowest revenue year
compared to others.

The business of restaurant on the same building also generated a large source
of revenue for the hotel, which increased about 45% from 2018 to 2019 before
dropping significantly about 88% in the following year. As a result, the hotel has
operated effectively the service quality, hygiene standard, the diversification and
variety of menus in 2019 to offer a better customer service. Besides, the massage
business was also a strength of the hotel, this service also brought high resources of
income compared to other businesses. In 2019, all business fields increased
considerably and the revenue structure of every business sector also changed in a
positive direction. However, to maintain at this level and improve business
efficiency further, the company needs to focus on making business plans as well as
considering a number of other specific factors: profit, cost, upcoming plans, current
situations, economy to avoid risks and overcome the difficulties in the fierce market
competition.

In general, the business performance of Esplendor Hanoi Hotel was relatively

effective until 2020. It is necessary that a marketing strategy is proposed for EHH to
address this problem or else they will keep this downward number in the following
years after the COVID-19 has ended.

3.2.6. Hotel’s operation evaluation

Overall, Esplendor Hanoi Hotel is operated efficiently with specific and

explicit missions and functions. All is directed by Mr. Ngo Xuan Vu – the general
manager of the hotel. However, everything have its pros and cons, Esplendor Hanoi
Hotel is not the exception.

- Advantages:

58
  The company structure is clear and simple, which helps to reduce the cost to
run the business and the manager is the only person who can take charge and
manage the company.
 It is flexible to assign employees into different tasks according to suitability
and training is also can be worked fluently.
 EHH has a full standard of every department in their hotels, which can run
smoothly.
 Each department develop independently, which fosters the creativity and
development in knowledge………………………………..
 Employee is loyalty due to their stable salary and performance of the hotel.

- Disadvantages:
 The manager involves too much in the working process of every department,
which leads to dependence and a lack of decision-making.
 Many decisions must be waited for the agreement of the manager.
 Sometimes in rush hour, the employees might get struggle handling with all
guests.
 Employees currently don’t have specific holidays or reasonable
remuneration.
 The hotel doesn’t have risk avoidance strategy so it can be into spontaneous
problems and they don’t have any potential advantages to compete with
others.

3.3. Development trends

At the start of 2019, the capital of Vietnam was listed 15 th in the list of 25
must come destinations in the world, picked by the travel website TripAdvisor with
many great attractions, recommending “Old Quarter Street”, “Vietnamese Women’s
Museum”, “Vietnam Museum of Ethonology”. This was the 5 th time that Hanoi was
listed on the proud list of TripAdvisor.

According to Hanoi Tourism Department in 2019, Hanoi has more than

28.945.000 guests, which increased 10,0% compared to 2018; Meanwhile, the
number of international guests were 7.025.000 people (17% growth) and that of
domestic ones were 21.920.000 people (8% growth). The total revenue from tourism
was 103.812 billion VND, increasing 34% compared to the previous year. In this
year, Hanoi Tourism Department continued to assert the position of grand economy,
59
consistent growth speed, which contributed effectively to the economic restructuring
of the city. There was an extension of management, planning, and investment in
developing tourism product in order to consider seriously the tourism promotion
activities, technical facilities, service quality, enterprise are provided with favorable
conditions and to operate effectively.

The domestic tourism market specifically develops the Hanoi tourism market
while promoting the hotel business market in the upward momentum. According to
the report of the Hanoi Department of Tourism, as of June 2019, Hanoi had 3499
accommodation establishments with 60,812 rooms, the average occupancy rate of
hotels was estimated at 72.7%, up 6.9% over the same period last year. 2018,
maintain good capacity. Of which, 561 rated accommodation establishments are
operating with 22,733 rooms. In the 2016-2018 period, the number of tourists to
Hanoi achieved an average growth of 10.2% / year and especially the growth rate of
international tourists to Hanoi was up to 22.5% / year. In which, international guests
staying in practice are Korean, Chinese and Japanese nationals.

The above results show that the economic efficiency of tourism in Hanoi has
achieved some positive results. However, this increase is still not commensurate
with the tourism potential of Hanoi. To improve, Hanoi city should focus on
implementing key solutions for tourism development. In particular, one of the top
tasks is to improve the quality of the destination and invest in the development of
technical facilities and tourism products. In addition, accommodation services and
tourism services need to improve technical facilities as well as service quality to
meet more diverse needs of customers.

3.4. External analysis of hospitality industry

The broad social external environmental factors have an impact on the market
and the company's operations as well as all internal environmental factors. Knowing
the external environmental factors helps the company predict the movement trend of
factors in the future, forecast the impact of these factors on the market and business
industry in the future. The risk and opportunity price of the company can help the
company adjust its marketing policies and measures accordingly.

60
3.4.1. General environment
3.4.1.1. Economic situation

The development of the economy is increasingly on the momentum of

positive growth in the relatively favorable context of global trade, along with the
human material life is also enhanced, the demand for free services The strong
increase in tourism is a favorable condition for the tourism industry in general and
the hotel tourism industry in particular, including the Esplendor Hanoi Hotel of Tan
Hoang Quy Company Limited.

Besides the positive aspects that economic factors bring directly to the
development of hotel business, there are still difficulties that they bring. When the
economy is in trouble, the demand for sightseeing and tourism will decrease and
directly affect the development of the tourism industry in general and the hotel
accommodation industry in particular.

3.4.1.2. Social and culture

Vietnam is developing in all aspects, thanks to that, the educational

attainment of all strata of the people has been improved, the material and spiritual
life has been improved. These are the factors that promote the tourism needs of
people. Vietnam has a rich and diverse culture in all aspects, thanks to which it has a
strong attraction to foreign tourists to visit and explore.

In 1999, Hanoi was one of the five most prominent cities in the world,
representing the Asia-Pacific region, honored by the United Nations Educational,
Scientific and Cultural Organization (UNESCO), which is a city for peace and on
October 31, 2016, Hanoi was again recognized by UNESCO as the world's most
innovative city in the field of design.

With over 1,000 years of culture, Hanoi has always been the largest cultural
center in the country with tangible and intangible cultural relics. Hanoi is home to
many landscapes, cultural and historical relics such as Turtle Tower - Hoan Kiem
Lake, Ngoc Son Temple, Hanoi Cathedral, Hanoi Opera House, Imperial Citadel of
Thang Long, Ho Chi Minh Mausoleum, Van Mieu Quoc Tu Giam,…

61
 Religion and belief are a very important part of the spiritual life of
Vietnamese people in general and Hanoi people in particular. In Hanoi, there are
Buddhism, Confucianism, Taoism, Catholicism, Protestantism, Cao Dai and
Islam, ... It can be seen that Hanoi has a rich and diverse religious and belief system
that deeply affects the foundation. Hanoi's culture.

The above factors have created favorable conditions to attract domestic and
foreign tourists to Hanoi and thereby contribute to increasing the number of tourists
coming to use the service at Esplendor Hanoi Hotel. In addition to advertising for
the services that the hotel has, the hotel lobby is also equipped with articles,
magazines, post cards about tourist destinations and landscapes in Vietnam.

3.4.1.3. Science and technology

In recent years, the era of 4.0 has exploded with technology applications,
having a strong impact on the management and business methods of the tourism
industry. The development of information technology is changing completely the
method of accessing and sharing information of customers. In particular, the
explosion of social and mobile applications has a huge impact on the choice of
destinations, places of stay, and places to eat and drink.

The trend of travel consumption also has a new change from cash payment to
card payment, using electronic payment applications on smartphones. Currently,
80% of travel trips are booked online and 87% of young people think that
smartphones are essential tools for travel.

Esplendor Hanoi Hotel also invests in the application of technology for hotel
management to be able to store customer requests, create a database of reception and
hotel operations. Esplendor Hanoi Hotel has used the website
"https://www.hanoiesplendorhotel.com/" to promote and market products and
services at the hotel. Through this website customers can book services in hotels.

The customer support counter at the hotel lobby is equipped with computers,
an iPad for guests to look up information about online tours or find out about the
places you want to go and ask staff to support. to assist with booking a car to that
location easily. In addition, customers using services at the Esplendor Hanoi Hotel
can also use free wifi at no extra charge.

62
3.4.1.4. Legal and policies

Vietnam is considered a safe destination for tourists, this is a great advantage

for the hotel tourism industry in general and the Esplendor Hanoi Hotel in particular.
The political and economic situation of Vietnam is stable, which brings a sense of
security to tourists.- Within the country as well as in Hanoi capital, the number of
hotels is opening more and more and especially in the old town area with modern
facilities and many special preferential policies. for customers. This has reduced the
number of guests at the Esplendor Hanoi Hotel.

Specifically, according to the data of the Marketing Department, the bookings

from the Tun Travel travel company have decreased because the customer
reservations through this unit choose the L'Heritage Hotel because the customer is
satisfied. about the need to use quality services such as swimming pools, karaoke.

Most of the competitors of the Esplendor Hanoi Hotel are 3-star standard, the
competitors have more strengths than the Esplendor Hanoi Hotel in terms of
technical facilities and also located on the street of the Old Quarter. However,
Esplendor Hanoi Hotel still has its own advantages with enthusiastic staff and
comfortable and luxurious hotel space

3.4.1.5. Labor market

As of April 1, 2019, Vietnam's population is the 15th most populous country

in the world, ranking 3rd in Southeast Asia, after Indonesia and the Philippines.
Population growth leads to an increase in the workforce and requires more careful
recruitment and training of employees.

In recruitment, Esplendor Hanoi Hotel focuses on recruiting staff at Hanoi

Tourism College, tourism faculties of universities.

3.4.2. Hospitality environment

3.4.2.1. Hospitality service

In recent years, hospitality industry in Hanoi is growing strongly. Especially

in 2019, this industry in Hanoi has welcomed nearly 5 million international ones
63
(increased around 10% compared to 2018). However, due to the COVID-19
outbreak, a global and domestic restriction were done by the government to control
the disease. International travel, tourism, sport events, festivals were cancelled and
people have to stay in door. This has led to a dramatic drop in foreign travelers’
arrivals in Hanoi in Q1 of 2020, which decreased around 36.9% through the year.

Statistics of internation Tourist Arrivals to Hanoi

5 30%
4.5 20%
4
10%
3.5
3 0%

2.5 -10%
2 -20%
1.5
-30%
1
0.5 -40%

0 -50%
2017 2018 2019 Q1 2020

International Arrivals (Million) Y-o-Y Growth (%)

Figure 3.6. International Tourist Arrivals to Hanoi

(Source: Hanoi Statistics Office, CBRE Research, Q1 2020)

3.4.2.2. Tourism demand

International situation

China is the most populous country in the world, so it will have a strong
impact on tourism policies of many countries.

According to the World Tourism Organization (UNWTO), the number of

international tourists worldwide in 2018 exceeded 1.4 billion, an increase of 74
million compared to 2017, reaching a growth rate of nearly 6%.

64
 According to UNWTO's forecast, global tourism continues to grow, tourism
demand will increase by 4% annually in the period of 2018-2028, faster than the
global economic growth rate. The Asia-Pacific region is forecast to welcome 535
million international visitors by 2030, ranking first in the world.

Domestic situation
The role of the domestic tourist market is increasingly large in tourism
development due to the increasing income of the people, the development of the
middle class is a big driving force for tourism consumption.

Hanoi is the destination of many tourists when the promotion is promoted,

many big cultural and sports events are held. Right in 2019, the Hanoi tourism
industry sets a target of welcoming nearly 29 million visitors, including over 7
million international and 22 million domestic tourists.

3.4.2.3. Supplier

The individuals or units that provide the necessary resources for the company
to produce products or services are called suppliers. At Esplendor Hanoi Hotel, the
issue of food safety and hygiene, origin is very important. Focusing on this issue
will help the hotel minimize the risks that can affect the image of the quality of
products and services provided to customers. In addition, the hotel also cooperates
with travel companies, online travel agents to assist the company in promoting and
selling services to customers.

3.4.2.4. Customer

Customers are the decisive factor for the success or failure of the company in
production, business and service provision. The needs of customers are mainly
formed by factors: income, tourism motivation, age, education level,…

According to the General Department of Tourism, in 2019, Vietnam's tourism

industry is estimated to welcome 18 million international visitors, up 16% compared
to 2018. In which, international visitors from Asia reached 14.3 million, accounting
for 79.9% of the total number of international visitors, visitors from Europe reached
2.1 million.

65
 Identifying customers will help hotels meet their needs as well as understand
what customers want, and can create a competitive advantage over their competitors.
To research customers, marketing staff used secondary documents such as: data,
documents through domestic and foreign travel agencies. At the same time, the hotel
also surveyed customers' opinions using services at the hotel by designing
questionnaires, then collecting information and analyzing to find out what customers
want about their products and services. hotel offers.

Customers are the decisive factor for the success or failure of the company in
production, business and service provision. The needs of customers are mainly
formed by factors: income, tourism motivation, age, education level,…

According to the General Department of Tourism, in 2019, Vietnam's tourism

industry is estimated to welcome 18 million international visitors, up 16% compared
to 2018. In which, international visitors from Asia reached 14.3 million, accounting
for 79.9% of the total number of international visitors, visitors from Europe reached
2.1 million.

Identifying customers will help hotels meet their needs as well as understand
what customers want, and can create a competitive advantage over their competitors.
To research customers, marketing staff used secondary documents such as: data,
documents through domestic and foreign travel agencies. At the same time, the hotel
also surveyed customers' opinions using services at the hotel by designing
questionnaires, then collecting information and analyzing to find out what customers
want about their products and services. hotel offers.

From the above mentioned information, an EFE Matrix of EHH can be

proposed:
Table 3.6. External Factor Evaluation of EHH

Weighted H
No. External factors Weight Score
Score Effect

1 Vietnam’s economy is developing 0.1 2 0.2 +

2 Hanoi is a potential city for hospitality 0.09 4 0.36 +

3 Travelling in Vietnam is becoming a 0.08 3 0.24 +

66
 trend
4 Citizen’s income is increasing 0.1 3 0.3 +

5 Abundant partners of agencies 0.09 4 0.36 +

6 Low barrier of entry 0.08 2 0.16 +

7 Lifestyle changing 0.1 3 0.3 +

8 High pressure from competitors 0.1 3 0.3 -

9 A lack of skilled labour 0.09 3 0.27 -

10 Customers are getting more strict 0.1 3 0.3 -
11 Administration check 0.07 2 0.14 -
  Total 1   2.93  

(Source: The author)

Comment: Through the matrix of evaluating the influence of external

factors, the total score of Esplendor Hanoi Hotel is 2.93. From there, it shows that
the ability of the hotel to react to the change of the external environment is quite
good. EHH has taken advantage of opportunities as well as measures to avoid threats
from the external environment. However, the hotel's response was not good to
factors affecting its operations such as: lack of highly qualified labor force,
inspection by agencies and departments, pressure from competitor’s adaptation,…
Therefore, EHH need to be cautious in formulating their business strategy.

3.4.2.5. Competitors

Competitor analysis is also a vital part for employees to consider to know the
strengths, weaknesses, threats and opportunities of each competitors in the market.
They can consider such aspects of competitors as their share on the market, their
development status between competitors. Any company should detect their position
within the market to compete suitably, determine their goal to beat some specific
competitors, and consider the surroundings customer’s preferences in the area and
why they choose other hotels instead of EHH, for example.

67
 Within the country as well as in Hanoi capital, the number of hotels is
opening more and more and especially in the old town area with modern facilities
and many special preferential modifications for customer’s taste. This has
undoubtedly reduced the number of guests at the Esplendor Hanoi Hotel.

Competitors of Esplendor Hanoi Hotel are small and medium-sized private

hotels in Hanoi. Regarding the local competitors, they also situated near Hoan Kiem
lake, Old Quarter Street so they have some great advantages that Esplendor Hanoi
Hotel might take concern carefully. Commonly, there are some competitors names
to address, such as: L’Heritage Hotel and Rising Dragon Palace Hotel,…

Table 3.7. Boutique hotel’s comparison between price and rating 2020

No. Hotel Title Room Price Agoda rate

L’Heritage Hotel Ha Starting from VND 9.0
1
Noi 450,000
Rising Dragon Palace Starting from VND 9.2
2
Hotel 600,000
Starting from VND 8.5
3 Spring Flower Hotel
550,000
Starting from VND 9.0
4 Hanoi Legacy Hotel
800,000
Essence d’Orient Starting from VND 9.4
5
Hotel 700,000
Esplendor Hanoi Starting from VND 9.7
6
Hotel and Spa 650,000

(Source: EHH’s accommodation report, Marketing Department, 2020)

(Source: www.Agoda.com)

Esplendor Hanoi Hotel has a moderate price compared to other competitors

while offering luxurious services. Have been running business for only 4 years,
EHH has the rate of exceptional 9.7 on agoda site.

68
 The above hotels fully satisfy customers with the facilities and additional
services attached, so how to stand out from other hotels is what Esplendor Hanoi
Hotel is aiming for. An attractive factor of the Esplendor Hanoi Hotel compared to
competing hotels in the region is that the Esplendor Hanoi Hotel is evaluated by
enthusiastic staff, quiet and comfortable space.

- The strengths of Esplendor Hanoi Hotel:

 Received many positive reviews on reputable websites.
 Stable and reasonable price compared to competitors.

- Weakness of Esplendor Hanoi Hotel:

 Hotel scale is still small
 Services are incomplete and incomplete, still lacking compared to other
hotels.

Specifically, according to the data of the Marketing Department, the bookings

from the Tun Travel travel company have decreased because the customer
reservations through this unit choose the L'Heritage Hotel. This can be explained by
the fact that they have their reputation as an old historic hotel on old quarter street.
This has been proved by Porter (1984, 29) by that fact one of the importance factor
for customer’s arrival is customer loyalty, people will come to the hotel that have
been operated earlier in the market because they detest to try for a new one. Not to
mention, the promotion they recently offer for guests who use special services from
their such as swimming pools, and karaoke. This is a missing point in Esplendor
Hanoi Hotel because EHH doesn’t have enough space to operate those services.

Most of the competitors of the Esplendor Hanoi Hotel are 3-star standard, the
competitors have more strengths than the Esplendor Hanoi Hotel in terms of
technical facilities and also located on the street of the Old Quarter. However,
Esplendor Hanoi Hotel still has its own advantages with enthusiastic staff and
comfortable and luxurious hotel space to prepare in the future because EHH is not
the only hotel that be cautious about other competitors and consider plan for
competitive advantages.

In order to easily compare EHH with competitors, which mainly affects

competitiveness in the industry, thereby helping the board of directors to recognize
69
 the strengths and weaknesses of their own businesses and competitors, At the same
time, identifying competitive advantages for the organization and weaknesses that
need to be overcome, a competitive profile matrix of EHH with some major
competitors will be listed.

Table 3.8. Competitive Profile Matrix (CPM) of EHH

Esplendor Hanoi L’Heritage Essence

Hotel and Spa Hotel Ha Noi d’Orient Hotel
Criticial Success Weigh
No. Weigh Weight
Factor t Weighte Scor
Score ted Score ed
d Score e
Score Score
1 Financial ability 0.09 3 0.27 4 0.36 3 0.27
2 Service quality 0.10 4 0.40 3 0.30 3 0.30
Performance and market
3 0.08 3 0.24 2 0.24 3 0.24
share
4 Convenient location 0.09 4 0.36 2 0.18 2 0.18
5 Pricing ability 0.08 2 0.16 4 0.32 2 0.16
6 Human Resources 0.08 3 0.24 3 0.24 2 0.16
7 R&D ability 0.10 2 0.20 3 0.20 4 0.30
8 Marketing activities 0.10 2 0.20 4 0.20 3 0.30
9 Hotel scale 0.09 2 0.18 3 0.27 3 0.27
10 Facilities 0.09 4 0.36 3 0.27 3 0.27
11 Customer loyalty 0.09 3 0.27 2 0.27 3 0.27
Total 2.62 2.85 2.72

(Source: The author)

Comment: From the competitive profile matrix (CPM), it shows that

L’Heritage Hotel Ha Noi (total important score is 2.98) is the strongest competitor
today. At second place is Esplendor Hanoi (total number of important points is
2.88) and Hotel Essence d’Orient Hotel is at third place. Although the scores
between three competitors are relevant, they still have different competitive
advantage among others. In order to take the opportunity as a second place hotel,
70
Esplendor Hanoi Hotel needs to make more efforts to improve its position.
Therefore, when building a strategy for the hotel's operation, Esplendor Hanoi
Hotel needs to know how to promote its strengths (service quality, convenient
location, and abundant facilities) and overcome limitations of price competitiveness,
research and development capabilities, marketing activities, and hotel scale).

3.5. Internal analysis of Esplendor Hanoi Hotel

All strategies and policies must be built on the basis of analyzing the internal
situation of the company. Analyzing the internal environment of the business is the
study of the company's internal factors to identify the strengths and weaknesses,
thereby analyzing and assessing the internal environmental factors of the company.

3.5.1. Human resources

The essential part of Esplendor Hanoi Hotel is employees, who is the major
interaction with guests, taking care of guests and understanding their needs to
provide. The prosperity of the hotel unavoidably depends on the work proficiency of
each department in the hotel.

Staff are fully equipped with knowledge about the work to be done at the
hotel. There is also additional knowledge about customer service. Staff's attitude,
service, professionalism are important factors in providing customer satisfaction.
Therefore, training for staff is always conducted regularly to improve staff
qualifications and quality.

The company also has policies to encourage and create favorable conditions
while working such as environment, facilities, salary, bonuses, allowances and
health insurance, social insurance for them to be motivated to strive when working.
Here is the table for the number of staffs divided into two segments, one is gender
and the other with educational background (post-graduate, associate and
intermediate, and unskilled):

Table 3.9. Labour structure from 2018 to 2020 of Esplendor Hanoi Hotel

71
 Year 2018 2019 2020
39 45 20
Total labor Rate Rate Rate
Quantity Quantity Quantity
(%) (%) (%)
51.2
Male 20 21 46.66 12 60
8
Gender
48.7
Female 19 24 53.33 8 40
2
Post- 48.7
19 25 55.55 6 30
graduate 2
Associate
Educational 38.4
and 15 13 28.88 6 30
background 6
Intermediate
20.5
Unskilled 5 7 15.55 8 40
1

(Source: Esplendor Hanoi Hotel business structure, Administration and Human

Resources Department, 2020)

From the report, the total labor in 2019 was 45 people, which was higher than that of
2018 with 39 people. This figure was dropped significantly to only 20 people in
2020 since the difficult situation of the COVID-19 causes the hotel to close and the
managers had to cut off the number to save capital. In the end, there are only a few
people in the hotel but they have the plan to hire back people when the diseases are
over in Vietnam and the market situation is better. Here are the two bar charts that
compare number of people on gender and education background.

Gender comparison:

72
 Comparison between the rate of male and female
in EHH's labour structure from 2018 - 2020
70
60
60
53.33
51.28
50 48.72
46.66
40
40

30

20

10

0
Male Female

2018 2019 2020

Figure 3.7. Comparison between the rate of male and female in the company
from 2018 – 2020

(Source: Esplendor Hanoi Hotel business structure, Administration and Human

Resources Department, 2020)

In the figure 3.2., it can be clearly seen that the number of male employees
was higher than that of female employees about 3% in 2018. However, in 2019, the
number of male staffs was much higher than 2018. Also, there is a slight change in
gender in the company, with a higher number of female compared to male, with
53.33% and 46.66% respectively. This is not the same until 2020 when the number
of name then raised again with 60% and 40%.

Education background:

73
 Comparison between the rate of education background in
EHH's labour structure from 2018 - 2020
60 55.55

50 48.72

38.46 40
40

30 28.88 30
30
20.51
20 15.55

10

0
Post-graduate Associate and Intermediate Unskilled

2018 2019 2020

Figure 3.8. Comparison between the rate of education background in the

company from 2018 – 2020

(Source: Esplendor Hanoi Hotel business structure, Administration and Human

Resources Department, 2020)

Overall, the education background of employees has huge difference in each

category. Regarding post-graduate, this category had the highest percentage of
employee compared to others, with more than 48% in 3 years with the exception of
it in 2020 due to the employee cutdown during the COVID-19, whereas the figure of
associate and intermediate was under 40% and was decreased to make way for
number of post-graduate employees. This has shown that the company focused on
improving the employee quality through years and took care on recruiting better
educated people. Lastly, unskilled employee was the least popular amongst other
with just 15% in 2018 – 2019, the number of unskilled people takes concern during
the COVID-19 since they are the cheap labor and they can help in night shift, which
is necessary during this time.

3.5.2. Financial resources

74
 Equity is an essential part of the enterprise to operate the business and plan
possible company’s strategy. Analyzing the three years from 2018 to 2020, we have
the table of owner’s equity of Esplendor Hanoi Hotel.

Table 3.10. Capital allocation of EHH

2018 2019 2020

Cash Cash Cash
Title Weight Weight Weight
(Million (Million (Million
(%) (%) (%)
VND) VND) VND)
A. DEBT 3,101 55.86 3,001 46.38 3,300 60.88
I. Short-term debt 3,001 54.06 2851 44.06 2,620 48.33
II. Long-term debt 100 1.8 150 2.31 680 12.54
B. EQUITY 2,450 44.13 3,469 53.61 2,120 39.11
I. Owner’s Equity 2,400 43.23 2,740 42.35 2,030 37.45
Investing capital 2,260 40.71 2,560 39.56 1,760 32.47
Retained earnings 140 2.5 180 2.78 270 4.98
II. Other funds 50 0.9 70 1.08 90 1.66
TOTAL ASSET 5,551 100 6,470 100 5,420 100

(Source: Company asset report, Financial – Accounting Department, 2020)

It is clearly seen that the total asset of the hotel fluctuated mildly throughout
the years. In 2018, this figure was registered at 5,551 million VND before growing
significantly to 6,470 a year later, which is the largest amount compared to 2 other
years. This indicates that the company expanded its scale of operation in 2019, since
the overall economy in Vietnam is rocketing with the growth of GDP in 2019 was
7.02%. The proportion of debt in 2020 took the majority of the total asset because
the pandemic pushes the company into hard situation, they have more debt to pay
for other investors, rents, and employee salaries. However, the figure of debt in three
years still change slightly and the hotel can still recover when opening and running a
new marketing strategy.

Although the disparity of the proportion between debt and equity is not
considerably high, the enterprise should focus on raising more funds to equity,
which would increase the financial independence and decrease the financial risk.
75
Regarding debt, the amount of cash in debt was dropped slightly from about 60% to
around 46% because the company resolved short-term debt. This is a positive sign
for the company since they have decreased the pressure for expenditure. But still,
this number has gone bad in 2020 since debt takes more than 60% of the total asset
of the company.

As regards to equity, this figure climbed considerably from 44.13% to

53.61% before redropped to 39.11%, which is the lowest percentage compared to
other two years mentioned. Moreover, the rate of other funds and retained earnings
were risen through years, with the exception of 2020. To conclude, the company put
their effort to reinvest by retained earnings, which is an advantage for company’s
business strategy.

3.5.3. Infrastructure

Facilities always play an essential role in a hotel business, which appears to

be one of the vital reasons for hotel options of guests. This also brings a brand image
for customers with a designated standard, design, and service quality.

Esplendor Hanoi Hotel is famous for its complex system of facilities that
follows the decoration of Indochine style – a mixture of Asian and Western taste,
with synchronous design and various functional areas in the hotel.

The maintenance system of the hotel is absolutely safety and qualified with a
generator system parallel to the city's electricity grid, a water filtration system that
meets sanitary standards, fire and explosion alarm systems and security guards as
well as camera monitors surrounding to ensure high security for guests and staffs.

Acknowledging that front desk is the first place to contact with customers
upon arrival. Therefore, the facilities at the front desk are the hotel’s spotlight with
many famous paintings and figures with a shining logo. The reception area is located
in the main lobby of the hotel, fully equipped with computers and communicating
gadgets for booking and picking up guests, check-in and check-out procedures as
well as for payment.

Table 3.11. The infrastructure report of EHH in 2020

76
 Cost Residual value Rate
Asset
(Million VND) (Million VND) (%)
Land 50,600 50,000 98,81
Faclities 20,000 18,600 93
Equipment 430 380 88,37

(Source: Company asset report, Financial – Accounting Department, 2020)

Until 2020, the overall asset of the company was still likenew and did not
depreciated significantly with the rates of value were about 90 to 99%. In three year,
with this slow decreasing rate, the company can reduce the cost to maintain facilities
and equipment. However, if the style is old and out of trend, the company must
change in order to always be appeal to guests and compete with other hotels on Old
Quarter Street of Hanoi.

In terms of facilities

In general, the hotel is fully equipped and in accordance with the hotel's
standards. The hotel also knows how to set itself apart from other luxury European-
style hotels. The general facilities of the hotel are always maintained, repaired or
renewed to always maintain a good image of the hotel for customers. Some
equipment that needs to be upgraded such as the hotel computer system in the
Finance - Accounting Department has a low profile, so sometimes problems are
encountered during the working process.

3.5.4. Location

The hotel has a convenient location, located on the old street of Hanoi, close
to places of entertainment, such as Thang Long Water Puppet Theater, Dong Xuan
Market, Old City Gate, and floating attractions. The close proximity to the hotel
includes St. Joseph Cathedral, Hoan Kiem Lake and Trang Tien Plaza shopping
center. It can be said that this is the preferred choice for guests' sightseeing
accommodation services.

3.5.5. Other resources

77
 Professional ethics is always a precious asset of Esplendor Hanoi Hotel since
it brings reputation, trustworthy, and long-term cooperation. Therefore, the
requirement of the company about staffs is mostly related to attitude and ethics. This
isn’t appeared only in skills but also being polite, respectful, openly, and willing to
help. Moreover, Esplendor Hanoi Hotel is a bright image for voluntary, charity,
avoiding drugs and heroine, protecting the environment, ensuring labor safety, and
hygiene quality in and out the hotel.

After analyzing internal factors of EHH to identify strengths and weaknesses,

a internal factor evaluation matrix (IFE) of EHH will be listed below.

Table 3.12. Internal Factor Evaluation of EHH

Weighted
STT Internal factors Weight Score H Effect
Score
1 Reputation 0.09 3 0.27 +
2 Ideal Location 0.1 4 0.4 +

3 Good customer service 0.1 4 0.4 +

Effective human resources

4 0.08 2 0.16 +
management
Effective operational
5 0.08 2 0.16 +
management

6 High standard facilities 0.08 3 0.24 +

Effective operational cost

7 0.09 3 0.27 +
management
8 Ineffective marketing activities 0.09 3 0.27 -

9 Ineffective information system 0.08 2 0.16 -

78
 10 Poor R&D 0.08 2 0.16 -

11 Poor marketing budget 0.08 3 0.24 -

Total 0.95   2.73  

(Source: The author)

Comment: Total number of important points of EHH is 2.73, this shows that
that the internal strength of EHH has been strong or in other words, the hotel has
exploited its available resources well such as: has a convenient space, reputation for
the long term opearion, tight organizational structure, cost management capacity and
personnel. However, the hotel still has some limitations, so it also significantly
affects the operation of the hotel. Therefore, in order to continue to affirm and
enhance its competitive position, EHH needs to make more efforts to overcome its
limitations such as: information system, research and development capacity and
promotion. marketing activities,…

3.6. Current marketing strategy of Esplendor Hanoi Hotel

Based on factors affecting Marketing activities, the orientations that

Esplendor Hanoi Hotel applied for themselves are:

3.6.1. Marketing strategic orientations

Market penetration: It can be seen that the hotel accommodation service

market in Hanoi is developing rapidly. Therefore, it is necessary to increase the
budget to promote advertising and communication activities to build the image of
the hotel in order to increase awareness and attract new customers while retaining
old customers.

Improving the quality of services being provided: In order to satisfy

customers in the best way. The hotel product innovation is also very important.

79
 Enhance product promotion: Since the hotel is located right on the street,
promoting promotion will be more effective to help the hotel take advantage of its
prime location. All strategies and policies must be built on the basis of analyzing the
internal situation of the company. Analyzing the internal environment of the
business is the study of the company's internal factors to identify the strengths and
weaknesses, thereby analyzing and assessing the internal environmental factors of
the company.

3.6.2. Marketing activities management of Esplendor Hanoi Hotel

Segmentation and identification of target market for visitors to the hotel from
many different sources through travel companies, tour operators and self-booking.
Customers at the hotel are relatively plentiful and diverse such as: tourists, business
travelers, domestic tourists on business trips in Hanoi, and tourists.

International business and official visitors: This group of visitors often

come from foreign companies to Vietnam to carry out international projects to seek
investment opportunities, trade business, sign contracts, meet partners, participating
in fairs, exhibitions, conferences and seminars. This group of customers also has
employees working at business headquarters, representative offices in Hanoi or
neighboring areas to do business. This group of customers does not travel in large
groups but in groups or individuals and often has a relatively long stay with high
payment capacity, so they require high quality service.

Domestic tourists: Domestic tourists staying at hotels are mainly business

tourists. Most of them are from the provinces to Hanoi for business or to attend
conferences and seminars. The rest are visitors with other motives such as tourism,
visiting with the number of arrivals accounting for a smaller proportion. In general,
the target of domestic tourists is not high demand for service quality and low
payment capacity.

International visitors: International visitors are the main source of guests at

the hotel. The target group of international visitors is very diverse in terms of ages,
qualifications, cultures and nationalities. They often follow a large group of people,
which are often introduced by travel agencies.

80
 Visitors: This group of guests contacted by themselves to book reservations,
not through any intermediaries. Their spending is usually limited, their solvency is
low, and the demand for services is not high.

3.6.3. Marketing-mix implementation

The marketing-mix is a tool for marketer to implement and address their

objectives with specific action sets to promote their brand and increase customer’s
traffic in the market. McCarthy et al (2008) described in their research about these
different types of tools called 5P: Product, Price, Promotion, Place, and People.
These components are combined and performed in EHH to promote the buying
power on the target market.

Table 3.13. Marketing Mix’s elements

Product Price Promotion Place People

Customer
Service Discounts Sales staff Location
Service
Distribution
Quality level Flexibility Media Language
Channels
Price
Transporting
Features Matching Advertising Attitude
& Storing
Services
Market
Benefits Selling Price Branding Appearance
Coverage
Public
Geographic
Physical Good Relations Service level Satisfaction
Terms
Activities

(Source: Cannon, Pearreault and McCarthy 2008, p36)

81
3.6.3.1. Product policy
3.6.3.1.a. Lodging:

The hotel's accommodation products and services have different

characteristics from other goods, it cannot be stored, produced and consumed
together.

Accommodation service is the most important service of the hotel, so the

hotel is fully equipped with interior equipment and utensils are always checked, and
at the same time repairing and periodically maintaining machines such as air
conditioners, refrigerators, Television for customers to experience at the hotel in the
most comfortable way. Moreover, the hotel has room types suitable to each object,
payment ability of guests. Every room is different in style and position (window
view or tranquility) but they are indifferent in quality. With each room decorated
with expensive and uniform style of indochine style, cleanliness, and atmosphere.

Moreover, as a boutique 3-star hotel, EHH is established with a wide range of

products to promote customer’s taste and demands. EHH has 50 rooms that
separates into different types such as Deluxe Twins Room, Twins Suite Junior
Room, Single Suite Junior Room, Family Room, and 3-person Executive Room so
there is always an available room for guests to come, even to celebrate their special
occasions. When making the booking, the customer system runs smoothly to divide
them into suitable room types and guarantees the reservation for all guests to come.

3.6.3.1.b. Food Service and others

This is also an important business type in hotels. Due to the diversity of

customers, the demand for food is plentiful. So the hotel has an extensive menu with
prices suitable to each type of guests. The breakfast in the hotel is served free with
their booking combo, which includes many standardized menus from different
countries. One of the special features of EHH’s breakfast is the switch menus
everyday with different cultures: French, Italian, Vietnamese, America, Chinese,…
So the foods are also diversity and every time customers come to the restaurant, they
82
can have an unexpected morning feast with high quality foods and high service
performance of EHH’s employees.

Guests coming to the hotel not only simply use accommodation and catering
services, but also have the need to use other additional services. Meeting the needs
of customers by diversifying services not only contributes to the richness of services
at the hotel but also helps increase revenue. The hotel also provides additional
services such as laundry, massage, telephone, fax,… Also, an addition products that
help EHH to maximize its profit is tourist. Sales people always take care of them
when they go to the hotel and offer them a great deal of tourist information. They
can have the benefits of discounts, suitable demands, and high quality foods when
they use this service of EHH.

In addition, the hotel also incorporates various types of services called full-
service services. The package service usually includes a full range of room service,
dining and shuttle service so that guests can experience the service of the hotel
easily and quickly.

3.6.3.2. Price policy

Reasonable pricing policy must be based on analysis of the product, market,

competitive situation, the hotel's position in the market, cost and profitability goals
of the company. Price policy has a great influence on the business operations of the
company because price has a direct impact on the revenue and profit of the
company. Therefore, the hotel always focuses on researching the market, and
competitors to set out a reasonable price policy in accordance with the payment
ability of customers.

A noticeable element that affects customer’s buying behavior is price,

especially in Vietnam, people usually consider boutique hotel based on the price due
to the mindset that they think every boutique hotel is the same as room service or
quality. Moreover, Hanoi is a suitable destination for tourists to discover and travel
all day without taking a rest, so for most visitors, they just need a cheap place to
sleep at night. Therefore, boutique hotel in Hanoi usually not only have to promote
the service quality, decoration, and benefits but also must compete with other
competitors through pricing.

83
 To address the pricing policy, EHH has formed specific pricing objective, for
customers, they have to accept with the prescribed price compared to service
quality, satisfaction, feeling, and reputation that clients received when they use the
services. Or in other way, they accept to pay a reasonable cost to exchange for
equivalent service. For the market, competitive price should be considered so they
can have a steady stand on the market because there are many similar price that
offers excellent service quality. For the enterprise, they must ensure the finance
situation to pay all cost in time in the process of manufacturing, doing business, and
returning profits.

Esplendor Hanoi Hotel applies differentiated pricing strategy (different prices

for different audiences such as patrons, new customers and price discrimination
between weekdays, weekends and holidays).

Table 3.14. Accommodation Price Range at EHH in Q3-4 of 2020

Weekday Starting from 815.500 VNĐ

Weekend Starting from 920.412 VNĐ
Holiday Starting from 978.600 VNĐ

(Source: Accommodation report from Esplendor Hanoi Hotel, Marketing

Department, 2020)

In addition, the hotel also has different price policies for different types of
guests (individual guests or groups can be reduced by 5-10%). The application of
special rates for travel companies, online travel agents helps the hotel bring in a
large source of potential customers. In general, this is a reasonable price for a full
service night of EHH compared to other competitors.

In addition, the hotel use this pricing strategy in a flexible way, depending
mainly on seasons, holidays, room availability or special occasions. For instance,
they will decrease the price with promotion when there is plenty of vacancies in the
hotel, which will eventually push the customer traffic in a great speed. Sometimes,
to compete with others, managers must work with travel agencies by offering a
discounted price and free of charge for close agencies. This will maintain a positive

84
relationship between other agencies and encourage them to invite more guests to
EHH.

3.6.3.3. Place policy

Esplendor Hanoi Hotel applies two forms of place distribution, which are
direct and indirect distribution

For direct distribution, customers will directly transact with the hotel.
Customers can book a room by contacting the front desk department, via phone,
email, fax or on the hotel's website.

For indirect distribution, the company establishes relationships with

travelers and travel agencies by contacting them and signing contracts to serve
tourists. Distribution through travel agencies, tour companies, and tour operators
helps the hotel to ensure the highest occupancy rates to avoid loss of revenue during
the off season. With this form of distribution, the company will send the hotel's
preferential policies as well as service quality and room rates for companies to refer
to and choose from.

The hotel also sells rooms with travel agents such as booking.com,
expedia.com, agoda.com, ... The travel agency sites serve as a marketing and
distribution channel. This is the main guest source of Esplendor Hanoi Hotel since it
helps Esplendor Hanoi Hotel benefit as a form of advertising, they can pay for travel
agents for monthly promotion to be on the top list. Moreover, with travel agents,
guests who come can have experience themselves and put review and ratings on
travel agents so it also reflects the true performance of the hotel.

In general, the hotel's distribution channel is very diverse and relatively

efficient. It can be seen that guests of travel agencies, online travel agents account
for a very large proportion of the total number of visitors to the hotel.

85
 2019 2020

17% 18%
28%

38%

16%
20%

39% 24%

Direct booking Online travel Agents Direct booking Online travel Agents
Tourist companies Other channels Tourist companies Other channels

Figure 3.9. The comparison of EHH’s booking channels between 2019 and 2020

(Source: Sales Report 2019 – 2020, Sales Department, 2020)

Looking at the two pie charts, we can clearly see the difference in two years
above. For online travel agents, this channel usually be booked by foreign tourists
because these websites are undeniably popular globally. However, due to the
COVID-19 pandemic, Vietnam has closed all borders as well as the lock down of all
countries in the world, not to mention the terrible pandemic situation in foreign
countries except for Vietnam. Therefore, the percentage of booking online has
decreased dramatically from nearly 40% to a half. This figure is the same for tourist
companies since this also a hot channel for Vietnamese tourist, increasing 10% in a
year.

At the present, the booking percentages come mainly from Vietnamese

people, who are high uncertainty about prices, channels, and comparison between
different hotels. They usually be exposed to social media and concern about word of
mouth. Other channels in these figures can be majority from social media such as
Facebook, Instagram, relations,… Therefore, this figure increased significantly from
17 to 38% in a year. Also, looking generally, this channel is the best one during this
time so far.

86
 As the COVID-19, people usually book on other channels rather than direct
booking, they are now afraid to travel and find hotels instantaneously on their way
on the street. Therefore, the percentage of booking directly has been decreased
considerably about 10% to 18% in 2020. They prefer booking on other platforms
since it can be cancelled easily and does not waste too much time finding hotels on
the street.

3.6.3.4. Promotion policy

Advertising is an indispensable activity in Marketing, which is a vital

business philosophy that every enterprises must use to fit with the current market
situation. The mission of advertising promotion policy is to attract the attention of
potential customers and turn them into hotel customers. With the important role of
it, promotion policy is a clear and explicit for hospitality industry due to the fact that
their trait of service quality is :”low season and high peak” so this globalization is
the essential for key success of any hotel.

They are promoting through equipment with logo on every amenity such as
menus, towel, electronic key, soap, bed sheet,.. Also, in each room, there are
brochures about the hotel, the services that the hotel provides so that customers can
refer to and understand the necessary information. In addition, the hotel has a
website to introduce and advertise for customers to know about the hotel's products
and services, and from there they can also order services on the website.

Moreover, intermediary channel is also an ideal destination to promote.

Travel agencies, websites, other partner hotels can promote for EHH with good
pricing deals, discount prices. By doing so, theses intermediaries can help customer
to reach EHH much faster and easier with a great speed of information spreading.

Customer care service is also a great channel for EHH to be known in

customer’s perception. Every guest who comes to EHH will have an information
check for a special request such as wedding an EHH will proceed their occasion in a
professional way and always encourage guests to demand these occasions.
Furthermore, a secret birthday cake and flowers will be ready for every guest in their
room to celebrate their special days. This activity not only promoting the brand
image in the customer’s mind and increasing the chance of customer’s returning but

87
also increasing the satisfaction of employee when they can have fun in the party,
feel the professionalism in their working environment.

As regards to online social, the hotel uses Facebook social network, which is
a social network with a large amount of user interaction, so it attracts a lot of
customers from all audiences. to advertise its services by posting hotel photos and
hotel service information. Moreover, every comments on Facebook, or even travel
agent websites will be responded by the staff of EHH with a great sensitivity and
pleasure to ensure the feeling of customers and address every problems if possible.

3.6.3.5. HR policy

At Esplendor Hanoi Hotel, besides the material factors, the hotel's products
and services also depend greatly on people, which is a tough matter in every
business, especially in service industry. The process of providing services to
customers is considered as the core factor and top priority. The hospitality business
is the interaction between human to human, that is the reason why the hotel must set
up a great people policy with detailed contents such as recruiting plan, KPI plan, job
descriptions, training process, skills management, benefits,…

a. Quality of staff:

The staff at the hotel is not much, so it is easy to control. The hotel always
maintains training and fostering skills, improving skills. For the staff at the hotel, in
order to make an impression on customers, gestures such as greeting customers,
showing a friendly smile will make customers happy. Always try to show guests that
they are warmly welcomed and that will help attract customers.

Every year, in addition to business planning, the ancient hotel cluster also
plans on staffing needs. The head of the department plays an important role in the
staffing of the department under his charge based on the tasks assigned by the Board
of Directors.

Training is also focused in the process of building a staff of experienced,

enthusiastic and dedicated. The training is conducted by training internally through
work and external training through specific courses. At the end of the courses, they
88
are tested and evaluated. This is also the basis for selecting promotions, adjusting
salary increases in hotel clusters.

The annual employee assessment is also conducted in accordance with the

process. This assessment helps the hotel cluster to properly evaluate the staff's
capacity, promptly reward, motivate and encourage the staff. The rewarding and
motivational work is done by awarding cash rewards, motivated by the “Employee
of the Month” commendation.

b. Work environment:

At Esplendor Hanoi Hotel, the general feeling about the staff here is a staff of
young, enthusiastic and passionate about the job. The hotel is also equipped with
staff uniforms to create its own character, contributing to increase professionalism in
service. At the same time make visitors more impressed and sympathetic to the
hotel. The hotel also focuses on professional training activities, training hotel
knowledge for staff.

c. External environment

Corporate people policy towards the customers that the business can meet to
satisfy their needs and bring the highest profit. The customers that the ancient hotel
cluster is targeting are customers with status in society, successful people, who can
understand the value and quality of service that they can receive when using
services. service in the ancient hotel system.

3.6.3.6. Marketing budget

Marketing expenses are the deciding part of the scale of marketing activities
at the hotel. Because the company operates a small hotel, it is not possible to apply
advertising on all mass media, but only choose the most effective and cost-effective
method suitable to the company's financial situation.

The hotel has set up a budget fund exclusively for marketing activities, based
on percentage of sales. This is the cannon that other hotel companies are also using

89
today. This budget is always maintained at the highest level to help continuously
plan the business operations of the hotel.

- In 2018, the budget spent on Marketing is 9,403,041 VND, accounting for

2.5% of the total revenue in 2017
- In 2019, the budget spent on Marketing activities is 128,664,967.1 VND,
accounting for 2.5% of the total revenue in 2018
- In 2020, the budget spent on Marketing activities is 135,997,280.4 VND,
accounting for 3.5% of total revenue in 2019

Currently, the hotel's Marketing budget only accounts for 2.5% to 3.5% of the total
revenue compared to competitors, this budget is not much, they might need to
increase their marketing budget to 5% of their total revenue because of the current
market situation and marketing activities for the hotel are very important. The
activity that the Marketing budget needs to focus on at this time and in the coming
time is to further improve the product policy and promote the hotel image on various
mass media to international tourists.

In addition, the hotel should carefully consider the effectiveness of its

marketing activities, from which it can calculate how much budget it will spend on
that activity.

3.6.3.7. Esplendor Hanoi Hotel’s marketing activities performance

a. Customer assessment on Marketing activities of EHH

To get an objective assessment of the perfection of marketing activities, the

hotel randomly surveyed 5000 customers from 2017 - 2019 about their satisfaction
level with marketing policies at the hotel. The rating scale with 5 points: score 5
(Very satisfied), point 4 (Satisfied), point 3 (Normal), point 2 (Not satisfied), point 1
(Very dissatisfied).

Table 3.15. Guests frequency Marketing evaluation of EHH

Rating Frequency Rate (%)

5 1160 23.2
4 2231 44.62
3 1309 26.18
90
 2 279 5.58
1 21 0.42

(Source: Marketing performance of EHH, Marketing Department, 2020)

Based on the data in Table 3.11, we can see that most of hotel customers are
satisfied with the hotel's marketing policy. The 5-point scale with 23.2% of the
guests rated the maximum score and the 4-point scale with 44.62% of the guests
rated the satisfaction score showing that the hotel's marketing policy was much
better than expected. This shows that the marketing policy at the hotel is effective
for most of the customers. However, there are still 26.18% of guests rated at 3,
5.58% of guests at level 2 and 0.42% of guests at level 1. When asked for details
about the issues that guests are not satisfied with, the results are mainly In terms of
products, the hotel is not rich compared to the competition, the customer support is
still slow and not flexible. This is an issue that the hotel needs to overcome in the
near future.

b. Overall assessment of Tan Hoang Quy Company Limited on Marketing activities

When planning a deployment, the hotel always focuses on planning control as

it is a function of Marketing Management. TAN HOANG QUY CO., LTD. always
performs well the Marketing planning from budgeting and periodic reporting so that
when the environment changes, the hotel will make adjustments to its activities.

To accurately and effectively evaluate a hotel based on the level of achieving

its Marketing goals. At the same time, the hotel evaluates the results based on each
goal that it sets out. Normally, when giving evaluation criteria, the Marketing
Department is based on the number of visitors, the number of sales and profits
achieved. In the Marketing Plan, it is always stated specific requirements of
performance standards so that the hotel can evaluate with the acceptance of real
results. Besides, the hotel also receives the help of experts. Every month, the hotel
will hold meetings to control the operation of setting set goals, reviewing the budget
and arising opportunities.

In general, Esplendor Hanoi Hotel is interested in Marketing plan by always

looking for ways to promote its image through many different forms, the services
provided by the hotel are diverse and varied. Flexible pricing policies adapt to each
91
type of customer and create many opportunities to match other's ability to promote
math to increase revenue and increase competitiveness with competitors.

3.7. Strategic options analysis

3.7.1. SWOT matrix
3.7.1.1. Strengths

The hotel has a convenient location in business that is located right on the old
quarter street on Hang Ga Street, close to Hoan Kiem Lake, where many tourists
come to visit. The surrounding amenities of the hotel are generally suitable for
customers in every age to use with Hang Da market, Trang Tien Plaza, Vincom,…
Moreover, old quarter street is famous for its perfect destination to try every
Vietnamese food cuisine, which is the main reason for tourists to visit Hanoi,
creating a great advantage for EHH. In addition, the State's policies on tourism
development help hotels have a favorable business environment, with many
opportunities to expand production and business.

Because it is a new hotel, it has an advantage in learning from the

organization to the business activities of other hotel companies, TAN HOANG QUY
CO., LTD. already knows how to apply information technology to every process and
operation of the hotel, so the management, booking check-in as well as payment for
guests are also convenient, quick and accurate.

The hotel has a team of employees at the hotel that are well trained, so they
have experience in handling situations well, polite working style, dedicated service,
attentive. Every year, the hotel establishes many workshops, shows to create a good
opportunity for employees to gather around, share information, relax after a hard-
working time, promote knowledge between employees. With the perfect motto
“customer goes first”, EHH’s staff always try their best with the perfect customer
service and will satisfy their guests. Although the hotel is newly opened, the TAN
HOANG QUY CO., LTD. is a famous company in hospitality industry so they have
a wide range of connection with domestic organizations. They have saved
themselves an enormous number of customers, relationship with travel agencies and
tourism activities in the hotel and tourism business, thereby bringing a stable source
of tourists to the hotels over the years.

92
 As a new hotel, EHH is designed by a famous architecture with a special art
of indochine style, which differentiates EHH from other competitors because this is
a brand new kind of design in Hanoi and EHH might be one of the leading art of
indochine style in Hanoi. With decoration from every details, room allocations,
equipment, EHH is always be a perfect place for customers to take pictures, be
amazed and thrive deep in the whole environment of art.

3.7.1.2. Weaknesses

In general, every business has their own shortcomings and if that company
does not take action to resolve them, it will be a competitive advantage for
competitors to manage and be succeed. This is also not the exception with EHH of
TAN HOANG QUY CO., LTD. Although the business results of TAN HOANG
QUY CO., LTD. have stabilized in 2019, but there are still many shortcomings in
marketing activities.

Although there are 50 rooms in the hotel, the scale of the hotel is not large
enough to serve the increasing demand of domestic and international tourists.
Sometimes during the shift, staff has to relocate customers to other nearby hotels
because they run out of room so guests who visit randomly might not take a chance
to visit the hotels.

The process of EHH works ineffectively and incompletely during rush hours.
There are times when there are many customers and many tasks to do but they are
lack of employees, the operation of the divisions is sometimes overlapping, not
scientific. Customers sometimes have to wait for a long time and lose patience,
which will lead to a drop in customer satisfaction.

Although the surrounding of EHH has many place for customers to

experience, the hotel itself still lacks business services such as swimming pool, gym,
karaoke. The board of managers claimed that the location of the hotel is not suitable
for the space of those mentioned amenities, and also, due to the small size of the
hotel, night activities such as gym, karaoke might disturb other customers and
surrounding neighborhoods.

The rest policy of the staff at the Esplendor Hanoi Hotel is still rigid, one
time per week, the staff is required to take a break to ensure their health, not for
93
employees to accumulate 4 sessions/ month at once. That brings inconvenience for
employees when they want to travel or visit their hometown.

The organizational structure of the Marketing Department is simple, and

there is no specialization. Furthermore, the hotel has not yet determined which
market is the key, the segmentation criteria are simple, not detailed, the research of
segmentation and identification of the target market just stops at the level of naming
the markets of visitors to hotels and the most suitable market for the hotel to
penetrate and exploit effectively has yet to be found, leading to the limited ability of
the hotel to exploit the new market. Moreover, marketing planning of the hotel still
lacks sot, leading to failure to detect all existing and existing needs and not to clearly
define the business activities of competitors and internet advertising has not been
exploited deeply, and also, the hotel's own website still has some errors such as
transaction errors, connection errors. The main reason for this is that the hotel has
not invested much in the Marketing budget because it is not fully aware of the
importance of advertising promotion.

Regarding the price policy that the hotel offers, there is still not much
difference compared to other hotels of the same class. Hotels need a more flexible
pricing policy to attract more new customers. The Government does not have
incentives on factors affecting input costs of the hotel such as electricity, water,...
leading to the most suitable price change for customers has not been implemented.

3.7.1.3. Opportunities

The support of the Government for the successful promotion of the image of
the country and people of Vietnam to friends in other countries. EHH is participating
in many fairs, seminars about domestic and international hospitality. A great
knowledge from other managers to understand more knowledge, not to mention
many tips for creating a brand or marketing for the company.

Vietnam is establishing relationships with many countries, striving to

strongly improve customs and administrative procedures. Participating in world
economic organizations, visa-free entry for people of some countries in the
Southeast Asia, businessmen of countries in the Asia-Pacific Economic Cooperation
(APEC).

94
 The diversity of 54 ethnic groups, the beautiful scenery spread evenly across
64 provinces has attracted international visitors to Vietnam. In 2011, Ha Long Bay
was recognized as a world wonder. Besides, we also have many famous landscapes
such as Bai Dinh Pagoda, Thien Mu Pagoda, One Pillar Pagoda, Hoi An Ancient
Town, Nha Trang Beach, Phu Quoc Island ... colorful festivals such as the Soc-Om-
Boc festival of the Khmer, the Lunar New Year, the Mid-Autumn Festival ... also
attracts international visitors' learning about Vietnamese culture. When the tropical
climate and long, sunny and windy beaches are the relaxation paradise for tourists
from the Nordic countries, North America, Vietnam has a stable political system, the
economy is growing rapidly.

Vietnam is recognized internationally as one of the safest destinations, and

with its stability, Vietnam is gaining attention from international investors and
moving factories in host countries such as factories in moving facturing from China
to Vietnam. The State encourages and supports tourism businesses to send their staff
to overseas training through bilateral human resource development cooperation
programs with Singapore and Thailand. EHH is interested in investing in upgrading
the ancient hotel cluster into a 4-star Boutique hotel, upgrading modern equipment
for a meeting room of international standards.

TAN HOANG QUY CO., LTD. urges to invest in upgrading the facilities at
some certain extents and if reasonable, they will invest in marketing strategy to
promote EHH in the market after the Covid-19.

3.7.1.4. Threats

The hotel is facing strong competition from hotels of medium corporations in

Hanoi with strong financial potential and mid-end services such as Marvelous Hotel,
Prince II Hotel, Classy Boutique Hotel. These are all tough competitors who are
standardized in all operations reliability, responsiveness and assurance are high,
reasonable prices and many new marketing strategies project. For tourists, the
reputation of these hotels is a guarantee of service quality. With the policy of
attracting talent from international hotels, hotels with strong financial potential,
potential human resources. The old hotel cluster is always attracted by big
competitors. The competition in attracting qualified human resources has a lot to do
with the staffing policy of the old hotel cluster.

95
 Vietnam's tourism industry lacks professionalism, so it is difficult to compete
in the international market. Most of boutique hotel still underestimates the standard
and high quality, which may create a negative uniformity for other hotels such as
lacking of uniform, poor breakfast quality, poor attitude. Especially for human
resources because the customer service in Vietnam is still a new perception and the
workforce tend to underrate the good attitude when going to work at a service
company.

The impact of diseases, natural disasters, and traffic accidents causes

psychological anxiety when traveling. Moreover, in 2020, due to the Covid-19, this
problem even worse when foreign countries are being locked down and there are
very few travelling activities in the world.

Flexible pricing policy and a massive advertising campaign with a large

budget from competitors.

Traffic infrastructure, development of the airline industry, water supply and

drainage, and food hygiene, and environmental sanitation has not met the
development requirements of the tourism industry as well as hotels and restaurants.

3.7.2. Marketing strategic options

3.7.2.1. SWOT Matrix

STRENGTHS WEAKNESSES

S1: Hanoi central’s W1: Lack of room

location availability
S2: Technological W2: Ineffective process
operation W3: Service types are not
S3: Professional staff diverse
S4: Marvelous design W4: Inappropriate staff
policy
W5: Unsuitable
marketing strategy

96
 W6: Uncompetitive price

OPPORTUNITIES SO STRATEGIES WO STRATEGIES

O1: The support from the Option SO1: S1, S2, S3, Option WO1: W1, W2,
Government S4 + O1, O2, O3: W3, W5 + O2, O3:
O2: Vietnam has high Integrating all strengths Promoting the variety of
potential of politics, and and opportunities from local amenities so
the growth of the the external environment, customers besides
economy, the relationship the hotel with promote enjoying the tangible
with foreign countries. itself with a well-design facilities of the hotel, can
O3: The diversity about boutique development: having more activities
culture, scenery, tropical “Product & Service outdoor with
atmosphere Differentiation convenience: “External
O4: TAN HOANG QUY Strategy”. Environment Strategy”.
CO., LTD. willing to
upgrade facilities as well Option SO2: S2, S3 + Option WO2: W1, W3,
as promote marketing O3: Integrating the W5, W6 + O4: Upgrade
program. operation process and the room facilities and
professionalism of staff marketing strategy.
with a high opportunity “Intangible & Tangible
about the diversity of Upgrade Strategy”.
Hanoi, EHH can use the
strategy of building
pleasure, satisfaction for
customer’s whole
experience to Hanoi:
“Customer Satisfaction
Strategy”.

THREATS ST STRATEGIES WT STRATEGIES

T1: Various competitors Option ST1: S2, S3, S4 Option WT1: W1, W2,
97
 T2: Low professionalism + T1, T2: Utilize the
in Vietnam advantages of the hotel to
T3: The effect of address the threats of
diseases, catastrophe, and Vietnam to create
accidents differences. “Process
T4: Competitors use and Human Strategy”
advantages from pricing
and advertising Option ST2: S1, S4 +
T5: Infrastructures are T3, T4, T5: Utilize the
not developed enough principle advantages
about location and design
to integrate with potential
threats: “Pricing,
Distribution and
Marketing Strategy”
W3, W4, W5, W6 + T1,
T2, T3, T4, T5 : To
reduce the limitation of
internal and external
environment, EHH’s
Board of Director must
build for their enterprise a
“Risk Prevention
Strategy”
Option WT2: W2, W3,
W5, W6 + T1, T4, T5:
EHH can form a new
service of office and
develop it besides from
room services with smart
marketing strategy to
promote “Integrating
Services Strategy”

Table 3.16. The SWOT Matrix Combinations

3.7.2.2. Marketing strategy analysis

a. S-O Strategies

Option SO1: “Product & Service Differentiation Strategy”: To avoid

fierce competition on the market and provide better for customer’s demand for
product & service, EHH can utilize the potential from the willingness to change the
product and service that makes theirs different from competitors. They can have a
unique design, new type of services during guest’s stays that is unknown on the
market. Moreover, locating in a cultural country, EHH can utilize this and integrate
with modern style to create a unique design to the hotel.

98
 Option SO2: “Customer Satisfaction Strategy”: With the strength from
professional staff and the ability to operate effectively, EHH can focus on this
strategy to increase customer loyal, make customers feel pleasure each time visiting
and will increase the chance of returning to enjoy services in EHH once more.

b. S-T Strategies

Option ST1: “Process and Human Strategy”: Since a big threats of

Vietnamese market is unskilled workforce, EHH can use this advantage of their
well-trained professional staff to satisfy their guests. Moreover, hiring ang training
new employees with principle process and turn them from zero to one.

Option ST2: “Pricing, Distribution and Marketing Strategy”: EHH now

has already opened their hotel during the Covid-19 pandemic, so they can be the
pioneer in going with price maker, and be the main distributer for other hotels. This
must be done as fast as possible because other hotels will eventually grow after this
diseases end in Vietnam.

c. W-O Strategies

Option WO1: “External Environment Strategy”: With the large market

potential and economic conditions, the income of the national population in general
and Hanoi in particular is increasing gradually. This is a good sign for EHH to
promote marketing to penetrate the current market, exploit opportunities. With
abundant financial capacity, good service style of staff, and quality of modern
infrastructure, the hotel can take full advantage of opportunities.

Option WO2: “Intangible & Tangible Upgrade Strategy”. Although EHH

wants to upgrade many services, their destination doesn’t allow that in size.
Therefore, they need to upgrade more services a tour office inhouse, which creates
combo and discount when using EHH’s tour services. With intangible, they can add
more scent, music, feeling, decoration so customers might enjoy them with pleasure
and increase their satisfaction.
99
d. W-T Strategies

Option WT1: “Risk Prevention Strategy”: Due to the fact that future cannot
be predicted due to many problems such as the environment, the politics, or the
economy. Therefore, EHH must have a plan for budget allocation, marketing and
business strategy to avoid risks and make a simple plan for any potential risks. By
doing so, they can be always in a preparation mode to deal with difficulties.

Option WT2: “Integrating Services Strategy”: EHH can set up an offline

and oline tour business. On the one hand, it can reduce fierce competition pressure,
on the other hand it can increase the diversity of services and take initiative in input,
increasing the operating capacity of the hotel. At the same time, it can help EHH to
promote its image to customers and overcome the shortcomings of marketing
activities.

3.7.3. Marketing Strategy Selection using QSPM matrix

Nowadays, fiercely competitive environment is getting more complicated due

to the popular and beneficial characteristics of hospitality. In order to be successful
and long-term, EHH needs to choose feasible strategies that are suitable to the
general situation of the hotel, thereby creating a firm competitive position on the
market. Through a qualitative assessment using a SWOT matrix to choose possible
strategies, to accurately evaluate the strategies that have been selected above, a
QSPM matrix strategy is used to choose the most feasible strategies.

Table 3.17. QSPM Matrix of Esplendor Hanoi Hotel by S-O Strategy

Product & Service Customer

Criteria Weight  Differentiation Satisfaction
AS TAS AS TAS
Internal factors
Reputation 0.15 3 0.45 4 0.6

100
 Ideal Location 0.15 3 0.45 3 0.45
Good customer
0.15 3 0.45 4 0.6
service
Effective human
resources 0.1 3 0.3 3 0.3
management

Effective
operational 0.05 3 0.15 4 0.2
management

High standard
0.1 4 0.4 4 0.4
facilities
Effective
operational cost 0.05 3 0.15 2 0.1
management
Ineffective
marketing 0.1 4 0.4 3 0.3
activities
Ineffective
information 0.05 1 0.05 3 0.15
system
Poor R&D 0.05 3 0.15 2 0.1
Poor marketing
0.05 2 0.1 2 0.1
budget
  Total = 1        
External factors
Vietnam’s
economy is 0.15 2 0.3 2 0.3
developing
Hanoi is a
potential city for 0.15 2 0.3 2 0.3
hospitality
Travelling in
Vietnam is 0.1 2 0.2 2 0.2
becoming a trend
Citizen’s income
0.05 3 0.15 4 0.2
is increasing
101
 Abundant
partners of 0.05 3 0.15 2 0.1
agencies
Low barrier of
0.05 2 0.1 3 0.15
entry
Lifestyle
0.05 4 0.2 4 0.2
changing
High pressure
0.1 3 0.3 3 0.3
from competitors

A lack of skilled
0.15 2 0.3 3 0.45
labour
Customers are
getting more 0.1 4 0.4 4 0.4
strict
Administration
0.05 2 0.1 2 0.1
check
  Total = 1        
Total     5.55   6

(Source: The author)

Looking at the table, we can conclude that through S-O Strategy, Customer
Satisfaction Strategy is selected based on the Total Attractiveness Score (6).

Table 3.18. QSPM Matrix of Esplendor Hanoi Hotel by S-T Strategy

Pricing, Distribution
Process & Human
Criteria Weight  & Marketing
AS TAS AS TAS
Internal factors
Reputation 0.15 4 0.6 4 0.6
Ideal Location 0.15 2 0.3 3 0.45
Good customer
0.15 4 0.6 4 0.6
service
Effective human 0.1 4 0.4 2 0.2
102
 resources
management
Effective
operational 0.05 4 0.2 3 0.15
management
High standard
0.1 2 0.2 2 0.2
facilities

Effective
operational cost 0.05 3 0.15 2 0.1
management
Ineffective
marketing 0.1 2 0.2 3 0.3
activities
Ineffective
information 0.05 1 0.05 2 0.1
system
Poor R&D 0.05 1 0.05 2 0.1
Poor marketing
0.05 2 0.1 3 0.15
budget
  Total = 1        
External factors
Vietnam’s
economy is 0.15 3 0.45 3 0.45
developing

Hanoi is a
potential city for 0.15 3 0.45 3 0.45
hospitality
Travelling in
Vietnam is
0.1 3 0.3 4 0.4
becoming a
trend
Citizen’s income
0.05 2 0.1 3 0.15
is increasing
Abundant
partners of 0.05 2 0.1 4 0.2
agencies
103
 Low barrier of
0.05 2 0.1 3 0.15
entry
Lifestyle
0.05 3 0.15 2 0.1
changing
High pressure
from 0.1 3 0.3 4 0.4
competitors
A lack of skilled
0.15 4 0.6 3 0.45
labour
Customers are
getting more 0.1 4 0.4 2 0.2
strict
Administration
0.05 2 0.1 4 0.2
check
  Total = 1        
Total     5.9   6.1

(Source: The author)

Looking at the table, we can conclude that through S-T Strategy, Pricing,
Distribution, and Marketing Strategy is selected based on the Total Attractiveness
Score (6.1).

Table 3.19. QSPM Matrix of Esplendor Hanoi Hotel by W-O Strategy

Intangible &
External Environment
Criteria Weight  Tangible Upgrade
AS TAS AS TAS
Internal factors
Reputation 0.15 3 0.45 4 0.6
Ideal Location 0.15 4 0.6 2 0.3
Good customer
0.15 3 0.45 4 0.6
service

104
 Effective human
resources 0.1 2 0.2 3 0.3
management

Effective
operational 0.05 2 0.1 3 0.15
management
High standard
0.1 3 0.3 4 0.4
facilities

Effective
operational cost 0.05 2 0.1 3 0.15
management

Ineffective
marketing 0.1 4 0.4 3 0.3
activities
Ineffective
information 0.05 2 0.1 2 0.1
system
Poor R&D 0.05 3 0.15 4 0.2
Poor marketing
0.05 2 0.1 3 0.15
budget
  Total = 1        
External factors
Vietnam’s
economy is 0.15 4 0.6 2 0.3
developing
Hanoi is a
potential city for 0.15 4 0.6 3 0.45
hospitality
Travelling in
Vietnam is 0.1 4 0.4 3 0.3
becoming a trend
Citizen’s income
0.05 4 0.2 4 0.2
is increasing

105
 Abundant
partners of 0.05 3 0.15 2 0.1
agencies
Low barrier of
0.05 1 0.05 2 0.1
entry

Lifestyle
0.05 4 0.2 4 0.2
changing

High pressure
0.1 2 0.2 3 0.3
from competitors
A lack of skilled
0.15 2 0.3 1 0.15
labour
Customers are
getting more 0.1 3 0.3 3 0.3
strict
Administration
0.05 2 0.1 2 0.1
check
  Total = 1        
Total     6.05   5.75

(Source: The author)

Looking at the table, we can conclude that through W-O Strategy, External
Environment Strategy is selected based on the Total Attractiveness Score (6.05).

Table 3.20. QSPM Matrix of Esplendor Hanoi Hotel by W-T Strategy

Risk Preventation Integrating Services

Criteria Weight 
AS TAS AS TAS
Internal factors
Reputation 0.15 2 0.3 4 0.6
Ideal Location 0.15 2 0.3 2 0.3
Good customer
0.15 2 0.3 4 0.6
service

106
 Effective human
resources 0.1 4 0.4 3 0.3
management
Effective
operational 0.05 4 0.2 4 0.2
management
High standard
0.1 3 0.3 2 0.2
facilities
Effective
operational cost 0.05 4 0.2 4 0.2
management
Ineffective
marketing 0.1 3 0.3 3 0.3
activities
Ineffective
information 0.05 4 0.2 3 0.15
system
Poor R&D 0.05 4 0.2 4 0.2
Poor marketing
0.05 3 0.15 3 0.15
budget
  Total = 1        
External factors
Vietnam’s
economy is 0.15 3 0.45 2 0.3
developing
Hanoi is a
potential city for 0.15 3 0.45 4 0.6
hospitality
Travelling in
Vietnam is
0.1 3 0.3 4 0.4
becoming a
trend
Citizen’s income
0.05 2 0.1 4 0.2
is increasing

Abundant
0.05 2 0.1 3 0.15
partners of
107
 agencies
Low barrier of
0.05 2 0.1 2 0.1
entry
Lifestyle
0.05 2 0.1 3 0.15
changing
High pressure
from 0.1 2 0.2 2 0.2
competitors
A lack of skilled
0.15 3 0.45 2 0.3
labour
Customers are
getting more 0.1 2 0.2 2 0.2
strict
Administration
0.05 3 0.15 1 0.05
check
  Total = 1        
Total     5.45   5.85

(Source: The author)

Looking at the table, we can conclude that through W-T Strategy,

Integrating Services Strategy is selected based on the Total Attractiveness Score
(5.85).

In conclusion, based on SWOT and QSPM analysis, there are four principle
marketing strategy for EHH to apply, which are Customer Satisfaction Strategy,
Pricing, Distribution, and Marketing Strategy, External Environment Strategy,
and Integrating Services.

CHAPTER 4: RECOMMENDATION FOR MARKETING STRATEGY

AND IMPLEMENTATION TO SOLUTIONS

4.1. Development trends of the tourism market

108
 In recent years, along with the general growth of national tourism, Hanoi
tourism has also recorded miracles in the number of tourists, becoming one of the
destinations attracting a large number of international and domestic tourists. With
rich and attractive tourism resources, with the innovation and integration policies of
the country, Hanoi today is also the economic and political center of the country.

The direction of tourism exploitation associated with the facilities and the
development of the service chain has boosted the tourist's spending, creating more
attraction for Hanoi tourism. This is also consistent with the general trend of the
world when more and more tourists want to experience and learn about the culture
of the indigenous people.

In general, the people's spiritual and material life increases rapidly, so there is
a change in the structure of tourist sources. The demand of visitors not only
increases in quantity but also increases in quality, so that spending and spending
time on tourism also increases significantly.

However, in the current situation, the Covid-19 epidemic has severely

affected all economic sectors in which the tourism industry is also affected. The
Covid-19 epidemic is a real shock to the Vietnamese tourism industry in the early
2020s. China has closed tours and its airlines include Vietnamese ones. The
occupancy of hotels in Hanoi has been reduced from 20% to 50%. Travel companies
and travel agencies are also suffering a significant drop in sales.

4.2. Orientation and goals of the Hotel

Facing the fierce competition of the accommodation service business market,

to ensure the existence and development of the hotel, TAN HOANG QUY CO.,
LTD. must make more efforts in all activities. Determining this, the company has set
out a number of orientations and goals for the Esplendor Hanoi Hotel in 2020 as
follows:

The goal of the hotel is to make customers more satisfied and have better
service quality.

Currently, the workforce at Esplendor Hanoi Hotel is trained regularly, but

only stays within the hotel. In order to improve the qualifications of staff at the
109
hotel, the company can contact its employees to visit other business units to learn
from experience.

Organize the implementation of travel services to pick up guests at the hotel

to create more convenience for guests and gradually improve the business efficiency
of this department.

The repair and maintenance work is carried out with regular maintenance and
repair plans to ensure the quality of the hotel services.

Perform well saving work, increase inspection and take appropriate measures
to save water, electricity, and raw materials.

In addition to ensuring customers' peace of mind, the prevention of Covid-19

will be the top target in the current period. The hotel can regularly spray and
disinfect, ensure safety, perform adequate epidemic prevention and compliance with
requirements.

4.3. Solutions for implementing marketing strategy for Esplendor Hanoi Hotel

As for developing the four marketing strategies: Customer Satisfaction

Strategy, Pricing, Distribution, and Marketing Strategy, External Environment
Strategy, and Integrating Services, EHH must implement some principle
solutions. These ideals solutions must eventually fit with the company’s goal,
missions, market trend to success in the field.

4.3.1. Product policy

In order to attract customers to the hotel and create a foothold in the market,
the quality of products and services must always be paid attention and maintained,
creating a good image with customers.

In service operations, it is easy for competitors to imitate, so the hotel needs

to differentiate itself from its competitors. Therefore, in the near future, EHH needs
to focus on product development to reinforce the competitive position of the hotel,
such as establishing a tour business department, and a better massage service, tour
guide around Old Quarter Street,.... Hotels should take advantage of making a

110
difference in market access services during this Covid-19 because there is a lot of
market capacity. The economic life and income of the people are increasing day by
day, so the demand for entertainment, eating and traveling is more and more
concerned. The tourism industry is in a period of strong development. In addition,
the woman's demand for work, career aspirations and communication ability are
increasing. Therefore, the woman is more and more interested in taking care of her
beauty, so the massage treatment session might be considered carefully.

Currently, EHH has a relatively full range of additional services needed to

meet customer needs. To be different and new, the hotel can develop new food and
drink products by adding a number of foreign-style dishes to the menu to cater to
international guests and bring people. Kitchen staff members improve their
professional skills to increase the quality of food and drink products.

4.3.2. Administration policy

The current organization structure of EHH is quite tight, in line with the
initial situation and goals set out by the hotel. The hotel has done a good job in
leading, inspecting and accelerating the morale of the staff. With that organizational
structure, the operation of the hotel has been put into order. However, the hotel still
has some problems as analyzed in the internal section. Therefore, to be able to
achieve the upcoming goals, the hotel needs to change the way the hotel operates
with aspects that have not been achieved in recent years.

4.3.3. Price policy

Hotel Epslendor has a relatively reasonable price policy and is suitable for all
types of guests coming to the hotel. season. From researching customer needs,
combining with relevant departments and departments, the marketing department
needs to make a pricing plan for hotel products and services in each quarter of the
year, then submit them to for the director to review and make reasonable
adjustments before approving.

For the first quarter (January to March): This is the time of Tet holidays, it is
the New Year and the traditional New Year, so the number of domestic service
visitors who rent rooms is much reduced, most of them are off Tet at home, in
111
addition, the demand for food and other additional services also decreases. However,
it is the right time to attract international tourists. The hotel can reduce room rates
for guests coming on the occasion of the traditional New Year to attract more guests.

For the second quarter and third quarter (April to September): There are 3
summer months in this quarter, this is the time when the number of international and
domestic tourists both increase strongly thanks to the efforts of Vietnam's tourism
industry. During this time, the hotel may keep the price of the product and service
but conduct promotions by giving souvenirs or discounting additional services that
guests frequently use such as laundry, telephone . At the same time, the hotel should
strive to build up the reputation of the hotel, thereby positioning customers in the
heart of the quality of service they use. At the same time, to prove to customers that
the added value they receive is worth what they have spent. These policies show
guests the preferences and interests of the hotels to guests.

To be able to attract more new guests and retain guests, the hotel may apply a
discount policy from 5% to 10% of the room rate for regular and frequent guests.
For a visitor, the hotel can offer to bargain depending on the time of the season.

4.3.4. Promotion policy

Advertising is a very essential factor and has a great impact on business

operations. It is the bridge between the hotel and the customer, encouraging the need
to make an impression on the customer's mind about the name of the hotel as well as
the types of services and products that the hotel does business. Want to attract more
customers, customers need to expand advertising activities and promote sales.

The hotel uses advertising on social networks such as Facebook, Instagram

and travel sites, but the hotel needs to enhance advertising on other means such as
travel guide magazines, Vietnam airline magazines. Male. In addition, the hotel
should design a folding sheet with one side posting pictures of the hotel and its
services, the other side is a map of Hanoi for guests to use for their travel. that might
get them interested in the hotel.

More advertising at the time before the travel season is also a way to make
customers know about the hotel.

112
 To get the best results, hotels must regularly observe, review and assess
competitors' activities. From there, we can see what we have achieved, where the
competitors are better than me so that the hotel can overcome it.

The hotel should further improve the service quality of each employee in the
hotel by encouraging the staff to work with enthusiasm and enthusiasm. Because
when customers feel the attentive service, customers will feel their money is
worthwhile and satisfied with the products and services of the hotel. Thanks to that,
customers can introduce to friends, colleagues, relatives about the hotel.

4.3.5. Human resources policy

For the tourism hotel business, people are an important factor that needs to be
addressed, people in the tourist hotel business decide everything because the product
or service is created when there is a problem between human-human contact. The
hotel needs to strengthen coordination between the management and staff through
consulting staff.

4.3.5.1. Recruitment

In order to be able to recruit qualified employees, in accordance with

recruitment requirements, to serve development needs in the future, EHH needs to
change the form of recruitment in the following direction: more professional, that is,
in the recruitment notice must clearly state the recruitment criteria for employees, as
well as the compensation regime for employees. Prepare in advance the recruitment,
force to choose appropriate and effective interviewing tools.

Long-term strategic recruiting and training plan to meet future needs. Should
not only train staff when there is a need to use, then it will be passive and lack of
human resources.

Recruit new staff with expertise in the fields of marketing research, travel
guides, and aesthetics to cater to the implementation of upcoming development
strategies.

113
4.3.5.2. Training & Developing human resources

Along with improving the quality of hotel products and services, it is

necessary to pay more attention to improving the professional skills, skills and
foreign languages of the staff. Guests staying in the hotel are mainly foreign tourists,
so it is very important to ask staff to know the language.

It can be done by sending staff to participate in training programs to improve

professional skills for restaurant - hotel staff organized by the Department of
Tourism. Because this is a department that directly contact with customers and
shows the characteristics of the hotel. At the same time, encourage employees to
improve their language skills by themselves. In addition, it is necessary to train staff
in the departments that regularly contact with customers in communication skills.
Thereby being able to know more about the needs, preferences and habits of
customers, thereby satisfying the needs of customers better and better.

4.3.5.3. Labour benefits

It is necessary to have strong improvements in remuneration to boost their

working spirit, retain employees and avoid employees quitting after being trained
and improving their professional skills. At the same time, it is also one of the criteria
to contribute to attracting new human resources to serve development needs in the
future.

Therefore, Dong Khoi needs to develop appropriate remuneration for

employees, such as increasing holidays as well as more flexibility in changing
employee holidays in accordance with their schedule, adjusting salary and salary
structure appropriately, in accordance with qualifications, working capacity and job
completion results and seniority, motivating employees to work. There are many
reasonable forms of rewarding for employees' creative contributions associated with
business performance. At the same time, there are satisfactory remuneration for the
good staff and make a positive contribution to the operation of the hotel.

114
4.3.6. R&D policy

Since the product development strategy is one of the key strategies in the
upcoming development direction of the hotel, it can help EHH to improve its
competitive position. Therefore, the hotel should invest more deeply in market
research, especially researching customer trends and needs in the coming years. This
team will cooperate with marketing research staff to conduct market surveys,
research the behavior, interests, and needs of current and future customers, thereby
serving as a basis for quality improvement. services as well as developing new
services to better satisfy customers' needs.

As regards to research about technology nowadays, the information gathering

and exchange among various departments in the hotel is also relatively stable. But
the hotel needs to pay attention, be proactive and pay more attention to the
collection of information from outside such as from departments, from customers,
competitors,..., and especially information from customers and competitors to better
respond to customer needs, and take measures to cope with competitors' reactions
through establishing an information collection team. This team is located with the
research and development team to support each other, the staff of this team need
knowledge about information technology, network management.

115
 CONCLUSION

In order to get over this COVID-19 is uneasy, especially in business matter, it

requires an accurate usage of marketing strategy for enterprises. If performing
correctly, firms will survive, develop, and stand firmly through this period and in the
future.

In recent years, the business environment of not only hospitality industry but
also the whole economy in general is changing in an unpredictable and complicated
way. Regarding this specific hospitality industry, especially hotel services business,
it is developing significantly in both quantity and quality, contributing effectively to
the development of country’s economy, society and country image. Moreover,
Vietnam has been proved as the leading country in controlling the COVID-19 and
has left a bright image to other countries, we should grab this opportunity and put
effort on building travel products and services. However, this has undoubtedly
brought Vietnam’s hospitality opportunities, strengths, weaknesses, and threats.
While Esplendor Hanoi Hotel of TAN HOANG QUY CO., LTD. has been focused
and built strongly on the management, marketing and sales, it is necessary that they
take concern deeply of the marketing strategy in order to address difficulties during
this time and post COVID-19 in order to develop faster and stronger.

To address this in a holistic method, Esplendor Hanoi Hotel of TAN HOANG

QUY CO., LTD. must be more active, more creative in planning and choosing the
suitable marketing strategy in this realistic situation of the industry as well as the
hotel. After the process of analyzing with marketing tools, I recommend Esplendor
Hanoi Hotel to apply theses marketing strategies:
- Customer Satisfaction Strategy: With the advantage of professional
employees and effective process, Esplendor Hanoi Hotel can maximize the
experience of every customers and increase customer loyalty for future
development.
- Pricing, Distribution, and Marketing Strategy: With the strength of good
location, well-designed facilities, fully-equipped room, Esplendor Hanoi Hotel can
guarantee the quality as equal or even more than the price. Moreover, the marketing
activities with surrounding partners can help Esplendor Hanoi Hotel reach their
name to many customers.
- External Environment Strategy: With this strategy, Esplendor Hanoi
Hotel can use the advantage of its ideal location with a whole culture of food
116
cuisines, famous destinations, enjoyable amenities on Old Quarter Street to
marketing for guests.
- Integrating Services: Besides the current basic services indoor, Esplendor
Hanoi Hotel can spread their offerings with tour combos, additional services that
within the scale of the current hotel.

During my internship at TAN HOANG QUY CO., LTD., I use my

knowledge that I have acquired from Business School and National Economics
University to fit in with the company and I even learnt more about the reality
knowledge, performance, and marketing activities surrounding hospitality
management. In exchange for helping me to gain precious knowledge, I hope that
through my marketing strategy findings and recommendations, hotel firms can
resolve their problems and use this as a useful advantage to expand and develop
marketing activities management and be successful in the near future.

This is inevitably a new subject, so this dissertation might come with

mistakes. I would definitely need feedback and review from professors to complete
my dissertation better.

117
 REFERENCES

VIETNAMESE

1. Cổng thông tin điện tử chính phủ thủ đô Hà Nội

2. GS.TS. Trần Minh Đạo (2013), Giáo trình marketing căn bản (2013), NXB Đại
học Kinh tế quốc dân
3. Xu hướng phát triển của du lịch thế giới trong giai đoạn tới, Báo du lịch Việt
Nam (2019).
4. Nhiều tác giá (2020), Sách How Business Works - Hiểu hết về kinh doanh, NXB
Thế Giới
5. PGS.TS. Ngô Kim Thanh (2012), Quản trị chiến lược, NXB Đại học Kinh tế
quốc dân
6. Philip Kotler (2015), Quản trị Marketing, NXB Lao động xã hội
7. PGS.TS. Lê Thế Giới – TS.Nguyễn Thanh Liêm – ThS. Trần Hữu Hải (2014),
Quản trị chiến lược, NXB Giáo Dục
8. Trần Ngọc Nam (2005), Marketing Du lịch, NXB Thành phố HCM
9. Financial – Accounting Department of Esplendor Hanoi Hotel (2019). Company
asset report.
10. Phạm Thị Hương (2010), Giải pháp Marketing nhằm thu hút khách tại Khách
sạn Sao Biển, [online],Khả dụng tại:
https://lib.hpu.edu.vn/bitstream/handle/123456789/19597/40_PhamThiHuong_VH1
002.pdf
11. Ian Chaston (1999), Marketing định hướng vào khách hàng, Vũ Trọng Hùng,
Phan Đình Quyền dịch, NXB Đồng Nai.
12. Trịnh Xuân Dũng, Giáo trình quản trị kinh doanh khách sạn, NXB Đại học
Quốc gia Hà Nội.
13. Thu Thủy (2005), Những chiến lược Marketing hiệu quả kì diệu, NXB Lao động
xã hội.
14. Trần Minh Đạo (1999), Marketing du lịch, NXB Thống kê.
15. Vũ Đức Minh (1999), Tổng quan về du lịch, NXB Giáo dục.

118
ENGLISH

1. Philip Kotler & Kevin Lane Keller (2011), Marketing Management 14th Edition,
Northwestern University & Darthmouth College.
2.. Philip Kotler, Principles of Marketing, Edition 2.
3. "Hospitality industry". Cambridge Business English Dictionary. Retrieved 19
March 2020.
4. Lancaster, G. & Reynolds, P. (2004) Marketing, 1st Edition, Palgrave Macmillan
5. Kevin Hannam (2004), Tourism and development II: marketing destinations,
experiences and crises, Volume: 4 issue: 3, page(s): 256-263. Retrieved 20 Dec
2020.
6. UKEssays. November 2018. Definition Of Marketing In Hospitality Marketing
Essay. [online]. Available from:
https://www.ukessays.com/essays/marketing/definition-of-marketing-in-hospitality-
marketing-essay.php?vref=1 [Accessed 24 December 2020].
7. J. Christopher Holloway (2004), Marketing for Tourism, [online]. Available from:
https://books.google.com.vn/books/about/Marketing_for_Tourism.html?id=-
9s5M0OUPfsC&redir_esc=y
8. Neil Wearne, Alison J. Morrison (1996). Hospitality Marketing, [online].
Available from:
https://books.google.com.vn/books/about/Hospitality_Marketing.html?
id=ifLE9yZB01EC&redir_esc=y
9. United Nations World Tourism Organization. (2007). About UNWTO.
10. Leppiniemi, J. 2003. Kirjanpidon ja verotuksen ongelmat. Ratkaisuja tärkeimpiin
kysymyksiin. Juva: WS Bookwell Oy
11. Porter, M. 1984. Strategia kilpailutilanteessa. Juva:WSOY
12. Sandwith, P. (1993). A hierarchy of management training requirements: The
competency domain model. Public Personnel Management, 22(1), 43-62. Retrieved
from http://journals.sagepub.com/doi/abs/10.1177/009102609302200104
13. Testa, M. R., & Sipe, L. (2012). Service-leadership competencies for hospitality
and tourism management. International Journal of Hospitality Management, 31(3),
648-658. doi: https://doi.org/10.1016/j.ijhm.2011.08.009
14. Su, A. Y-L., Miller, J., & Shanklin, C. (1997). Perceptions of industry
professionals and program administrators about accreditation curriculum standards
for hospitality programs. Journal of Hospitality & Tourism Education, 9(4), 36-40.
doi: https://doi.org/10.1080/10963758.1997.10685349
119
15. Christou, E., & Eaton, J. (2000). Management competencies for graduate
trainees. Annals of Tourism Research, 27(4), 1058-1061. doi:
https://doi.org/10.1016/S0160-7383(99)00129-2
16. Chung, K. Y. (2000). Hotel management curriculum reform based on required
competencies of hotel employees and career success in the hotel industry. Tourism
Management, 21(5), 473-487. doi: https://doi.org/10.1016/S0261-5177(99)00102-8
17. Wessels, W., du Plessis, E., & Slabbert, E. (2017). Key competencies and
characteristics of accommodation managers. SA Journal of Human Resource
Management, 15, 1-11. doi: https://doi.org/10.4102/sajhrm.v15i0.887
18. Kay, C., & Russette, J. (2000). Hospitality management competencies:
Identifying managers’ essential skills. The Cornell Hotel & Restaurant
Administration Quarterly, 41(2), 52-63. doi: https://doi.org/10.1016/S0010-
8804(00)88898-9
19. Tsai, F. C., Goh, B. K., Huffman, L., & Wu, C. K. (2006). Competency
assessment for entrylevel lodging management trainees in Taiwan. Chinese
Economy, 39(6), 49-69. doi: https://doi.org/10.2753/CES1097-1475390604
20. Testa, M. R. (2009). National culture, leadership and citizenship: Implications
for cross-cultural management. International Journal of Hospitality Management,
28(1), 78-85. doi: https://doi.org/10.1016/j.ijhm.2008.04.002
21. Fred R. David, 1988. "How Companies Define Their Mission," Long Range
Planning 22, no. 3.
22. David, Fred R.and Forest R, David (2015). Strategic Management: A
Competitive Advantage Approach,Concepts, and Cases, 15th ed (Novita Puspasari,
Liza Nurbaini Puspitasari, Penerjemah). Jakarta: Pearson Education,Inc and
Salemba Empat.
23. M. I. Walukow and S. A. Pangemanan, 2015. Developing Competitive Strategic
Model Using Quantitative Strategic Planning Matrix (QSPM). Approach for
Handicraft Ceramic Industry in Pulutan, Minahasa Regency, Procedia – Social and
Behavioral Science, vol. 211, pp. 688 – 695

120
 APPENDIX 1

IN-DEPTH INTERVIEW QUESTIONS WITH EHH’S MARKETING

DEPARTMENT

1. How long have you been to EHH as the Marketing Manager/Employee (Or any
specific position in the Marketing department)?
2. Could you give me some information about EHH’s current marketing activities,
campaigns, platforms,…
3. Can you tell me a specific marketing strategy that EHH is following?
4. Can you tell me the strength of EHH compared with other boutique hotels?
5. How about the weaknesses?
6. What is the threat of EHH right now? And the opportunities?
7. What are the hotel’s achievements so far after operating the current marketing
strategy?
8. Are there any problems running the current marketing strategy? How do you or
the board of director address those issues?
9. What are EHH’s objectives/goals in this upcoming time? Especially during the
pandemic.
10. Do you have any specific marketing strategy or plan for EHH after the COVID-
19?
11. Can you score these important internal criteria for developing a hotel?

Internal environment
Reputation Score
Ideal Location Score
Good customer service Score
Effective human resources management Score
Effective operational management Score
High standard facilities Score
Effective operational cost management Score
Ineffective marketing activities Score
Ineffective information system Score

121
 Poor R&D Score
Poor marketing budget Score

12. Can you score these important external criteria for developing a hotel?

External environment
Vietnam’s economy is developing Score
Hanoi is a potential city for hospitality Score
Travelling in Vietnam is becoming a trend Score
Citizen’s income is increasing Score
Abundant partners of agencies Score
Low barrier of entry Score
Lifestyle changing Score
High pressure from competitors Score
A lack of skilled labour Score
Customers are getting stricter Score
Administration check Score

122
 TRƯỜNG ĐH KINH TẾ QUỐC CỘNG HÒA XÃ HỘI CHỦ NGHĨA
DÂN VIỆT NAM

Khoa/Viện: Quản trị kinh doanh Độc lập - Tự do - Hạnh phúc

------------------------------

Hà Nội, Ngày 09/02/2021.

KẾ HOẠCH & NHẬT KÝ THỰC TẬP

SV thực tập: Ngô Xuân Đạt                                   Mã SV: 11176163

Lớp: EBBA 9A                                                      Khóa: 59

Ngành/Chuyên ngành: Quản trị kinh doanh bằng tiếng Anh (EBBA)

Cơ sở thực tập: Esplendor Hanoi Hotel

Nội dung thực tập Kết quả

Thời gian Ghi chú
(Kế hoạch) thực hiện

 - Chốt địa điểm

thực tập, GVHD, Lên kế hoạch
cán bộ hướng dẫn để chuẩn bị
 Họp với giáo viên hướng dẫn tại đơn vị thực tập, viết Chuyên
Từ 14/09
về kế hoạch, nội dung thực tập chuẩn bị công văn đề tốt nghiệp
– 20/09
cuối khoá để chuẩn bị nơi thực giấy tờ để đến đơn theo đúng
(1 tuần) tập và viết Báo cáo tổng hợp. vị thực tập. quy trình của
- Nắm rõ được kết giáo viên
cấu Chuyên đề tốt hướng dẫn.
nghiệp.

Từ 21/09 - Bắt đầu thời gian thực tập tại  - Nhận cán bộ  Ghi chép lại
– 25/10 khách sạn Esplendor Hanoi hướng dẫn tại nơi thông tin đầy
Hotel thuộc công ty TNHH Tân đủ và chính
123
 Hoàng Quy.

- Tìm hiểu tổng quan về đơn vị

thực tập:
+ Lịch sử hình thành và phát triển
của đơn vị thực tập;
+ Cơ cấu tổ chức, chức năng
nhiệm vụ của đơn vị thực tập;
+ Các lĩnh vực hoạt động của đơn thực tập.
vị thực tập; xác trong
(5 tuần) - Nắm rõ được các
+ Các nguồn lực chủ yếu của đơn thông tin cơ bản từ mỗi thực tập.
vị thực tập; khách sạn.
+ Một số kết quả kinh doanh
chính;
+ Những khó khăn vướng mắc
hiện tại của đơn vị thực tập;
+ Thu thập các thông tin tổng
quan và định hướng đề tài viết
chuyên đề thực tập tốt nghiệp;
+ Ghi chép nhật ký thực tập.

- Nộp Báo cáo thực tập tổng - Hoàn thiện và

hợp giới thiệu tổng quan về đơn nộp đầy đủ Báo
26/10/202 vị thực tập và các thông tin để cáo thực tập tổng
0 định hướng đề tài dự kiến cho hợp để Giáo viên
Chuyên đề thực tập tốt nghiệp. hướng dẫn chữa và
chấm điểm.

26/10 – - Xác định tên đề tài chuyên đề - In 3 bản chuyên

03/01/202 thực tập tốt nghiệp; đề đã đạt yêu cầu
1
- Viết đề cương chuyên đề thực về chống đạo văn
(10 tuần) tập tốt nghiệp; từ REPORT
turnitin và xin
124
 - Viết phần lý thuyết và khung
GVHD ký xác
nghiên cứu;
nhận vào trang chỉ
- Thu thập, xử lý và phân tích số số tương đồng
liệu; (similarity index).
- Viết bản thảo chuyên đề thực - Xin xác nhận của
tập; cán bộ hướng dẫn
- Chỉnh sửa chuyên đề theo góp tại đơn vị (bản
ý của GVHD; gốc, có đóng dấu)
- Hoàn thiện chuyên đề thực tập và đính kèm bản
tốt nghiệp; xác nhận này vào
cuối chuyên đề
- Kiểm tra đạo văn bằng phần
(bản photo).
mềm TURNITIN để đảm bảo
không vi phạm quy định về đạo - Hoàn thành nhật
văn. ký thực tập có xác
nhận của GVHD.

- Nộp 01 bản
chuyên đề đã
hoàn thiện ở trên
cho GVHD chấm
điểm.

03/01/202 - Nộp chuyên đề thực tập - Nộp 02 bản

1 chuyên đề đã
hoàn thiện ở trên
cho Ban Đào tạo
Đại học để gửi cho
Hội đồng đánh giá
chuyên đề thực tập
tốt nghiệp.

04/01 – - Chuẩn bị slides thuyết trình để - Hoàn thành

125
 - In 03 bản
17/01/202 slides cho
slides và thuyết
1 các thành
Bảo vệ kết quả chuyên đề thực trình Bảo vệ kết
tập tốt nghiệp trước Hội đồng. viên Hội
(2 tuần) quả chuyên đề.
đồng tại buổi
thuyết trình

- Hoàn thiện chuyên đề thực tập - Hoàn thiện

18/01 –
tốt nghiệp theo các ý kiến góp chuyên đề thực tập
31/01/202 ý của Hội đồng.
1 theo ý kiến sửa và
- Kiểm tra lại đạo văn trên
TURNITIN. kiểm tra đạo văn
(2 tuần) TURNITIN.

- Nộp 02 bản
cứng chuyên đề
đã hoàn thiện ở
trên cho GVCN
(Cô Lê Thị Thư)
- Nộp 01 file
01/02/202
- Nộp bản chuyên đề chính chuyên đề đã
1 thức theo mẫu quy định.
hoàn thiện cho
GVCN (Cô Lê
Thị Thư) và Ban
CNTT (Anh
Trịnh Duy Bảo)

Nhận xét của GVHD:

.......................................................................................................................................

.......................................................................................................................................

.......................................................................................................................................
126
.......................................................................................................................................

Giảng viên hướng dẫn Sinh viên thực tập    

(Ký, ghi rõ họ tên) (Ký, ghi rõ họ tên)

127
128
129