Proposal for Durban Based Marketing Company | Studio 54

1. Durban Country Club 2014 Proposal

2. Company Profile
STUDIO 54 HOSPITALITY’S vision is to be the leading, independent, multinational
hospitality service provider in Africa, Offering one-stop hospitality logistic, procurement,
management, conference and eventing, sales and marketing solutions to our clients and
contracts.
STUDIO 54 HOSPITALITY believes in delivering excellence. The foundation on which the
company measure success is built on four principles:
• Exceeding Guest Expectations
• Driving Revenue
• Ensuring Shareholder Satisfaction
• Maximising Profit

3. Company Profile Cont.
As a responsible corporate citizen, STUDIO 54 HOSPITALITY believes it should play a
meaningful role in the areas served by the company and participating in programs that
support and improve the quality of life in communities in which associates live.
With the assembled group of experienced hospitality experts, STUDIO 54 HOSPITALITY is
willing to be your partner when you need a purposely designed professional team with
the resources, dexterity and experience to effectively undertake the difficult assignment
of managing your hospitality product in difficult economic climates such as we are
experiencing.
STUDIO 54 HOSPITALITY understands the goals of ownership and applies
proprietary management practices to achieve those goals. Strong partnerships with
National suppliers, based on extensive product knowledge and expertise, has earned
the company approved operator status.

4. Company Profile Cont.
As an African Hospitality sales, marketing and management team that has operated in
South Africa, Mozambique, Mauritius, and Nigeria.
STUDIO 54 HOSPITALITY is able to draw upon a multitude of resources including:
• Attracting and retaining high quality associates
• Providing powerful economies of scale
• Providing owners with comprehensive development services
• Creating a successful mix of large-company scale and small-company
responsiveness

5. Company Profile Cont.
Selecting a management company to represent and sell your hospitality product can be
a difficult decision. Certain key criteria are very important to take into account when
selecting the company. A prospective owner or existing owners must ask the following
questions:
• Are the individuals running the management company, owning the company?
• Are there any conflicts of interest in terms of the company operating similar
products in close proximity?
• Do the senior individuals running the company have good reputations in the
industry and in particular a reputation of delivering consistent service
and profits?
• What sales and marketing advantages does one company have over the other?
• Does your preferred company have the ability to amend sales, marketing and
operations strategies on short notice to drive revenues?

6. DYLAN HERMAN – DIRECTOR Specializing in Sales & Marketing
Dylan a pro-active results driven individual with over 15 years experience in the
Hospitality Industry identified the need and opportunity to introduce an Innovative
forward thinking brand focused on Service, Standards and Share Holders Return on
Investment into Africa, he felt that the time was right for a new hospitality company
that was focused on adding value, flexibility in approach and ensuring that the company
could provide individual solutions to meet and exceed business and guest requirements
– Studio 54 Hospitality was born.
Dylan studied at
Who We Are

7. Who We Are – Cont.
DYLAN HERMAN – DIRECTOR Specializing in Sales & Marketing
Before Co-founding Studio 54 Dylan was consulting for various hospitality projects
throughout Nigeria and more recently was the General Manager Best Western Premier
Hotel in Port Harcourt Nigeria, General Manager of the Crescent Beach International
4* Hotel 262 bedroom hotel, in Azerbaijan and General Manager of The Peacock
Hotel and the Stanstead Manor Hotel in the United Kingdom.
Training is undoubtedly Dylan’s forte as he has consulted and trained staffs for various
contracts throughout South Africa.

8. Who We Are – Cont.
DYLAN HERMAN – DIRECTOR Specializing in Sales & Marketing
Dylan’s Key focus areas include:
• Developing and maintaining a highly visible brand
• Creation of corporate marketing plan as well as individual marketing plans for all
properties and businesses
• Website management
• Ensure a constant and consistent market presence through attendance at travel shows
and road shows
• Formation of strategic marketing alliances and partnerships

9. Who We Are – Cont.
DYLAN HERMAN – DIRECTOR Specializing in Sales & Marketing
Dylan’s Main responsibilities include:
• Marketing plans and reports
• Strategic brand development
• Management and supervision of sales and marketing teams throughout Africa
• Brand improvement and innovation in all areas
• Brand sales and marketing activities
• E Marketing and sales blitzes
• Development of corporate an individual marketing material –
brochures, flyers etc.
• Brand marketing exposure through media and press regionally and
internationally

10. Who We Are – Cont.
GARY CLAYTON– DIRECTOR Specializing in Food & Beverage
Before co-founding Studio 54, GARY studied for International Hotel Management,
Culinary, Food and Beverage and Public Relations.
Gary is skilled in Networking, government liaison, Leadership, PR, Business and is a
owners dream due to his profit oriented mentality ,Gary’s other skills include Project
Management, Inter cultural experience, Human Resources, Eye for detail, he is
passionate about overall high standards, and Problem solving with an un doubtable flair
for Food and Beverage operations especially Purchasing, Training, Recruitment and
Quality Management

11. Who We Are – Cont.
GARY CLAYTON– DIRECTOR Specializing in Food & Beverage
Gary’s Key focus areas include:
• Providing Technical Support to food and beverage outlets under development
• Developing and sourcing the supply chain to new and existing operations
• Development of individual kitchen brigades, equipping them with the skills
required for world class food service operations
Development, implementation and control of all policies & Procedures at outlets including:
• Kitchen operational procedures
• Preparation and management of annual F&B budgets
• Optimizing assets and human resources to maximum capacity

12. Who We Are – Cont.
GARY CLAYTON– DIRECTOR Specializing in Food & Beverage
• Stock control systems and stores management
• Quality control of product and service levels
• Food & Beverage concepts and standards
• Facilitation of staff training and development plan
• Continuous development of new and innovative service delivery methods
• Control of service standards
• Yield and revenue enhancement for food and beverage operations
• Recruitment and selection for F&B operations
• Standardized recipe development and training

13. Who We Are – Cont.
MARK ENSLIN – DIRECTOR Specializing in Operations
Mark began his studies in South Africa In 1990 where he studied at the International Hotel
School and the Institute of Marketing Management (IMM). Mark he also developed
managed and operated a number of 3, 4 and 5 star hotels for two of South Africa’s largest
hospitality groups namely Three Cities Hotels and Signature Life Hotels respectively.
He has also been intimately involved in the Development and Technical Services of a
number of Hotels in South Africa, Mozambique, Swaziland, Botswana, Mauritius, Nigeria,
and Ethiopia.
His travels have taken him around Africa, making strategic decisions and overseeing a
number hospitality projects for Groups, Individuals and Governments turning non-profit,
low performance products into financial successes with high levels of guest satisfaction.

14. Who We Are – Cont.
MARK ENSLIN – DIRECTOR Specializing in Operations
Key focus areas include:
• Providing strategic support
• Developing and sourcing new opportunities
• Development & overview of all Studio 54 activities
• Key point of contact for owners and investors
• Forming strategic alliances and partnerships
• Concept and business development
• Developing and maintaining a highly visible global brand standards
• Create a service culture through training

15. Who We Are – Cont.
MARK ENSLIN – DIRECTOR Specializing in Operations
Key focus areas include:
• Inculcating the right attitude in employees through training
• Ensure a constant and consistent delivery of service
• Creating loyalty beyond reason to the brand through training
• Talent management
• Manpower planning
Main responsibilities include:
• Development of Concepts
• Business overviews
• Strategic brand development

16. Who We Are – Cont.
MARK ENSLIN – DIRECTOR Specializing in Operations
Main responsibilities include:
• Optimizing reviews and decisions to maximum profitability in all Studio 54 managed
products
• Continuous development of new and innovative hospitality products
• Brand improvement and innovation in all areas
• Human asset planning
• Key client management and interaction
• Partnership and product management
• Forecasting training needs

17. Who We Are – Cont.
MARK ENSLIN – DIRECTOR Specializing in Operations
Main responsibilities include:
• Developing training plans for each property and brand
• Service skills improvements
• Brand improvement and innovation in service delivery
• Standard operating procedures on service delivery
• E-Training and webinars
• Regular reviews and training plans

18. Feasibility Assistance
• We Coordinate the completion of hospitality feasibility studies
• We Analyse and verify feasibility studies
• We Assist in site selection and evaluation
• We Coordinate hospitality demand studies
• We Prepare financial pro forma and alternatives
• We assist in preparing preliminary construction and related pre-opening cost
estimates
What We Do – Prior to Opening

19. Financial
What We Do – Prior to Opening
• We develop modelling packages to project operations revenue and expenditures
• We coordinate hotel appraisals
• We consult on financial package structuring
• We develop financial package alternatives
• We interface with lending institutions
Planning/Design
• We design rooms, food and beverage area and/or meeting facilities to fit target
markets
• We coordinate architect, engineer, land planner, and interior designer
• We coordinate layout/procurement of hotel furnishing, kitchen and lounge
equipment, laundry equipment, and commercial area furnishings
• We coordinate all computerised areas — front desk, energy management,
restaurant, administration
• We coordinate the telephone system, key and lock system, and audio visual system
• We specify/procure all hotel equipment

20. What We Do – Prior to Opening
Interior Design Assistance
• Interview and select the design firm
• Assist the interior design firm with the furnishing selections: lobby, corridors and
meeting rooms, rooms, restaurant and lounge, and all FF&E
• Manage project budgets
• Source the most cost effective prices locally
• Receive assistance from South Africa based procurement company for full fit out of
hotel

21. What We Do – After Opening
Hospitality Operation/Asset Management Services
• Develop strategic sales and marketing plan with budget and action plans
• Establish aggressive sales effort for each target market segment
• Employ “pull” strategy to stimulate customer through innovative programs
• Increase customer awareness with creative advertising
• Perform day to day management of property
• Administrate all hospitality policies
• Set up goals/budgets for each department
• Establish a preventative maintenance program
• Create a bonus plan for key personnel
• Human Resource support includes policy development and administration; compensation
strategies; employment communications - handbook and newsletter; employee relations -
investigations, regulatory agency liaison and compliance; audits; employment law compliance;
development of labour standards
• Coordinate well-priced insurance coverage for worker's compensation; property; casualty;
and liability insurances
• Renovation management
• Third Party Management Contracts

22. What We Do – After Opening
Accounting Assistance
• STUDIO 54 HOSPITALITY process all transactions including cash receipts, payroll,
accounts payable, fixed assets and other journal entries
• We produce monthly management reports: profit and loss statement, balance sheet,
funds flow statement, market trend changes and pre-opening sales and marketing
updates
• STUDIO 54 HOSPITALITY Financial managers manage the hotel banking accounts on
behalf of the shareholders, administers, prepares cash flows and capital budgetary
reports

23. What We Do – After Opening
Sales and Marketing
• Our philosophy is the building of strong sales and marketing teams and our commitment
to support their efforts at regional office level, gives STUDIO 54HOSPITALITY products an
edge and contributes greatly to their properties success
• Sales and Marketing is a critical part of a results-oriented strategy that drives consistent,
above-average revenues to each of our products
• While each flag brand is responsible for driving marketing efforts, STUDIO
54HOSPITALITY actively participates as full brand partners
• We invest in sales and marketing initiatives that unleash the full communication power
of both interactive and traditional sales and marketing tools
• Together with important online selling resources, industry reports, and a state-of-the-art
sales data management system, we take full advantage of data mining to target, create,
measure, and track our sales and marketing communications
• STUDIO 54 HOSPITALITY identifies, recruits, and orients top sales professionals to
achieve and exceed revenue goals in our offices throughout South Africa.

24. What We Do – After Opening
Sales and Marketing Cont.
• STUDIO 54 HOSPITALITY Executive Managers lead the sales effort. They set an example
of dedicated excellence to the initiatives that build account/client relationships, expand
community involvement, harness key selling hours, create site tour opportunities, and
actively and properly position their properties in their markets
• To ensure sales and marketing efforts are appropriate, given highest priority, and reflect
our corporate culture of excellence, STUDIO 54 HOSPITALITY provides strong corporate
support to marketing departments through our Sales & Marketing teams and Executives
• We have representation at all the well known International Travel Shows worldwide
• We set up and manage two national corporate workshops for all our retail and corporate
suppliers
• We host several government breakfasts annually for all government buyers
• We circulate weekly e-zines to around 35,000 strong individual leisure guests,
9000corporate companies, 147 event organisers and 1500 travel agencies

25. What We Do – After Opening
Revenue Management
• The STUDIO 54 HOSPITALITY principles of Revenue Management encompass five key
areas: strategic identification, pricing, forecasting, channel distribution, and ancillary
revenues
• We provide cutting-edge tools that support market research and data analysis which
offer new perspectives on how effective our strategies are
• Open communication is important to our success and, as a result, our teams have
specific dialogue targeted rate and inventory options, mix-of-business changes, supply-and-
demand factors, as well as any necessary operational adjustments to transform
objectives into winning strategies
• Managing revenue is a key priority of every STUDIO 54 HOSPITALITY property. Our staff
strive to improve Revenue penetration consistently, year over year, driving continual
growth in our market share
• A primary goal of Revenue Management that aligns our culture with this discipline is
creating an on-going educational process whereby each properties staff can interact and
demonstrate their strengths, as well as identify those areas that will promote
development of new strategic initiatives

26. What We Do – After Opening
Revenue Management
• Our Director of Revenue works directly with our various revenue teams to cascade
innovative ideas and knowledge throughout the organisation in order to build
revenues
• Our corporate culture supports the initiatives of our brand partners while keeping a
balance with aggressive Internet strategies and a strong e-commerce presence
• This side of our business experiences changes on a daily basis, and our hotel teams
are in formation to maintain continuous visibility through all booking conduits
while offering value and price parity across all channels

27. What We Do – After Opening
So how do we maximise our revenues:
Market Segment Identification:
• The first and foremost step in a RM system is the identification of the various
market segments for the property, followed by implementation of a
differential pricing scheme. The objective in front of the property is the
expansion of its market and in motivating the customer to pay more than
he/she will usually spend. It is further observed that customers in the business
class segment are less sensitive to higher prices as opposed to those in the
vacation segment. Our RM system helps our properties create additional
price-points by building physical and logical fences around the different
market segments, as shown in the table below

28. What We Do – After Opening
So how do we maximise our revenues cont.:
Demand Forecasting:
• The next step in our RM process is forecasting demand and pricing of the different
market segments. Pricing and demand are inter-related and need to be
coordinated. In the hospitality industry, demand for a service is cyclic in nature (day
of a week, months of a year) and follows a trend (demand growth due to economic
growth). These forecasts are seldom precise but provide
the Executive Managers with an approximate set of inputs that are used in the
planning process. RM models help pinpoint demand by minimising uncertainty and
producing the best possible forecast.

29. What We Do – After Opening
So how do we maximise our revenues cont.:
Allocation:
• The next important step in our RM process is the allocation of inventory (property
facilities) among different market segments. The ratio of discounted versus full
priced facilities is not fixed during the reservation period; rather, it
is tweaked appropriately as the date of stay approaches. The opportunity cost of
selling a discounted room instead of a full priced one has to be measured in order
to make the best decision. Thus, when a customer approaches the property for a
discounted price, the manager needs to evaluate this scenario with `the expected
revenue from another customer who might come at a later date, willing to pay a
higher price for the same room. The Executive Manager would accept the request
only if the discounted price now is more than the expected price at which the room
might be booked by the second customer. The key word here is expected.

30. What We Do – After Opening
So how do we maximise our revenues cont.:
Overbooking:
Overbooking is the practice of intentionally selling more rooms than are available
in order to offset the effect of cancellations and no-shows. Studies estimate that
although a property is fully booked, about 5-8% of the facilities are vacant on any
given date. Poor overbooking decisions can prove to be very expensive for the
operation. In the short run, it is only a loss of revenue, but over the long-term,
casualties may include decreased customer loyalty, loss of reputation, etc.
American Airlines developed an optimisation model that maximises net revenues
associated with overbooking decisions for the airline industry
As part of on-going changes in our industry at present, STUDIO 54 HOSPITALITY is
placing a strong emphasis on implementing major operational changes. Beyond
recognising that meaningful cost reductions must be achieved without
compromising safety, capacity and service levels, we look at reducing costs by
increasing flexibility and improving asset utilisation through an RM strategy.

31. What We Do – After Opening
Digital Sales Solutions
• STUDIO 54 HOSPITALITY recognises that the Internet as the emerging and growing
marketplace for reservations and quotes
• Our Marking and E-Commerce teams work with various Internet wholesalers and
re-sellers to insure that our facilities are widely available
Search Engine Optimisation
• Getting people to find you on the Internet has become more and more difficult
today, especially for hospitality operations and the travel related industry. That is
why STUDIO 54 HOSPITALITY focus our efforts on maintaining a high level of
visibility on Internet search engines through Search Engine Optimisation (SEO) and
pay per performance programs
• STUDIO 54 HOSPITALITY is one of the only major independent management
companies in South Africa to embrace and utilise effectively this method, allowing
our properties to out perform in their respective markets on the Internet

32. What We Do – After Opening
Digital Sales Solutions
Permission Marketing
• The Internet has allowed us to target more people more effectively. Our e-marketing
campaigns are closely monitored for effectiveness and results. We then
analyse the results and adjust our methods
• Leisure guests, through its own website and affiliate websites, has compiled a list of
thousands of verified email address of interested customers. We tailor our
marketing campaigns to fit the interests of those potential buyers
Market Competition Analysis
• We assess our competitors rates and strategies daily and react accordingly
• We are able to change our rates in reaction to competitor movements
• We amend our commission structures monthly based on volume targets

33. What We Do – After Opening
Digital Sales Solutions
Web Site Development & Management
• For web site optimisation to have the maximum effect, STUDIO
54 HOSPITALITY needs to have full control over the web site to change text
and add links where necessary.
People may think that web site optimisation only involves meta and title tags,
but it actually involves much more. Clever design and copy writing are also
utilised to have the web site demand the attention it deserves
• Our search engine solution includes the changing of the title and keywords
according to the search engine specifications as well as copy writing the web
site content to ensure maximum optimisation. Once a client joins STUDIO
54 HOSPITALITY, the necessary changes will be made with the client's consent.
The changes are viewed on a dummy site before the real site goes live

34. What We Do – After Opening
Finance
• A staff of experienced financial managers ensures strong internal controls, a state-of-
the-art accounting/reporting system, and an integrated PC network, all allow the
Financial Services division of STUDIO 54 HOSPITALITY to collect properly interpret
and consolidate financial information to ensure our operations are operating cost-effectively
and profitably
• With centralised accounting services and uniform procedures, we improve cash
flow and timely reporting for each of our ownership groups, as well as help home
office management to closely monitor each property’s operation
• Remuneration, insurance, associate benefits, and retirement options are all also
regularly reviewed and monitored to ensure they are competitive, attractive and
affordable for our shareholders and owners

35. What We Do – After Opening
Operations
• Through our Director of Operations, STUDIO 54 HOSPITALITY, has a more visible
focus and accountability on its assets at the property level.
• Our structure allows for more consistent and precise communication to ensure
properties are focused—from an owner’s perspective—on asset maintenance and
management
• STUDIO 54 HOSPITALITY has an open and honest environment that encourages a
less adversarial role between hierarchy and a more shared role to work
together for solutions and ideas
• STUDIO 54 HOSPITALITY Hospitality’s “Brand Expert” position creates a
Peer/Mentor environment as it relates to brand partnerships. Hospitality leaders
ensure brand procedures/programs are being implemented, sharing the best
practices of various brands
• With the creation of the Traveling Chief Engineer Program we feel we are able to fill
gaps, maintain the asset more regularly and complete major projects more
efficiently.

36. What We Do – After Opening
Operations Cont.
• In order to maintain the ownership asset in "like new condition" we have invested in
Preventative maintenance approach to managing our facilities.
• STUDIO 54 HOSPITALITY takes the time to ensure that the Mission Statement of the group and
each property is not just a document but a work in progress
• Through STUDIO 54 HOSPITALITY implementation of these systems we are able to operate our
properties from the owner’s perspective, be good brand partners, and have an open and
honest environment to ensure we have fun while improving the assets we manage
• We conduct monthly operations audits with detailed meetings with on site management– of
which the owners have full access
• We carefully monitor meaningful cost controls.
• Rates are structured, checked daily through our guest tracking report and changed as market
conditions warrant
• Rate maximisation via yield management is an integral part of the operations strategy
• Payroll is analysed daily, energy costs controlled, preventive maintenance programs are
established, and an extensive Policy and Procedures Manual is utilised by property
management

37. What We Do – After Opening
Training and Development
• Training and development is an essential component to both improving the value of our
owner’s assets and ensuring the growth of our team members
• We recognise the potential, talents, and skills that allow people to grow into leadership
positions
• Our paradigm of fostering exemplary individual achievement secures STUDIO
54HOSPITALITY role as a leader in every market we serve
• We prepare our team members for constant change in order to consistently outsell the
competition and gain a competitive edge
• To fulfil these responsibilities, the Director of Training and Development:
Conducts Leadership and Management Skill Workshops, Sales Education Workshops and
Transient Sales and Service Training
• This position also develops training tailored to the specific needs of each property
• It further provides leaders with individual coaching – giving us highly skilled and thoroughly
trained leaders and team members – these are essential to our success.
• We work to produce leaders that: welcome new challenges, increase their personal
productivity, help reduce management costs, focus on profitability, and guide the future
growth of the company

39. TSA – (Technical service Assistance)
Studio 54 will coordinate the full pre-opening of your project, including:
• Overall concept
• Facility and Interior design
• Statutory requirements
• IT and communication systems
• Procurement
• Project management
• Pre-opening budget
• Pre launch brand activation, marketing campaign and official opening

40. Sales and Marketing
• S.W.O.T analysis
• Concept, logo and web design
• Point of sale branding
• Uniform conceptualization, design and procurement
• Sales and Marketing Plan
• Sales and Marketing Budget
• Social media campaigns
• E-campaigns
• Relationship management
• Brand activations

41. Events, conferencing & Entertainment
• Logistics planning and activation
• Transportation
• Marquees and fencing
• Décor
• Audio visual and staging
• Staffing and Security
• Team builds, golf days, and Entertainment
• Conference planning and execution
• Popup event specialists

42. Food and Beverage
Small and large scale indoor and outside catering
• Equipment provider
• Crockery, cutlery and glassware provider
• Menu, cocktail and wine list concepts, themes and design
• Product sourcing and procurement
• Event bar facilities and service
• Training

43. Management
• Operational management
• Event management
• Franchise management
• Hotel and club Management
• Financial management
• Asset management
• Human resources
• Training
• On-going reporting and Financial reviews

44. Conclusion
Studio 54 is renowned experts in the hospitality industry understanding the
importance of both quality and service excellence. Our core function has always
been to ensure customer satisfaction.
Studio 54 boasts a professional and reputable team of event management
experts. Studio 54 would like thank you for this opportunity to bid for the supply
and event management for Comrades 2013 on behalf of the Road Accident Fund.
Mark Enslin| Director Studio 54
082 6556 056| mark@studio54.co.za
Gary Clayton | Operations Studio 54 Dylan Herman | Operations Studio 54
073 237 9507 | gary@studio54.co.za 079 0577 054 | dylan@studio54.co.za