Internship Report - Robin Poplimont

UNIVERSITY OF REIMS CHAMPAGNE-ARDENNE
Department of Economic and Social Sciences and Management
CONFIDENTIAL INTERNSHIP
REPORT
submitted to obtain
The MASTER 2 MARKETING, SALE
SPECIALISATION: TASTE AND LUXURY
67 Pall Mall Singapore
Robin POPLIMONT
Under the direction of:

Mrs. Sophie DELABRUYERE; Senior Lecturer in Economics Sciences; URCA
Mr. Richard HEMMING MW; Head of Wine, Asia; 67 Pall Mall Singapore
COMMERCIAL IN CONFIDENCE
ACKNOWLEDGEMENTS
I would like to express my deepest appreciation to all of those who made this internship report possible.
My deep gratitude goes first to 67 Pall Mall for providing me with this priceless opportunity to enhance
my skills and knowledge. I express my sincere thanks to my professional tutor, Richard Hemming MW,
who gave me the opportunity to discover such an uplifting working environment and encouraged me to
develop my wine knowledge.
My appreciation also extends to my fellow colleagues Durva Simone Bose, Aude Morvany, Valerie
Sim, Francesca Way, Fiona Yu and the 67 Pall Mall Singapore family for their professionalism and for
making all the stages of my internship enjoyable moments.
My sincere thanks also go to Mrs. Sophie Delabruyère, Senior Lecturer in Economics Sciences at the
University of Reims Champagne-Ardenne for her invaluable patience and feedback.
I would like to express my special gratitude and thanks to my friends, Anaïs, Caroline, Gaël, Klaus,
Myron, and Sophie for the wisdom they bestowed upon me. Their continuous support and
encouragement helped me in completion of this paper.
Lastly, I would be remiss in not mentioning my family, my parents, my brothers and especially my
sister. Her belief in me has kept my spirits and motivation high during this process.
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SUMMARY
INTRODUCTION ........................................................................................................................................ 6
PART I CONTEXT OF THE MISSION .......................................................................................................... 8
1. Presentation of the company ....................................................................................................... 9
2. Internal Environment Analysis .................................................................................................. 14
3. External Environment Analysis ................................................................................................. 15
PART II JOB PROFILE AND ACTIVITIES PERFORMED ............................................................................. 17
1. Marketing & Events Coordinator duties and responsibilities .................................................... 18
2. Business Tools........................................................................................................................... 20
3. Activities Performed in the Organization .................................................................................. 21
CONCLUSION ......................................................................................................................................... 30
SUMMARY, SKILLS ASSESSMENT AND CAREER OBJECTIVES................................................................ 30
1. Summary ................................................................................................................................... 31
2. Skills Assessment ...................................................................................................................... 31
3. Career Path ................................................................................................................................ 32
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LIST OF ABBREVIATIONS
BOH: Back of House
CSC: Changi Sailing Club
CMR: Customer Relationship Management
JAS: Japanese Association Singapore
F&B: Food and Beverage
FOH: Front of House
HOD: Head of Department
KPIs: Key Performance Indicators
PA: Personal Assistant
PDR: Private Dining Room
PMC: Private members’ clubs
RTC: Raffles Town Club
SPC: Singapore Polo Club
WIP: Work In Progress
67PM: 67 Pall Mall
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EXECUTIVE SUMMARY
This internship report stresses on the work experience I gathered as an intern in the Marketing,
Membership and Events departments of 67 Pall Mall Singapore Ltd from February 3, 2022 until June
15, 2022. In this report, I have predominantly incorporated my experience at 67 Pall Mall, especially
my duties and responsibilities as Marketing & Events Coordinator.
While in my internship at 67 Pall Mall Singapore, I integrated both marketing and events department
while also participating in other projects outside those departments. In the marketing department, I was
in charge of office support, including word processing, creating visual supports, cards and other
communication materials. In the events department, I assisted planning and managing events and created
the necessary content for their operation.
Over the course of my internship, I acquired an overview of the company and its strategies. In a steady
growth and business expansion, 67 Pall Mall’s aims and objectives remain unchanged – to provide its
members with the highest standards in terms of wine-based experience.
I realized a short internal and external environment analysis to showcase the performance of 67 Pall
Mall Singapore against its local competitors. This report features also detailed insight about my work
experience along with a job description. Later, I discuss the skills I acquired and the one that I still need
to develop to thrive on my career path.
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INTRODUCTION
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The private club sector consists of organizations formed because of common interests among the
members. Private members’ clubs are largely acquainted with the food and beverage (F&B) scene,
which is constantly evolving and plays an important role in member satisfaction and retention, making
it a key area to assure the success of a club.
While each private club has a specific focus (sports, recreation, etc…) and an F&B scene (bar, restaurant,
or both), 67 Pall Mall sole focus in on wine and the services associated with it. This “less is more”
strategy allows the club to focus on wine and to set highest the standards of the industry in term of wine
appreciation. The strength and weakness of the club is to have a single purpose while other clubs are
multi-purpose.
Incidentally, 67PM has less KPIs to focus on than its competitors. One of the biggest challenges and
objective of the club is to retain its members while keeping its original raison d’être. Member retention
is imperative as the cost of enlisting a new customer is greater than of retaining an existing one.
As the club grows and develop, so are its competitors. Thus, there is a real challenge in maintaining the
appeal of the club without diluting its original proposition.
How can a company retain their members without diluting its core proposition?
The objectives of this paper are to assert the practical knowledge acquired during this internship in terms
of marketing, events planning and customer retention; to reflect what kind of skills I gained during this
experience and which skills need to be further developed; and finally, to provide a useful insight for the
club regarding the problematic of this paper.
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PART I
CONTEXT OF THE MISSION
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67 Pall Mall is the latest club to open in the city-state, in the heart of its shopping district and is set to
become the new Asian outpost of the renowned British wine club. Below, are an internal and external
analysis of the company.
1. Presentation of the company
1.1. Overall presentation
67 Pall Mall is a members-only wine club founded by Grant Ashton in 2015. The original concept behind
67 Pall Mall is to entice members to ‘pull the cork and discover a new wine’ for an affordable price. As
a members-only club, members need to pay a monthly subscription in order to get access to the club.
The club mission is to provide the best wine-related experience to its members.
“The idea for 67 Pall Mall was born of passion and brought into existence by wine lovers, for wine
lovers” (Grant Ashton, 2015).
In June 2021, during the midst of the pandemic, the club launches 67 Pall Mall TV, an online TV channel
featuring live virtual wine tastings, wine documentaries and food and wine pairings.
The opening of the Verbier Club (Switzerland) in December 2021 marks the first outpost of 67 Pall
Mall’s international expansion programme. Two months later, on February 14, 2022, 67 Pall Mall
opened its first Asian outpost in Singapore.
The club is located in the heart of Singapore’s shopping district; a strategic location since the club is
surrounded by luxury retailers, high-end hotels and social clubs.
The Singapore club facilities include a main club room that houses a restaurant and a bar, and private
dining rooms (PDR). The main club room bestows a panoramic view of the cityscape as well as a 6-
meters wine tower, the main club attraction. The wine tower stores about 2,500 wines from all over the
world; 1,000 of which are available by the glass. The private dining rooms use modular walls panels
that can be moved in many configurations to suit the members dining experience. On level 28 are to be
found a 35-seats whisky bar with a balcony, and the Naughty Corner, soon to be licensed as a cigar
room.
Members can join the club under seven categories of membership: Singapore Resident, Asia, under 35,
under 30, wine professional, overseas and founding life membership. As of May 2022, the Singapore
club has about 2,400 active members, with a waitlist based on the date of application. It takes about one
month to get its application reviewed.
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1.2. Company Structure
67 Pall Mall Singapore organizational chart, February 2022
67 Pall Mall Singapore has a flat organizational structure. The executive team consists of 4 members:
Grant Ashton, Founder & CEO, Richard Hemming MW, Head of Wine Asia, Kori Millar, General
Manager and Alan Chan, Director & Head of Business Development, Asia.
The club consists of 13 departments: Events, Marketing/Communications, Sommelier, Cellar, Kitchen,

Beverage, Operations, Membership, Projects, Business Excellence & Analytics and Finance & HR. The
flat organizational structure or the club enable the proper coordination of the departments through
efficient communication. The HoDs (Head of Departments) meet in a weekly meeting to report to the
Executive Team while the general staff can report directly to their managers or HoDs.
Since its Club opening on February 14, 2022, the club has reached approximately 100 employees. The
Singapore club is so far 67 Pall Mall most important club, in size and in number of employees (97
employees work here compared to only 51 in London). As of May 2022, 67PM Singapore departments
had the following manpower: accounting (7), beverage (6), business excellence (2), cellar (6), events
(3), facilities (2), front of house (17), kitchen (17), management (4), marketing (2), membership (5),
reservations (8) and the sommelier team (15).
The Events department is led by Valérie Sim. The department recruited three new staff since the
opening. It organises all kind of events, including private dinners, wine tastings, masterclasses and more
and offers a tailored experience to the members. The Events team coordinates all required departments
when there is an event.
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The Marketing department is led by Francesca Way. The department was joined by one employee in
May. The department offer a suite of services to promote the club programs and events: graphic design
and printing, website updates, branded items, and public relations.
The Sommelier team is led by Roberto Duran. It had 16 sommeliers in February 2022. Its objective is
to the dining experience by personalizing it to each member. The team oversees the wine service and its
storage in the wine tower. The duties and responsibilities include following the daily opening and closing
procedures, assuring the general day to day service of the members and their guests, assist with the
events at the club to ensure these are high standards, act as an ambassador of the club to keep good
relationships with members, suppliers, and winemakers.
The Cellar team is led by Matt Ayre. It has 4 cellar hands, and its objective is to optimise the storage
of wine on level and take the wine to the 27th floor when a member orders a bottle. The duties and
responsibilities include stock control and inventory management, deliveries and collections, liaising
with members about pre booked wine orders, reserving and storing wine for events, helping the
sommelier team during service, running wines to the restaurant to ensure a smooth service and stock
enquiries.
The Kitchen team is led by Alex Zhu. It has 22 employees (Senior Sous Chef, Sous Chef, Junior Sous
Chef, Chef de Partie and Students). Its objective is to cook food quickly and efficiently while ensuring
that food quality is up to standards. The duties and responsibilities are to ensure the kitchen is run to
consistent high standards in the Head Chef’s absence, to ensure the correct preparation and cooking of
all food in accordance with the established recipe cards and methods, to ensure the food provisions and
storage and to ensure the menu ideas are appropriate to assist with menu planning.
The Beverage team is led by Ricky Peti. It has 6 employees and is in charge of the Whisky Bar and
Naughty Corner on level 28. The beverage team takes food & drinks order from customers, prepare
cocktails for the members, maintain fresh stock of drinks as the bar and offers personalized customer
service.
The Operations department is led by Damo Rayan. It has 26 employees (Hostess, Senior Hostess,
Server, Club Executive, Assistant Club Manager, Assistant BOH Manager, Club Manager, Guest
Relations Ambassador). The objective of the Operations department is to oversight all of the major areas
of the club so it can run smoothly. The Front of House is mainly responsible for welcoming the members
and making sure the premises are set up correctly while the Back of House is responsible for cleaning
(glass polishing, replenishing all the glassware) and sanitation. The duties and responsibilities of the
department is to ensure members have a warm and welcoming experience at the club, to oversee the
management of the Front of House service team to ensure the high standards are maintained and
delivered, to assist in the management of the Back of House service area including cleanliness, hygiene,
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stock control and wastage, to plan and coordinate menus with the chef and sommelier team and finally
to handle the cash opening and closing procedures.
The Membership team is led by Aude Morvany. It has two employees. The team is responsible for
driving the day-to-day member recruitment and retention, supporting the club CRM and check that
members are up to date with their monthly dues.
The Business Excellence & Analytics team has four employees. Its objective is to develop and
strengthen the management systems and processes of operations.
The Finances & Human Resources department is responsible for managing the club revenues to ensure
a steady flow of money in and out of the club.
1.3. The company services
Services
• Access to the club facilities (bar and restaurant) and reservation system
• Extensive fine wine list constantly renewed
• Sommelier team wine recommendations
• Recommendations regarding wine tourism
• Wine storage and corkage
• Seasonal food menu
• Events
• TV channel
• Wine courses
Table1: 67 Pall Mall Singapore services
67 Pall Mall has a unique concept and a vision focused on wine appreciation in a casual and relaxed
setting. The following club services are thus all wine related.
The first service and main perk of being a member is to have access to the club facilities for a glass or
a meal. As 67 Pall Mall is a private members’ club, only members are authorized to make a reservation.
Members can access the club premises with a reservation for Breakfast, Lunch and Dinner as well as
impromptu walk-ins.
Members are allowed to invite up to 5 guests per reservation (up to 5 times a tear per guest).
The club also provide the most extensive wine list of South-East Asia, with 5,000 wines from 42
countries available, 1,000 of which are served by-the-glass. In addition to the wine list, the club
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possesses a team of 16 well-trained sommeliers in charge of pouring the wine and providing the best
advice and food and wine pairings to the members. Furthermore, the wine list is curated by Richard
Hemming MW (Master of Wine) to be diverse and qualitative.
Wine storage and corkage are provided to the club members. Thus, members are allowed to store their
wine onsite (at the club) for a wine storage fee of S$15 per crate and open their bottle in the club premises
for S$50 per bottle. Moreover, members can ask for their bottle to be decanted ahead of their arrival.
A number of events are proposed to the members every week. The club Events department offers the
possibility to members to attend several events wine tastings, masterclasses, lunches and personalized
events (weddings, business meetings, lunch meetings, etc…).
The club provide educational content to its members through wine classes such as Court of Master
Sommelier courses, Wine & Spirit Education Trust (WSET) degree levels 2 and 3 sessions. The club
also possesses a was a high quality 4k TV channel with 6 hours of new content produced every day, 67
Pall Mall TV.
1.4. The target
As the club states, “By wine lovers, For wine lovers”, 67 Pall Mall targets wine lovers. The target
audience includes members interesting in conducting business at the club (networking), members
wanting to see and to be seen at the club (conspicuous consumption) and wine afficionados. The
aspirational target of the brand is interesting & interested people who believe that wine is an essential
part of a well–lived life. Their love of wine is sensual and social and inspires others. They are the
opposite to elitist.
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2. Internal Environment Analysis
2.1. Strengths and weaknesses
The following internal environment analysis of the company focuses on the strengths and weaknesses
of the club.
Strengths Weaknesses
• Strong core proposition and unique • Not family/kid friendly

concept
• Enlarged memberships indiscriminately
• Strong international base for the club opening might affect its
image as an exclusive club
• Already existent business structure
• Sole focus on the F&B experience; the
• Total of 2,400 active members (10% of
club targets a very specific segment
which are shareholders)
(wine afficionados)
• Strong financial base due to
• Current perception is that wine clubs are
shareholders and memberships
for the well-heeled, or connoisseurs only
• High sales volumes: S$ 1,360,198.90 of
• High staff turnover and difficulty to
net sales in one month (from 1 to 27
recruit FOH staff
March 2022).
• Reservation system in-development
• Well-trained staff
• Difficulties to deliver members cards in
• High-end wine related services
time
• Regular events
• Leasehold land with limited tenure (15
• Extensive wine list and seasonal menu years lease)
• Coravin Preservation Technology • Fragmented ecosystem of softwares
(enables the club to propose 1,000 wines
by-the-glass)
• Premium equipment, glassware and
facilities
• Possibility to expand the club
Table 1: Summarized analysis of 67 Pall Mall Singapore strengths and weaknesses1
67 Pall Mall provides its members with a strong value proposition on wine. The club sole focus on wine
can be considered as a strength because it is the only club focusing on wine, but it can also be considered
as a weakness as some potential customers might be interested in doing a wider range of activities.
As of May 2022, the club has 2,400 members, 10% of which are shareholders. Therefore, the club is far
from having a shortage of members. Consequently, the club revenues are very high, and it can overcome
financial obstacles to develop and grow even further as a business.
1
See appendix 1.
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Conversely, 67PM struggles to recruit and to keep its Front of House staff. For this reason, the quality
in service might be lowered, especially at peak hours. In this situation, the FOH staff might be strained
and momentarily struggle dealing with the flow of members. For example, the sommelier team will have
more members to serve then less time to spend with each member, thus reducing their added value to
that of regular waiters.
Besides, the in-development reservation system does not always work efficiently, sometimes resulting
in very long waitlists in order to book a table. Thus, one of the first reasons for membership cancellations
is the difficulty to make a reservation at the club. Therefore, members retention would be higher if
members had the opportunity to make more reservations and come at the club more often.
2.2. Conclusion of the internal environment analysis
Pall Mall Singapore does deliver on its core proposition which is to be the “ultimate destination in Asia
for wine-lovers”. It must keep it in sight while constantly renewing the range of its wine-related events,
equipment, list, etc.
The club transitioned from the Grand Opening to regular activities. During that transition, the club faced
some challenges: staff shortage and improvement of the operating systems.
3. External Environment Analysis

3.1. Opportunities and Threats
67 Pall Mall Singapore opened during the third phase of Singapore re-opening, after the loosening of
the COVID-19 restrictions, on 14 February 2022. The end of the pandemic provided the club with a
range of opportunities and threats, as mentioned in the table below.
Opportunities Threats
• Club enthusiasm in Singapore • All other private clubs have an F&B

value proposition while 67 Pall Mall
• Growing number of wealthy people in sole focus is on F&B
Asia & Singapore
• The industry exists in a competitive
• Loosening of the COVID-19 restrictions space in Singapore, with many private
since April 26, 2022. The COVID-19 clubs and liquor subscription models
crisis facilitated teasing the opening of gaining traction
the club.
• Shortage of well-trained and/or
• Not many other wine clubs with the experienced hospitality staff in
same concept in Singapore Singapore
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• Development of the private members
clubs’ sector
• The club’s owned platform will be a
valuable asset in seeding public interest
and developing new angles for the
media
• Younger audiences in Singapore are
increasingly interested in unique and
exclusive F&B experiences, which are
abundant in 67 Pall Mall Singapore
• There are many wine afficionados in
Singapore who can be tapped on for
content
• Formula 1 Singapore Grand Prix 2022
Table 2: 67 Pall Mall Singapore opportunities and threats
Conclusion: 67PM needs to ensure staff loyalty to retain its FOH employees. Besides, the club must
constantly renew its services around its core proposition while partner with futures popular events in
Singapore (always with a wine focus).
3.2. Summary of the competitor analysis
Lately, Singapore has witnessed the emergence of more and more private members’ clubs. The
competitor analysis2 provides a wider picture of Singapore private members clubs landscape (image &
positioning, objectives, size & profitability, strengths & weaknesses).
The already established competitors are developed with the consideration of their own targeted markets.
The shortage of well-trained and/or experienced hospitality staff in Singapore remains a major threat for
the private members sectors as private clubs need to compete for staff.
3.3. Conclusion of the external environment analysis
Singapore’s long history of clubbing, its wealthy population and its regulations makes it the ideal
environment for members-only clubs to flourish in. The private members club (PMC) sector is very
diversified, with a wide range of clubs, from country club to wine club.
2
See appendix 2.
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PART II
JOB PROFILE AND ACTIVITIES

PERFORMED
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During those 21 weeks of internship, I was assigned to look after the Marketing & Events departments
as Marketing & Events Coordinator in the company. The following part describes the activities
performed in the club.
1. Marketing & Events Coordinator duties and responsibilities
Department Mission
Marketing Administration
• Assist HOD to manage enquiries and the marketing inbox
• Greet and assist the club partners (Public Relations agency, Rocket
Studio, Forest Child Leather Goods and photographs)
• Following the club media coverage
Graphic Design
• Creation of communication materials (operational menus, folded
menus, QR menus, birthday and farewell cards, table names, etc...)
• Check in conjunction with Marketing, Kitchen and Sommelier team
all produced content before printing or publishing
Digital Communication
• Assist HOD to manage social media inboxes
• Assist HOD setting up the club events page in conjunction with the
London club
• Assist HOD redacting social media posts and newsletters
Office support
• Streamline brand identity typeface
• Design and check all printed material
• Maintain marketing supply inventory (branded items)
Events Administration
• Assist HOD to manage enquiries and the event inbox
• Updating of policies and/or creating necessary content to include in
policy document
• Work with marketing to create the necessary content for ticketing
• Assist HOD to manage the event calendar (masterclasses and PDR
events)
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Event Planning
• Assist HOD to create events ticketing for all events
(SEVENROOMS, Customer Relationship Management software)
• Work in conjunction with Marketing to create the necessary content
for events ticketing
• Assist HOD to plan and organise events (headliner events,
masterclasses, reservations)
• Assist HOD to organise internal events (Townhall, birthday parties)
in conjunction with Human Resources
Event Management
• Help to set up and clean the Private Dining Rooms
• Prepare the necessary stationery (lanyards, wristbands, pens, tasting
mats, masterclass handouts, etc…)
• Work alongside the Operations Team to run the event smoothly
Membership Front of House

• Greet and welcome guests and members, guiding them correctly to
their destination.
• Showing the guest their table once it is ready and seating them
• Liaise between the diners and operations team to ensure the
customer receives satisfying service
Membership Cards
• Assist HOD with delivering membership cards in time
• Assist HOD setting up the Standard Operating Procedures regarding
cards printing & delivering
Outstanding fees
• Assist HOD collecting outstanding invoices
Table 3: summary of the activities performed as Marketing & Events Coordinator within 67 Pall Mall
Singapore
This table is prepared on the basis of my five-month experience at 67 in the Marketing, Membership
and Events departments.
As Marketing & Events Coordinator, my duty was to ensure the company delivered the highest standards
through its marketing and events services. That requested an understanding of brand identity, its
proposition, the club rules, etc…).
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2. Business Tools
2.1. Airtable
Airtable is a data organizing and team collaboration software that helps organize information and
manage operations. It is a versatile tool that can be used for almost any type of workflow. 67 Pall Mall
used Airtable as a CRM and served as a database extension for customer information.
I used Airtable throughout my internship to find which cards were already printed and issued, the contact
information of members to mail them their membership cards, to make outstanding invoices collection
calls, etc…
As Airtable is a database spreadsheet, similar to Excel, I had no problem becoming familiar with it.
2.2. Facebook Business Suite
Facebook Business Suite is an app designed for businesses to manage their page. It combines access to
the business’ key updates and priorities.
During the course of my internship, I used Facebook Business Suite to draft and schedule posts for both
Facebook and Instagram and view insights.
2.3. Microsoft 365 Suite
Word is used for word processing and document creation: menus, cards, some tasting mats, etc… I also
used Word for its mail merge add-on that let met create batch of cards personalized for each member.
PowerPoint is a presentation program that is used as a template for membership cards printing, but also
for slideshows during meeting or for staffroom information.
Excel is a spreadsheet used for stocks managing, cross-checking information and creating lists of cards
to print.
SharePoint is a document management and storage system where are saved all soft copies of the
company documents.
Microsoft Teams is a communication platform used to make calls and receive calls to specific
departments (Events and Membership). I also used it for internal communication with the London team.
Outlook Application is an email client used for mailing, calendaring, task managing and as a database
for the club staff information.
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2.4. Photoshop
Photoshop is the graphics editor I used Adobe Photoshop 2021 to enhance the image quality and
retouch some graphic materials for marketing use.
2.5. SevenRooms
SevenRooms is a CRM that is used to connect data across the guest journey. It encompasses the
member experience at 67 Pall Mall:
1. Reservation: Members were able to make a reservation at our clubroom using SevenRooms
2. Checking-in: Members check-in at the reception on level 27
3. Seating: the floor plan, updated in real time, allowed the hosts and hostesses to quickly find a
table for members
It was possible to manage the arrangement of tables in advance, i.e. before the service. SevenRooms
also provides the club with crucial information such as dietary requirements, birthday and member
status.
2.6. WordPress
WordPress is an open-source content management system (CMS) with a plugin architecture and a
template system that is used to create and customize 67 Pall Mall website.
3. Activities Performed in the Organization
3.1. Managing enquiries and inboxes (primary responsibility)3
Objective: responding quickly and efficiently to each enquiry the Marketing and Events department
receive in order to offer excellent customer service to the members and help planning events.
Tools: I used the Outlook application with my professional mail robin@67pallmall.com to answer the
flow of member enquiries.
Operating Procedure:
1. Checking on the website or SharePoint the information provided to the member

2. Answering the enquiry and CC the departments involved
3. Archiving the mail in the correct folder
3
Mail exchange example – See appendix 3.
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Commentary: due to the fact that I was new to the club, it took me some time to get used and cope up
with the working environment. The main challenge I faced was to set the right tone of voice in the e-
mail (friendly and professional) while making sure my answer was adequate. As a result, this task was
quite time-consuming. I keep all the standard phrases and vocabulary learned to write proper formal
emails. I am working on that weakness to become proficient in Business English.
3.2. Graphic Design (primary responsibility)4
Objective: create verified content5 (menus, cards, signs, table names) respecting the brand guidelines
to provide with the Operations Department
One of my main missions as an intern was to assist creating and printing content, mainly operational
menus that were provided to the members during their visit, on a daily basis. I created a draft of the SOP
(which typography was later streamlined) to follow in order to create content.
Tools: to create content I was able to rely on the Brand Guidelines, Word, Photoshop (occasionally) and
previously created content available on the company SharePoint.
• 67 Pall Mall possesses Brand Guidelines that clearly define the rules and standards of
communication (logotype, colour, typography, tone of voice, etc…).
• Most of the menus, tasting mats, masterclass handouts and sign were created on Word following
the brand guidelines.
• Photoshop was used to enhance pictures and graphic materials.
4
Marketing SOP – See appendix 4.
5
Templates – See appendix 5.
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Operating Procedure for Operational Menus:
Operational Menu breakdown
1. Creating the menu following the Brand Guidelines, in conjunction with the Kitchen Team
Establish the menu in collaboration with the Head Chef in the right sequence, with a precise description
of the recipe. It is important to remind the Kitchen of the dietary requirements so the club can propose
special options to the members.
2. Checking the content with the departments involved
Cross-checking the spelling with the online A La Carte Menu. Then, checking with the Head Chef the
dishes and their serving sequence; checking with the sommelier team the wines; checking with the Head
of Marketing the layout before printing.
3. Printing the menu on 210mg mat paper

4. Distributing the menu to the Operations Department or at the service stations
5. Making sure the operation and kitchen team are aware of the dietary requirements.
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Commentary: Being proficient in word processing, I did not have any trouble familiarise myself with
the creation of content. The brand guidelines and available templates facilitated the task. I realised while
carrying this task that it was crucial to communicate effectively to all relevant departments. Without an
efficient internal communication, it may cause confusion and disrupt club activity. Depending on the
colleagues involved, the information (dietary requirements, birthdays, location of the printed material,
etc.) was transmitted orally, by e-mail, or in the WhatsApp group.
3.3. Setting-up the club event page (primary responsibility)
Objective: the objective is to mirror the London Club event page with an event page of our own, with
its own ticketing system
Tools: Wordpress was used to modify the website page.
1. Based on the brand guideline (voice tone) and on the information available for each event,
redacting a short description of each
2. Checking with the HOD and publishing on the website6. Originally, I had to contact the London
team to let them modify the page. Then, the Singapore office team took over the Singapore page.
Commentary: Easy and straightforward, the task was to summarise information from the press release.
I faced no problem synthesising the information.
3.4. Social Media Communication (secondary responsibility)
Objective: develop the club e-reputation and reach & engage with its target audience.
Tools: Facebook Business Suite
1. Choosing a theme based on the information the HOD wants to the members to be aware of
2. Creating content updating the members on the club latest activities (information about the club,
membership, events, etc…) while respecting the tone of voice as defined by the brand
guidelines.
The tone of voice is the brand personality. It should reflect the brand essence (“By wine lovers, for wine
lovers”) and brand values (passion, authenticity and culture). Therefore, the tone should be
bewelcoming, convivial, curious, engaged and dynamic; not too serious but with an attitude of mind,
6
See appendix 6.
24
that communicates both the authority of the club’s established reputation and the challenging freshness
of its ideas).
3. Checking with the Head of Marketing.

4. Using Facebook Business Suite to program both Facebook and Instagram Posts, with useful
hashtags if necessary.
Commentary: As with the mailboxes, I found it difficult to adopt the right voice tone to redact the
posts. I was able to have as an example the social media post of the other clubs in Verbier and London.
3.5. Streamlining the brand identity typeface (secondary responsibility)
Objective: to create a simple and efficient template, respecting the brand identity.
Tools: Word.
1. I created three different templates using different fonts, size, spacing according to the previously
formatted menu and respecting the brand identity
2. The marketing team choose to use the third template, more legible and convenient to use,
notably if it needs to be sent to a colleague that does not possess the required fonts.
3. Following-up with an email to the marketing and event teams, presenting the new template.
3.6. Event Planning (primary responsibility)7
Objective: to design and execute high end wine events that fulfil the members’ and attendees’ wishes.
Tools: Outlook, Word.
Example: Swiss Ambassador Business Lunch
1. Discussing with the Swiss Ambassador Personal Assistant any special arrangement that is
needed to set a business lunch
2. Discussing with the Head Chef on the menu and dietary restrictions
3. Starting a new email addressed to the Ambassador PA CC’ed to the Head of Events, the Events
Mailbox, and the Club Managers.
4. Once confirmed, printing the menu and getting the Head Chef to sign it. Sticking the menu and
the event details on the kitchen wall. Informing the Head Chef and Operations about it.
5. Fill out and distribute the event order to the Kitchen and Operations.
7
Event Order – See appendix 7.
25
6. Checking with a Club Manager if there is an available PDR for the lunch.
Commentary: the organization of a business meal requires a substantial amount of communication and
preparation beforehand. Collaboration between departments is key to a successful event. Operation
Teams, Kitchen, Events and Marketing were involved.
Other events such as the headliners events had a more complex organization and required more planning.
Event planning involves multiples skills. It requires an attention to detail (especially in a private club
setting the standards for its sector), the ability to multi-task, time management and problem-solving
skills.
I believe my ability to multi-task, my organizational skills improved during the course of this internship.
I have been able to interact with all the departments and it gave me a better overview of the club and its
functioning.
3.7. Event Planning & Management (primary responsibility)8
Objective: to design and execute in cooperation with the Operations team high end wine events that
fulfil the members’ and attendees’ wishes.
Tools: Word, Wordpress, Powerpoint, Excel
Example: Jasper Morris headliner events (3 Masterclasses and 1 Lunch)
Ahead of the events:
1. Summarizing the information for the website using the press release information and photos of
Jasper Morris and reporting to the Head of Marketing before sending to the London club to
update the information on the website. (Reporting to the Marketing Department.)
2. Checking the newsletter before it is sent to the members (Reporting to the Marketing
Department.)
3. Answering members inquiries after the events get released in stages through the weekly
newsletter (Reporting to the Events Department.)
4. Prepare the necessary stationary ahead of the event:
a. Membership cards: cross-checking the list of attendants on Excel with the function
VLOOKUP to find out which cards are already printed, and which cards are not yet.
Then find the location of the already printed cards that have not been issued yet. Print
the cards of the attendants that are not printed yet and prepare stacks of cards to
distribute on the members table ahead of the event.
8
Events Stationery & Pictures – See appendix 8.
26
b. Tasting mats: based on the London club tasting mat temple, creating tasting mats with
the wine names. Checking their spelling with the Head Sommelier, Roberto Duran and
then with the Head of Events, Valerie Sim, before printing.
c. Masterclass Handouts: create a handout using the information posted on the website,
including the wine list. Checking the wine spelling with the Head Sommelier, Roberto
Duran and then with the Head of Events, Valerie Sim, before printing.
d. Lunch Menu: checking the menu with the Head Chef and making sure there are
alternatives for members with special dietary requirements. Checking the spelling on
the A La Carte Menu on the website. Then checking the sequence of the pairing and the
wine spelling with the Sommelier Team or Richard Hemming MW. Checking with the
Head of Events before printing. Once confirmed, printing the menu and getting the
Head Chef to sign it. Sticking the menu and the event details on the kitchen wall.
Informing the Head Chef and Operations about it.
e. Signs: create signs with the direction for the masterclasses. Checking with the Head of
Marketing before printing, then placing them on queue poles on the day of the event.
f. Wristbands: selecting one colour (claret, navy, silver or bronze) for each event then
informing the reception team. Keeping an eye on the inventory and ensure the reception
has enough wristbands.
Then, all the documents are to be archived on the company SharePoint.
5. Assisting with the pre-event briefing.
On the day of the events:
1. Helping to set up the event space (5 PDRs configured in one room “Orchard Grand”), respecting
the social distancing rules; and distributing the stationery to the Operations Team. Making sure
the Operations and Kitchen teams are informed of the specific dietary requirements.
2. Greeting the guests, showing them to the event space and tracking attendance with a guest list.
Giving wristbands to the guest that haven’t received one yet.
3. Once the event start, being ready to meet the members or the speaker demands.
4. During the lunch, calling the speaker when they are due to speak and provide them with a
microphone. Working in conjunction with the Operations team to ensure the event runs
smoothly.
5. At the end of the event, help members navigate through the club (either leaving or going to the
main clubroom).
Act as a liaison between the between the client and the Operations Department throughout the event.
Commentary: the planning and management of the headliner events gave me an overview of how
events are run at the club. Strong interpersonal skills are important to ensure all parties involved in the
events understands their role correctly and things run without a glitch. Event managing requires the
ability to keep calm under pressure, problem-solving skills and most of all focus.
27
In order to print the membership cards in time for the event, I had to learn how to cross-check data on
Excel and use a mail merge to create a printable list.
3.8. Floater (secondary responsibility)
Objective: welcoming and seating guests in a friendly and professional manner.
Tools: SEVENROOMS, the CRM software is used to find available seats.
1. Welcoming the guests and seating them to their table once it is prepared using SevenRooms on
a tablet. (Reporting to the Senior Hostess.)
2. Updating the floor plan on SEVENROOMs with the occupied and free seats, arranging the
seating capacities. Giving priority to members with reservations rather than walk-in guests.
Commentary: I got used to work in a fast-paced environment and master the use of SevenRooms.
Throughout the seating process, being able to handle difficult situations calmy and professionally was
necessary. It helped me develop my organizational and communication skills.
3.9. Membership cards printing and delivering (primary responsibility)9
Objective: prioritising the membership cards printing process to ensure a maximum number of members
can receive its membership card soon after joining the club.
Tools: Airtable, Excel, mail merge, Powerpoint
1. Using Airtable to check whether the membership cards are created / issued
2. Find the necessary information by cross-checking tables on Excel: members status (blue card
for regular members and red card for life and honorary members), members preferred name to
print, members ID
3. Filling in the Powerpoint template with the member ID and the member’s name. Making sure
the formatting is correct.
4. Printing the card using the “Magicard pronto (V2” printer.
5. Updating Airtable with the cards created and/or issued
6. Keeping track of the lost cards, duplicates, and errors.
9
SOP – See appendix 9.
28
Throughout the cards printing process, I drafted a Standard Operating Procedure (describing the printer
settings, the powerpoint settings, how to find existing cards that have not been issued yet and how to
import the list to print on Word (using Mail Merge) and then Powerpoint) and briefed it down to the
FOH team. It was eventually changed to simply print the cards on the spot rather than printing them in
advance and risking losing valuable items.
Commentary: Collecting data on Excel and formatting it on Word and Powerpoint broadened my
knowledge of the Office Suite. I used my problem-solving skills to find out what SOP worked best.
3.10. Outstanding invoices collection (secondary responsibility)
Objective: collecting outstanding invoices, check on the members to understand why they did not pay
their membership fee and providing them with the assurance that the club will do everything possible to
meet their expectations.
Tools: Airtable
1. Using the list of outstanding invoices, finding the members phone number, and calling them to
enquire about their outstanding balance. Providing information on the GIRO form if it has not
been submitted.
2. Updating Airtable after the call to provide information on the call (whether it was unanswered,
or the member has already paid or is about to pay).
3. Reporting to the Membership and Finance departments.
Commentary: Telephoning to the members provided me with meaningful insight into the resignation
patterns of the members. One of the main reasons was the difficulty to make a booking. I was able to
convince members to stay at the club and enticed them to do walk-in if they are not able to book a table
on SevenRooms. This task was a surprisingly positive experience, and it reinforced my communication
skills and business English.
29
CONCLUSION
SUMMARY, SKILLS ASSESSMENT AND CAREER

OBJECTIVES
30
1. Summary
67 Pall Mall Singapore possesses a strong value proposition on wine. It is simple and straightforward,
proposing the “ultimate” wine experience to the members. The brand essence ‘by wine lovers, for wine
lovers’ is reflected in everything the club does: the employees’ behaviour and attitude, the way they
communicate and the environment. Branding starts from inside out, and at 67PM, the staff is trained to
understand and reflect the message of the brand. Additionally, the club is luxurious, elegant, and warm
and provides a place where members can feel at home share their passion of wine.
Concretely, to retain members, the club has many feathers in its hat: its personal and attentive quality of
service, which is set to exceeds members’ expectations, the friendly members interactions, its large
range of fine wine, its facilities designed to make members feel at home and its array of services.
During the weekly HOD meeting, managers and HOD from each department communicate feedback
about the club operations, the members queries, etc… The feedback from both HOD and members
allows the club to constantly renew itself before it becomes boring or repetitive for the members. For
example, the wine list and menus are constantly updated to satisfy the members, other types of events
and partnerships are being considered.
Additionally, one powerful tool that helps the club reach this quality of service is the CRM. Although
they may not be the company's definitive CRM, Airtable and SevenRooms, used to their full potential
help the club know its members and solidify its relationship marketing practices. Therefore, the club
develops customer loyalty and builds strong and long-lasting relationships with its members. The next
step for the club is now to streamline the CRM technology to solve the issues with the fragmented
ecosystem of software and simplify and speed up the processing of members' data.
Finally, having several clubs (London, Verbier, Singapore and Beaune set to open in 2023) allows the
company to identify what works and what doesn't in each club.
2. Skills Assessment
The main objective of this internship is to provide me with exposure to real life work setting,
familiarization with the corporate culture while developing my marketers’ skills learned at the
University of Reims Champagne-Ardenne.
67 Pall Mall is a fulfilling and enriching workplace. Working alongside a passionate and dedicated team
was an inspiring and educational experience. Those 5 months have been the ideal opportunity to develop
further my professional skills and build confidence in myself.
31
Working at 67 Pall Mall Singapore has been both challenging and rewarding. In order to be an effective
problem solver, I had to be able to successfully communicate in English which was harder than I
expected. However, this internship offered me the opportunity to observe and learn from my talented
colleagues. I developed my verbal and written communication over the course of this internship, and I
intend to continue to work on this skill.
Due to the club recent opening, many SOP were updated as the club was transitioning to normal
activities. It provided me with insight knowledge on problem solving. While I was working in
conjunction with the Membership Department, I developed my Excel skills. Concretely, I learned how
to process large volumes of data efficiently.
Working with the Events Department gave me a better understanding of the process of event planning
and management. From organizational skills to people skills, an event coordinator should have a clear
vision of the event and communicate it to the departments involved. I had no understanding of the overall
functioning of an event before this internship. After 5 months I believe I can now see more effectively
inter-connections between information, issues and departments.
During my internship, I observed the brand marketing and relationship marketing practices of the club
reflected on everything the club does. From theory to practice, I attained experiential learning.
Finally, working with all the departments allowed me to gain an insightful overview of the club
functioning.
3. Career Path
Interning at 67 Pall Mall Singapore was an amazing experience. Not only have I learned a lot, I also
grew as a person. I could not have asked for a better internship. My passion of wine and appreciation of
event marketing is what lead me to this club “For wine lovers, by wine lovers”. I felt uplifted to work
in an environment where everyone shares a passion for food, wine or hospitality and is dedicated to the
job.
I plan on working in the fine wine industry, as a marketer (Marketing Assistant) to promote a brand, its
products and services and make it achieve its goals.
32
APPENDIX TABLE
1. 67 Pall Mall strengths and weaknesses analysis ........................................................................ 34
2. Competitor Analysis .................................................................................................................. 37
3. Managing inbox & queries: mail exchange example ................................................................ 38
4. Marketing SOP .......................................................................................................................... 39
5. Templates .................................................................................................................................. 46
5.1. Menu template ................................................................................................................... 46
5.2. Square QR Menu ............................................................................................................... 47
5.3. Townhall award template .................................................................................................. 48
5.4. Tasting mat templates ........................................................................................................ 49
6. Setting-up the club event page: mail exchange ......................................................................... 50
7. Event Order ............................................................................................................................... 51
8. Event Stationery ........................................................................................................................ 52
8.1. Masterclass Handout ......................................................................................................... 52
8.2. Tasting Mat........................................................................................................................ 53
8.3. Lunch Menu ...................................................................................................................... 54
8.4. PDR Floor configuration ................................................................................................... 55
8.5. PDR pictures...................................................................................................................... 56
9. SOP – Membership cards printing ............................................................................................ 58
33
APPENDIX
1. 67 Pall Mall strengths and weaknesses analysis
Strengths Weaknesses
The company
• Establishing the new standards of the • Not family/kid friendly

“ultimate wine experience” in the F&B
• Targeting a very specific segment, wine
industry
afficionados
• Clearly defined objective: be the first
• Enlarged memberships indiscriminately
wine club in the world
for the club opening might affect its
• Core proposition: unique concept and image as an exclusive club
vision focused on wine appreciation in a
• Sole focus on the F&B experience
casual and relaxed setting.
• Current perception is that wine clubs are
• Strong international base (London,
for the well-heeled, or connoisseurs only
Verbier, Beaune in 2023 and more…)
• Creating sustained coverage after the
• The club is using an existent business
club launch is difficult.
structure (of the London club).
• The club is already well established in
the club and F&B industries
• The Singapore club reached its objective
of having 2,400 members and a waitlist
(no shortage of members)
Finances & Sales
• Strong financial base due to lots of

investments
• High volume of sales: S$ 1,360,198.90
of net sales in one month (from 1 to 27
March 2022).
• Total of 2,400 active members
• 10% of the members are shareholders
• Financial resources generated by the
London Club and 67 Pall Mall TV
Human Resources
34
• Recruit well-trained and efficient • High staff turnover. The club is
employees: 1 Master of Wine, 1 Master currently understaffed which makes it
Sommelier harder for reservations and membership
to accommodate members requests.
• The office staff is experienced and
benefits from the valuable expertise of • Difficulty to recruit new front of house
the London club team (which has the staff as the F&B industry work lifestyle
knowledge and experience of opening a is not attractive to some Singaporean
club) that might prefer to work on office hours
• Inculcate the culture of warm & close
working environment.
• Strong and professional management to
run the club, familiar with Singapore
F&B scene (previously in hotels and
starred restaurants)
Services
• Breakfast, Lunch and Dinner • Reservation system not optimized. The
reservations, as well as impromptu club experiences a lot of cancellation
walk-ins and absences from members.
• Extensive wine list of 5,000 wines from • During the opening, the club can often
42 countries, 1,000 of which are served be overcrowded at peak hours (lunch
by-the-glass and time) which lead to a feeling of
mass-market club
• The menu is featuring a changing range
of seasonal products, locally sourced, • Outside of the peak hours, the club can
made to suit the wine list feel empty. Because of its F&B
proposition, the club do not specifically
• The wine list is curated by a Master of
entice members to use its facilities for
Wine and is diverse and qualitative
another purpose than dining and
• Wine storage for members ($S15 / crate) drinking. Hence, members are more
likely to have a business lunches or
• Wine corkage ($S15 / bottle) dinners and leaving for work afterwards,
• Possibility to decant wine ahead of rather than working from the club
members’ arrival during the afternoon. In fact, the club
rules make it possible to work from the
• Events (wine tastings, masterclasses, club, but only in between peak hours.
lunch and personalized events for
members (weddings, business meetings, • Difficulties to deliver members card in
lunch meetings, etc…) time due to staff shortage and sudden
high volume of enquiries.
• Emphasis on education (CMS courses,
WSET degree levels 2 and 3): position • Because of the opening complex,
the club’s offerings to younger Members tend to have a lower sense of
audiences and the general media belonging to the club has they have not
been able to experience the full club
• Small markups on wines (30% margin at experience (due to high reservations
67PM ; 280% in F&B establishments in enquiries and absence of membership
Singapore) card)
• Important and asserted networking area
in Singapore
35
• Possibility to invite up to 5 guests as a
member
Facilities
• Located in the heart of Singapore • Leasehold land with limited tenure (15
shopping district; 1,500 sqft dining years lease)
space
• Unique 6-meters backlit wine storage
tower
• Floor-to-ceiling whiskey wall
displaying 430 whiskey bottles
• 3 venues for a total of 260 seatings:
main club room, private dining rooms,
whisky bar
• Possibility to expand the club to the
26th floor (more seatings)
Equipment
• Zalto glassware (high-end wine • Fragmented ecosystem of softwares:
glassware) increases data processing time
• Antiques collection (jars, silverware)
• Coravin and Coravin Sparkling Wine
Preservation Devices: enables the club
to propose more than 1,000 wines by-
the-glass (most extensive by-the-glass
wine list in Asia)
Table 4: 67 Pall Mall Singapore strengths and weaknesses (Poplimont, 2022)
36
2. Competitor Analysis
Japanese Serangoon
Area of Singapore
67 Pall Mall Tanglin Club Tower Club Association Gardens
Interest Polo Club
Singapore Country Club
Core Wine-focus Recreation Networking, Resources Polo-focus, Golf course,

proposition (F&B) (social and F&B (library, clinic, F&B F&B
sporting entertainment),
amenities), networking,
F&B F&B
Image & Exclusive. Exclusive but Very Family club. Exclusive. Family Club.
Positioning English club mass-market exclusive.
Strategy ambiance. club.
Organisation Benefits from a Benefits from Benefits from Benefits from a Benefits from Pay
core of dedicated a core of a core of core of a core of generously to
staff. dedicated dedicated dedicated staff. dedicated retain good
staff. staff. staff. staff.
Have in-house
training Have in- Advocates
formations for house two values:
newly recruited training closeness and
staff. formations family-
for newly orientation.
recruited
staff.
Strengths Already well- Well- Well- Well- Well- Well-

established club. established. established. established. established. established.
Sounding Sounding Sounding Sounding
reputation. reputation. reputation. Wide range of Recently reputation.
resources and refurbished
Brand new Quality Quality activities. facilities.
facilities & facilities & facilities &
quality staff. staff. staff.
Strong Strong
international international
base. base.
Weaknesses Very niche and Image High staff High staff Limited High staff
focus market. affected by turnover. turnover. variety in turnover.
its enlarged activities.
Limited variety in membership. Limited
activities. Less variety in
exclusivity. activities.
High staff
turnover High staff
turnover.
Table 5: Competitor Analysis of 6 Singaporean Private Members Clubs (Poplimont, 2022)10
10
Tables based on academic research and information disclosed on each private clubs’ website.
37
3. Managing inbox & queries: mail exchange example
Context: a member is asking the Events department to book a ticket for him.
Dear Christina,
We’d love to help, but our staff will not be able to book on behalf of members due to the current ticketing
system policies. All tickets are sold through Ticket Taylor, our current platform for sales, which will
require your preferred credit card details. In accordance to local legal Privacy Data Protection Act
(PDPA), staff cannot book it on behalf of members as this will violate the privacy act.
Both dates that you wanted to attend are currently now sold out, we will inform you the soonest if there
is any cancellation. Hope this is okay?
A Singapore number should be +65, not +1, I’m not sure what went wrong – but give me a call during
office hours Mon-Fri, 10am-5pm if you are still facing issues to purchase tickets. Other sessions are still
available, for example: Sat 12 Mar Iconic Burgundies with Jasper Morris, and 20 March Sauternes lunch
with Jane Anson.
All events are released in stages and through the weekly newsletter, do keep a look out for them. Be
sure to add marketing@67pallmall.sg to your address book so it doesn't end up in junk/spam folder.
Bookings are on a first come first serve basis, to be fair to all members. I’d also recommend you to
follow our social media accounts @67pallmallsg to get the latest updates.
We seek your understanding on this and apologize for any inconvenient caused.
Best regards,
38
4. Marketing SOP
Context: the objective is to showcase the marketing content creation process with respect to the brand
guidelines.
39
40
41
42
43
44
45
5. Templates
5.1. Menu template
Template 1: operational menu template
46
5.2. Square QR Menu
Template 2: square QR menu for the Naughty Corner tables
47
5.3. Townhall award template
Template 3: template for ‘best employee of the quarter’ award
48
5.4. Tasting mat templates
Template 1: 5-glasses tasting mat
Template 2: 6-glasses tasting mat
49
6. Setting-up the club event page: mail exchange
Example of internal communication to set-up the headliner events info on 67 Pall Mall Singapore
events page.
50
7. Event Order
Event Order Template
51
8. Event Stationery
8.1. Masterclass Handout
Masterclass handout, Jasper Morris MW masterclass, 03/11/22
52
8.2. Tasting Mat
Tasting Mat, Jancis Robinson MW masterclass, 04/02/22
53
8.3. Lunch Menu (food and wine pairings)
Lunch Menu for Jancis Robinson MW Sunday lunch
54
8.4. PDR Floor configuration
Three different PDR floor configurations
55
8.5. PDR pictures
Example of a PDR configuration
56
‘Grand Orchard’ PDR configuration for the OnlyEg event
Example of table setup – Jasper Morris MW masterclass
57
9. SOP – Membership cards printing
58
SOP – Membership cards printing
59
TABLE OF CONTENTS
INTRODUCTION ........................................................................................................................................ 6
PART I CONTEXT OF THE MISSION .......................................................................................................... 8
1. Presentation of the company ....................................................................................................... 9
1.1. Overall presentation............................................................................................................. 9
1.2. Company Structure ............................................................................................................ 10
1.3. The company services ....................................................................................................... 12
1.4. The target ........................................................................................................................... 13
2. Internal Environment Analysis .................................................................................................. 14
2.1. Strengths and weaknesses.................................................................................................. 14
2.2. Conclusion of the internal environment analysis .............................................................. 15
3. External Environment Analysis ................................................................................................. 15
3.1. Opportunities and Threats ................................................................................................. 15
3.2. Summary of the competitor analysis ................................................................................. 16
3.3. Conclusion of the external environment analysis .............................................................. 16
PART II JOB PROFILE AND ACTIVITIES PERFORMED ................................................................ 17
1. Marketing & Events Coordinator duties and responsibilities .................................................... 18
2. Business Tools........................................................................................................................... 20
2.1. Airtable .............................................................................................................................. 20
2.2. Facebook Business Suite ................................................................................................... 20
2.3. Microsoft 365 Suite ........................................................................................................... 20
2.4. Photoshop .......................................................................................................................... 21
2.5. SevenRooms ...................................................................................................................... 21
2.6. WordPress ......................................................................................................................... 21
3. Activities Performed in the Organization .................................................................................. 21
3.1. Managing enquiries and inboxes (primary responsibility) ................................................ 21
3.2. Graphic Design (primary responsibility) ........................................................................... 22
3.3. Setting-up the club event page (primary responsibility).................................................... 24
3.4. Social Media Communication (secondary responsibility) ................................................. 24
3.5. Streamlining the brand identity typeface (secondary responsibility) ................................ 25
3.6. Event Planning (primary responsibility)............................................................................ 25
3.7. Event Planning & Management (primary responsibility) .................................................. 26
3.8. Floater (secondary responsibility) ..................................................................................... 28
3.9. Membership cards printing and delivering (primary responsibility) ................................. 28
3.10. Outstanding invoices collection (secondary responsibility) ............................................... 29
60
CONCLUSION ......................................................................................................................................... 30
SUMMARY, SKILLS ASSESSMENT AND CAREER OBJECTIVES................................................................ 30
1. Summary ................................................................................................................................... 31
2. Skills Assessment ...................................................................................................................... 31
3. Career Path ................................................................................................................................ 32
APPENDIX TABLE ................................................................................................................................... 33
APPENDIX .............................................................................................................................................. 34
1. 67 Pall Mall strengths and weaknesses analysis ........................................................................ 34
2. Competitor Analysis .................................................................................................................. 37
3. Managing inbox & queries: mail exchange example ................................................................ 38
4. Marketing SOP .......................................................................................................................... 39
5. Templates .................................................................................................................................. 46
5.1. Menu template ................................................................................................................... 46
5.2. Square QR Menu ............................................................................................................... 47
5.3. Townhall award template .................................................................................................. 48
5.4. Tasting mat templates ........................................................................................................ 49
6. Setting-up the club event page: mail exchange ......................................................................... 50
7. Event Order ............................................................................................................................... 51
8. Event Stationery ........................................................................................................................ 52
8.1. Masterclass Handout ......................................................................................................... 52
8.2. Tasting Mat........................................................................................................................ 53
8.3. Lunch Menu ...................................................................................................................... 54
8.4. PDR Floor configuration ................................................................................................... 55
8.5. PDR pictures...................................................................................................................... 56
9. SOP – Membership cards printing ............................................................................................ 58
TABLE OF CONTENTS............................................................................................................................. 60
61

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UNIVERSITY OF REIMS CHAMPAGNE-ARDENNE

Department of Economic and Social Sciences and Management

The MASTER 2 MARKETING, SALE

SPECIALISATION: TASTE AND LUXURY

67 Pall Mall Singapore

Under the direction of:

PART I CONTEXT OF THE MISSION .......................................................................................................... 8

1. Presentation of the company ....................................................................................................... 9

2. Internal Environment Analysis .................................................................................................. 14

3. External Environment Analysis ................................................................................................. 15

PART II JOB PROFILE AND ACTIVITIES PERFORMED ............................................................................. 17

1. Marketing & Events Coordinator duties and responsibilities .................................................... 18

3. Activities Performed in the Organization .................................................................................. 21

SUMMARY, SKILLS ASSESSMENT AND CAREER OBJECTIVES................................................................ 30

2. Skills Assessment ...................................................................................................................... 31

3. Career Path ................................................................................................................................ 32

BOH: Back of House

CSC: Changi Sailing Club

CMR: Customer Relationship Management

JAS: Japanese Association Singapore

F&B: Food and Beverage

FOH: Front of House

HOD: Head of Department

KPIs: Key Performance Indicators

PA: Personal Assistant

PDR: Private Dining Room

PMC: Private members’ clubs

RTC: Raffles Town Club

SPC: Singapore Polo Club

WIP: Work In Progress

67PM: 67 Pall Mall

CONTEXT OF THE MISSION

1. Presentation of the company

1.1. Overall presentation

67 Pall Mall Singapore organizational chart, February 2022

The club consists of 13 departments: Events, Marketing/Communications, Sommelier, Cellar, Kitchen,

1.3. The company services

1.4. The target

2.1. Strengths and weaknesses

• Strong core proposition and unique • Not family/kid friendly

2.2. Conclusion of the internal environment analysis

3. External Environment Analysis

• Club enthusiasm in Singapore • All other private clubs have an F&B

Table 2: 67 Pall Mall Singapore opportunities and threats

3.2. Summary of the competitor analysis

3.3. Conclusion of the external environment analysis

JOB PROFILE AND ACTIVITIES

1. Marketing & Events Coordinator duties and responsibilities

Membership Front of House

2.2. Facebook Business Suite

2.3. Microsoft 365 Suite

3. Activities Performed in the Organization

3.1. Managing enquiries and inboxes (primary responsibility)3

1. Checking on the website or SharePoint the information provided to the member

3.2. Graphic Design (primary responsibility)4

Operational Menu breakdown

2. Checking the content with the departments involved

3. Printing the menu on 210mg mat paper

3.3. Setting-up the club event page (primary responsibility)

Tools: Wordpress was used to modify the website page.

3.4. Social Media Communication (secondary responsibility)

Tools: Facebook Business Suite

3. Checking with the Head of Marketing.