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VALUE CHAIN ANALYSIS FOR TAJ HOTELS 
DUE TO ABSENCE OF CLEAR FLOW OF ACTIVITIES, AN ALTERNATE VALUE-CHAIN 
FOR THE HOTEL I...
SWOT ANALYSIS
PORTER’S FIVE FORCE MODEL
Threat of Substitute Goods 
 In the hotel industry there is usually another hotel just around the corner. 
 They appear ...
Bargaining Power of Buyers 
 Business persons choosing a hotel for business travel book a hotel online 
and no longer use...
Rivalry among existing competitors 
 The rivalry among competitors in the hotel industry is fierce. 
 When potential cus...
Barriers to Entry 
 The initial investment in the hotel industry creates quite a barrier to entry 
but certain barriers t...
Bargaining power of suppliers 
 This is not a substantial threat in the hotel industry it can have impact 
especially in ...
Strategic planning process 
 Mission and objectives:-To create rewarding customers experiences through unique 
cuisines ,...
CONTROL MECHANISMS 
 It follows Total Quality Management which consists of organization wide 
efforts to install and make...
LEADERSHIP STYLE 
 Tata group of hotels follows a democratic structure of leadership. 
 Mr Rakesh Sarana the CEO of Taj ...
Taj hotels
Taj hotels
Taj hotels
Taj hotels
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Taj hotels

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Presentation covered :
1. Introduction
2. SWOT Analysis
3.Strategic Planning Process
4.Structure of the Organization
5.Control Mechanism
6.Leadership Style that I observed
7.Various strategies which incorporate in order to get listed in the list of best places to work.

Veröffentlicht in: Leadership & Management
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Taj hotels

  1. 1. VALUE CHAIN ANALYSIS FOR TAJ HOTELS DUE TO ABSENCE OF CLEAR FLOW OF ACTIVITIES, AN ALTERNATE VALUE-CHAIN FOR THE HOTEL INDUSTRY IS DRAWN BELOW.
  2. 2. SWOT ANALYSIS
  3. 3. PORTER’S FIVE FORCE MODEL
  4. 4. Threat of Substitute Goods  In the hotel industry there is usually another hotel just around the corner.  They appear in all price ranges, with varying levels of service and amenities.  The constant challenge will always be to get the guest to choose your hotel over the competitor.  The internet makes the overall market more efficient
  5. 5. Bargaining Power of Buyers  Business persons choosing a hotel for business travel book a hotel online and no longer use travel agents.  They are finding internet businesses like trivago.com which will negotiate or discover bargains for them.
  6. 6. Rivalry among existing competitors  The rivalry among competitors in the hotel industry is fierce.  When potential customers can learn about a hotel on line, the internet reduces the differences among competitors.  The internet covers wide geographical areas so the market is widened increasing the number of competitors.
  7. 7. Barriers to Entry  The initial investment in the hotel industry creates quite a barrier to entry but certain barriers to entering the hotel market are reduced by the internet.  A vital barrier would be differentiation.  A hotel that can differential itself by location, by service, amenities.  Another barrier to entry would be expertise.
  8. 8. Bargaining power of suppliers  This is not a substantial threat in the hotel industry it can have impact especially in the area of labor.  With an aging population, there are fewer people to fill service industry jobs.  The other supplies that are needed by hotels are also easier to attain through internet channels
  9. 9. Strategic planning process  Mission and objectives:-To create rewarding customers experiences through unique cuisines , culturally appealing architecture and customer service.  Strategy creation and implementation:- Taj hotels being a five star hotel gives importance to customer surveys and development of new operative and information systems as a part of research and strategy creation for implementation it relies upon outsourcing of services , staff training and development , public relations and maintenance of customer database.  Generic Strategies-IHCL follows a broad based differentiation strategy. They have a differentiation strategy targeting the premium segment. But they have also expanded their offerings internationally to target a broader segment.
  10. 10. CONTROL MECHANISMS  It follows Total Quality Management which consists of organization wide efforts to install and make permanent a climate in which an organization continuously improves its ability to deliver high quality service.  Quality is defined by customers requirement.  Top management has direct responsibility for quality development.  Increased quality comes from systematic analysis and improvement of work processes.
  11. 11. LEADERSHIP STYLE  Tata group of hotels follows a democratic structure of leadership.  Mr Rakesh Sarana the CEO of Taj hotels has proved a true transformational leader.  He is the leader with great vision hence he knows right approach to groom future leadership. He has implemented the team spirit in whole group at every level.

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