Pan Pacific Kuala Lumpur Airport Hotel Business Strategy

Pan Pacific Kuala Lumpur Airport Hotel Business Strategy 5.0 Key Factors for Success Key factors for success (KFS) are the critical factors or activities required for ensuring the success of a business. They need to be identified so that an organization can ensure that they can delivers value that meets and exceeds the expectations of its targeted customers better than competitors (Bowie and Buttle, 2007). Two key factors for success have been identified for PPKLIA hotel. The hotel physicals condition and hotel website. PPKLIA established 11 years ago, the exterior of the hotel building now seems aged and the exterior image of the hotel is in old condition with an unattractive design. At first sight, it does not bring an impression of the hotel being a 5-star luxury hotel. This can be considered as one of their weaknesses since there is often an intuitive feeling that effective design can attract customers from the desired target market segment and enable the hotel to price accordingly while operating the unit in an efficient way with the result of this greater market awareness and customer volume is increased profits (Ransley and Ingram, 2001). Hence, PPKLIA should have a refurbishment plan to upgrade the hotels design in order to achieve what had stated by Ransley and Ingram. The hotel web site is another factor which is considered critical to the hotel. To hospitality practitioners, the internet offers a means for them to sell their products to global customers without any geographical or time constraints (Huizingh, 2000). The driving force for hospitality suppliers to establish their web sites includes lower distribution costs and thus higher profits, and a larger potential market. Similarly, consumers can search for their needed information and directly communicate with suppliers at any time and in any place (Waller, 2003). Thus, the web site is an important medium for the hotel to communicate with their markets. 6.0 Mission Statement Organizations develop corporate mission statement in order to share them with their managers, employees and in many cases, customers and other publics (Kotler et al., 2006). According to Pearce and Robinson (1991), mission statement can be defined as broad statement of characteristics (product and market), goals (profit and growth) and philosophies of a business or simply its purpose and philosophies (Byars, 1984). Mission statement below is based on current situation and potential development of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel will be regarded as the paramount leader of airport hotel in Asia exemplifying service of unmatched sincerity and professionalism. Pan Pacific Kuala Lumpur International Airport Hotel will be the best choice in serving the honorable business and leisure travelers according their different needs and wants. At here, we will treat all of our guests as our priority through the delivering of caring and efficient hospitality to create a truly unique signature service where every signature service comprises of our commitment and responsibility on the service provided. Our dedicated employees will go through a series of developing and training in an effort to mould them to become an extraordinary individual in providing a unique sense of professionalism to the guests. We will ensure that every employee is treated fairly with dignity where constantly support and caring from leaders to continuously improve productivity and customer satisfaction. As our hotel surrounded by an oasis of greenery in fusion with luxury, we committed to environmental protection and stewardship by mitigate the impacts on the environment with all the stakeholders to promote and implement responsible environmental practices and continuous improvements. We will ensure our products and services will remain in the high quality to provide satisfaction to the current and future potential customers and at the same time to breakthrough the limitation in creating competitive advantage vis-Ã  -vis competitors by actively expanding our presence globally, with potential developments in a number of domestic and international markets. 7.0 Strategy Formulation The task of analyzing the organizations external and internal environments and then selecting appropriate strategies constitutes strategy formulation. It is a process of taking actions consistent with the selected strategies of the organization (Hill and Jones, 2006). 7.1 Prioritize Existing and New Target Market PPKLIAs current target market composed of business travelers, airline crews, tourists and transit passenger, while 80 per cent of the hotel guests are foreigners with the largest group coming from the United Kingdom and Australia. According to Bowie and Buttle (2007), business travelers tend to be less price-sensitive, since employer generally meets hospitality and travel expenses. This has made them have more budgets to spend in the hotel. Also, they are less concern on seasonal aspects because business travelers contain business trips that are unavoidable due to their job nature. Moreover, with the recent economic downturn, many companies revised their travel spending, with companies arranging meeting near the airport in order for delegates to fly in and out on the same day (Boston Business School, 2009). This causes business travelers as frequent, or regular, users of airport hotel accommodation. Therefore, a 50 percent of target market allocation for business travelers should firstly being prioritized. Besides, a 35 percent of target market will be allocate for transit air travelers as the second group to be prioritized since PPKLIA is the preferred choice for transit air travelers with a few long hour in-between flights. Due to the nature of location of the hotel, it provides convenience to this target market to check-out the hotel and able to catch their flight by just going through a 5-minute walking distance of sky bridge that connecting the hotel and airport. Moreover, these transit passengers are mostly come from the Europe countries where they have high spending power. Thus, it should not be overlooked. Airline crew is the third priority target market group with a 15 percent of target market allocation for it since PPKLIA is an airport hotel, the high volume of intercontinental, regional and international flights, coupled with the need for airline crew to have proper rest periods between flights, has created a demand for group accommodation for hotels within approximately 15 45 minutes travel time of major airports (Bowie and Buttle, 2007). While the distance between KLIA and PPKLIA is only a 5-minute walk make it as the preferred choice of hotel for airline crew to stay in. A prediction from World Tourism Organization (WTO) on China, it expected to send 100 million visitors to other countries (Zhang et al., 2000). Thus, a 60 percent of market allocation should falls under it as first future potential target market to be prioritized. On the other hand, with the popularize by the Tourism Minister Datuk Seri Dr. Ng Yen Yen, the Japan market would permeate into Malaysia gradually by selling product-service that suit the different target market such as sophisticated office ladies and men, students and pensioners. Therefore, this market would have a 40 percent of market allocation being ranked as the second market to be prioritized. Hence, PPKLIA should grab this opportunity to adjust its products and services to prioritize these markets by cater the needs and wants for the Chinese and Japanese in an effort to enlarge its target market for the business. 7.2 Positioning Statement The concept of positioning statement in a marketing strategy calls for the creation of an image the consumers perception of the subjective attributes of the property vis-Ã  -vis those of the competition. This perception may be radically different from the propertys physical characteristics and the distinction between the perception and the reality is especially important for hotel marketers (Lewis, 1981). Based on the previous internal and external analysis, a repositioning should be carried out in order to revise the marketing strategy for PPKLIA as to increase sales. As a result, a new positioning map (Please refer to Appendix I) has been developed that emphasized on offering the same quality product-service to the guests but with lower price. From the previous positioning map, PPKLIA being plotted at the highest position for the two variables since it has the most expensive room rate compared to its competitors and is the nearest to the subject location, KLIA. As in the new positioning map, PPKLIA is being proposed to lower its ranking from five to four for the price variable. In other words, PPKLIA is encouraged to lower its room rate to the range of RM 375.00 RM 450.00 in order not to have a big difference with its primary competitors while at the same time maintain its quality. Below is an overall positioning statement follow along with statements for various targeted segment of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel is a five-star airport hotel recognized by prestige awards and accolades based on the high quality product-service offered. At here, we have world-class luxury rooms and suites which are designed to exceptional standards with an intrinsic eye to detail with sumptuous food and beverage outlets serving an extensive variety of exotic cuisine. Meanwhile, a complete facilities and services are offered as well. We also provide a broad array of meeting and banquet services for business travelers and corporate group. Our hotel is surrounded by an oasis of greenery in fusion with luxury themed hotel to boast a relaxation during guests accommodation. All employees are treated as the hotels associates where associate implies partnership and working together and thus they would bring out the best in serving the external customers our guests. Business Travelers: As one of the finest and most conveniently located hotels in Kuala Lumpur, Pan Pacific Kuala Lumpur International Airport Hotel is the preferred hotel for business travelers and corporate groups to conduct meetings and functions in our conference venues that offer enormous flexibility from a magnificent ballroom to our state-of-the-art auditoriums. Also, we provide a home away from home and an office away from the office with a complete set of secretarial services at the Business Centre to serve the needs of productive business travelers. Airline Crew: In Pan Pacific Kuala Lumpur International Airport Hotel, the hotels lush tropical landscape, water features and soothing environment make for a rejuvenating break in combating jet lagged and weary airline crew that becoming a limiting factor in aircraft operations. Transit Passengers: We are a full-service airport hotel conveniently located adjacent to the Kuala Lumpur International Airport with immediate access to the hotel via a sky bridge. It is the preferred hotel choice for transit air travelers with a few long hours in-between flights. Air travelers with early morning departures or late night arrivals will find the hotel perfectly suited to their unique needs. 7.3 Gap Analysis Ansoff Matrix Gap analysis is the art and science of computing the size of the gap between the sales objectives, and where a forecast based on the SWOT analysis of sales in the future on the identified threats and opportunities that impact on the business (Bowie and Buttle, 2007). It is an analytical tool to be used in conjunction with the Ansoff matrix which is the four alternative strategies to help determine how far each type of action will bridge the gap between initial forecasts for growth and the corporate objective for growth. PPKLIA can be considered as a business with growth-oriented that are more likely to set ambitious stretch targets that want to see the value of their investment increase. If achieved, there will be an improvement on the market value or capitalization of the business. As a result, a gap analysis and ansoff matrix (Please refer to appendix J and K) has been developed for PPKLIA to forecast the future sales that can be achieved in three years time. PPKLIA may starts improving its sales by adopting the lowest-risk growth strategy, market penetration. It is a strategy to improve sales by using the existing products in existing markets and this could increase the current customers rate of use or attracting competitors customers (Hsu and Powers, 2002). In order to do that, a plan in increasing the rooms sales of 5 percent has been suggested through the increase of frequency. Besides that, it is advisable to encourage spend from existing customers by creating more different loyalty program for different target market since PPKLIA only offers loyalty program to secretary and left out the others. Meanwhile, a frequent stay program will be offered after the creating of loyalty program where points will be awarded to guests based on their frequent of stay in the hotel. On the other hand, the hotel staffs especially from front office (front desk, operator, and concierge) should be trained on their up selling skills in order to sell the m ost profitable product to the guest to achieve maximum revenue for the hotel while ensuring total customer satisfactions. Besides, advertising and direct mail campaigns will be carried out to target at the ex-customers too. All these activities can help to boost a 5 percent of sales increase to rooms department and may bring the current hotel revenue of RM 61,709,000 to RM 78,843,093 in the future of three years time. The next strategy to be implemented is the market extension. It features the roll out of existing product-service offers in new markets (Bowie and Buttle, 2007). According to Hsu and Powers (2002), it has greater risk than market penetration because the hotel may lose its market development expenditures if the effort fails. The most common market development activity is to identify new geographic markets. From the previously conducted SWOT analysis, Chinese and Japanese target markets have been identified as the potential target markets for PPKLIA in the future and a succession of marketing communication will be carried out to capture this market. By targeting 3 percent of China and 2 percent of Japan market can help in increasing 5 percent of room sales and contribute an overall sale of RM 82,726,908. Another Ansoff strategy where it emphasized on developing new products in a hotel to increase customer satisfaction by improving the product offered. They are usually improvements and product modifications, rather than radical new product-service concepts (Bowie and Buttle, 2007). However, it is somewhat riskier than market penetration because of the costs involved (Hsu and Powers, 2002). According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, there is a rules of thumb where refurbishment will be carried out on the food and beverage outlets every five years and ten years for rooms because what hospitality operations offer is an experience and the physical setting is a representation of the experience offered (Hsu and Powers, 2002). The refurbishment can enhance the quality of products and hence create novelty to the existing markets. Besides, infusion of new technology into the hotel also consider as one of the tactics in enhancing the products and services offer ed. Technology features to be introduced such as the energy management on controlling rooms air-conditioner and lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. Based on the previous internal analysis, the spa service provided in PPKLIA has the high potential to become one of the income generators to the hotel. However, it is not well managed and fully developed. Hence, enlarge its services and products by offering more variety of packages to choose from would attract more guests who emphasize on healthy living. The product development would help in increasing 3 percent of the rooms and spa sales that worth RM 3,205,787 and lead to a future total sales of RM 85,932,695 in the year 2011. When new products are introduced in new markets, diversification occurs. The diversification strategy focuses on creating new product-service offers for new target markets. This is the riskiest growth strategy, since the company has no existing customer or product knowledge to exploit (Bowie and Buttle, 2007). The tactic suggested to PPKLIA is to open a new themed restaurant to cater the Chinese and Japanese target market. The themed restaurant may offer Chinese and or Japanese cuisine since PPKLIA does not have these cuisines served on the current food and beverage outlets. If the plan succeeds, it would increase 7 percent of room sales and food beverage sales that contributes to an overall total sale of RM 90,252,325. According to the gap analysis graph, there is still gap between the diversification strategies and corporate sales objectives with an amount of RM 3,329,351. This is due to the corporate sales objectives being set in an ambitious manner and may need further revise. 7.4 Marketing Mix Objectives Marketing mix decisions is made from the marketing strategies and marketing tactics in order to achieve agreed marketing objectives. Marketing mixes for both the strategies and tactics to ensure that the organization wins sales from the targeted customers against the identified competitors (Bowie and Buttle, 2007). According to Bowie and Buttle (2007), objectives should be Specific, Measureable, Achievable, Realistic, and carried out within a set Timetable (SMART). SMART objectives provide an operational target that measure the performance of the business and act as a control mechanism in determining whether management is effective. Below are the SMART objectives set for PPKLIA to be achieved in the next three years. Annual / monthly sales Objectives: To increase sales from RM 61,709,000 in the current year (2008) to RM 93,581,676 in three years time. Customer Mix: To target Chinese and Japanese leisure market, and achieve 10% of the overall customer mix of the hotel in three years. Location: To purchase five busses in three years time to enhance the accessibility between the hotel and Kuala Lumpur city centre. Product Development To reduce 20 percent of the energy consumption from guestrooms annually. To increase 10 percent food and beverage sales in three years time by establishing new themed food and beverage outlet To increase 30 different variety spa product-service within three years Pricing To set the current room rate 25 percent lower to have similar price with its competitors within a year To offer 30 different variety of packages within three years To setup discriminatory pricing for transit air travelers can fences based on the two types of length of time staying in the hotel with two types of prices within a year. Distribution To increase bookings generated through mobile device by 10 percent in a year. To increase bookings generated through the website by 25 percent in the next 12 months Marketing Communication Objectives To increase five percent room sales through e-mail marketing within three years. To increase awareness amongst Chinese and Japanese market by allocates RM 1 million of advertising fees for three years time People To conduct stimulation training for new entrants once being employed and interpersonal customer service training for existing employee every six months. To form empowerment culture within three years time. 8.0 Marketing Mix Strategies All marketing decisions to accomplish the firms grand strategies and annual objectives can be expressed in terms of the marketing mix variables of location, product-service offer, price, distribution, marketing communications, and people. Marketing mix strategies are plans of action to show how the marketing mix variables will be used to achieve the marketing mix objectives and grand strategies (Reich, 1997). 8.1 Location Strategy According Powers (1990), there are three most important factors to consider when opening a hotel, location, location, and location. Without a good or excellent location the businesss chances of success are greatly reduced. PPKLIA sited on 2.25 hectares of land at Sepang which is a town and district located in the southern part of the state of Selangor in Malaysia. Formerly a sleepy town, Sepang has grown by leaps and bounds due to several recent developments such as the Sepang International Circuit and Sepang Goldcoast. However, it still lack of tourist spots that would offer sightseeing or entertainments. Transit passengers, who prefer not to rest in the room during the few long hours in-between flights, would suggest to pay a visit to Kuala Lumpur (KL). As the capital of Malaysia, it is the most modern and developed city in the country, with contemporary high-rises and world-class hotels, glitzy shopping malls, and international cuisine. It would definitely provide an ultimate guests satisfaction in the aspects of entertainments. Also, places such as Putra World Trade Centre, Kuala Lumpur Convention Centre and so on are where most of the business travelers would have their meetings, conference, or tr ade show conducted. However, guests who want to access to KL from PPKLIA may feel inconvenience since the hotel located 58 kilometers away from KL and it needs 50 minutes of car driving time to reach there. Even though there is a rail service by Express Rail Link (ERL) which is a standard gauge and electrified airport rail link in Malaysia that connects the KLIA with the Kuala Lumpur Sentral (KL Sentral) transportation hub. Nevertheless, the service is costly for guests who need often access to KL from PPKLIA with a one way ticket that cost RM 35.00 for an adult and RM 15.00 for a child. In order to enhance the accessibility to KL, a strategy on setting up a free shuttle bus service for in-house guests will be proposed. Firstly, for the first year of this proposing, two busses will purchase and performance measurement will be implemented in order to know whether the outcome of this strategy brings an increase on sales to the hotel, then only to proceed to the original proposed plan to purchase three more busses. This is because the purchasing of a bus is costly, thus, if it does not bring a good outcome, a new strategy may need to develop. There are two routes to be offer in this service where the first route will have a linkage between the hotel and the Nilai commuter station. Although there are buses at the airports bus station are offering the same service, however, the buses will stop at every bus station to pick up passengers and it would spend about 45 minutes to reach Nilai commuter station whereas the free shuttle bus service will offer direct route for the in-house guests to the commuter station with just 15 minutes with the frequency of every 15 minutes. Another route will link from the hotel to the KL city centre with the frequency of every hour. The service will only operate from 9 a.m. till 9 p.m. for both routes. 8.2 New Product Development Strategy Kotler et al (2004) define new product as a good, service or idea that is perceived by some potential customers as new. Most new product developments in hospitality operations are evolutionary rather than revolutionary (Bowie and Buttle, 2007). 8.1.1 Guests Rooms Since PPKLIA is an airport hotel that linked with KLIA, we would propose that the concept of the hotel should match with the KLIA. According to Sharp (1999), KLIA represents a fusion between nature and high technology with the concept of symbiosis, which Kisho Kurokawa, the designer of KLIA has described as an airport in the forest which is the worlds first environmentally friendly airport. As a result, PPKLIA should blend a unique amalgamation of green (environmental concern) into the hotel since its greenery surrounding provides a vantage point to become a green hotel. PPKLIA utilizes this transformation as a repositioning tool to differentiate itself from its competitors in order to maintain its leading position in the market. One of the key features in creating green hotel is to reduce the energy consumption in the hotel. Based on a study by Page and Siminovitch (2000), an estimate roughly of 60 percent of lighting energy usage occurs during 9 am to 4 pm period when rooms are generally not occupied. Hence, by introducing of key cards systems which include an energy management features that control the lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. It keeps the room constant at a minimal comfort level until a guest requests a more comfortable temperature. It will also switch off the lightning operation in the room automatically when guests are not present. According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, the installation of solar film coating at Degree 24-hour Restaurant and Travellers Bar and Grill help to reduce heat from the sun light that penetrate through the large clear windows and glasses. When heat reduced, the energy cost of air-conditioning would be reduced as well. Thus, this same concept would apply in the guest rooms as well to reduce heat and at the same time the furniture and fixtures in the rooms are also protected from ultra violet damage and should last longer and look much better. To assist in the spectacular metamorphosis of PPKLIA, the transformation program will be conducted in stages so as to minimize disturbance to guests and the properties will remain open throughout the transformation. The new key card system will be installing on the first year of the implementation of the objective for the third to sixth floor; while the remaining floors will proceed in the second year. At the same time of installing the new key card system, the solar coating firm will be installing as well. 8.1.2 Food and beverage outlets One critical attribute of successful hotel food and beverage outlets is their ability to appropriately respond to the changing needs of the market while maintaining a profitable operation (Siguaw and Enz, 2007). Thus, the key concerns on product development for PPKLIAs food and beverage outlets will focus on establishing a new themed restaurant. The purpose of having this new restaurant is to serve the needs of the future potential market from China and Japan. Although both of the targeted markets are from different culture and having distinct dietary habit, however, this strategy proposed on the concept similar to the Four Seasons Hotel in Canada that using only one food and beverage outlet with two dining rooms to provide the fusion of Chinese and Japanese cuisine. By having a single food and beverage outlet, the hotel can offer two dining rooms that differ in design, but it shares the same menu, chefs, line cooks, and kitchens. Compared to having multiple outlets, this approach allows the service staff members to provide greater attention to food quality and presentation, to focus on small details, and to deliver higher service levels via a small, highly qualified staff. The new themed food and beverage outlet will build at the second floor of the hotel building by using the closed down North Indian restaurant, Ashoka. The renovation for this new restaurant will implement on the third quarter of the year 2010. When the restaurant is ready for operation with an estimation of six months time from the renovation process to the ability of fully operate, the Chinese and Japanese market already been permeating into Malaysia and would helps in increasing the food and beverage sales to the business. The reengineering of menus and recipe will implement by stages where the first stage will starts on the year end of 2009. Performance measurement will carry out monthly for duration of six months; second stage will proceed if the outcomes fulfill the objectives. On the contrary, a new strategy may need to develop. 8.1.3 Spa In the late 1990s, hotel spas started to follow the path of other operating departments and transformed from support facilities to profit centers where it functions as the complements the lodging experience, drives occupancy levels, enhances average daily rate and provides a distinctive marketing advantage (Anderson, 2007). PPKLIA as a full service airport hotel shouldnt left out the development of its spa service since the demand of spa is increasing where it can create prolonged wellness that integrates and renews body, mind, and spirit. To fully develop the spa operation in PPKLIA, one should know that spas are no longer solely about frivolous self-indulgence and luxurious pampering. PPKLIA should enhance its product-service by adding in a wide range of choices of spa packages with different characteristics for different guests needs such as day spas, medical spas, mineral spring spas or club spas. PPKLIA may need to reevaluate and repackage it with a broader emphasis on self-care, stress relief, emotional balancing, and preventative wellness modalities. Since there is a lots of types of spa, PPKLIA may introduce a few spa type for market testing starting on the year 2009 and the testing may go for a year in order to capture the market preferences and then do repositioning on the following year to offer only one or two types of spa that is the best seller on the year 2009. 8.3 Pricing Strategy Price is a component of the marketing mix and the vehicle used in free enterprise to allocate limited resources. Therefore, organizations should put a great deal of effort into formulating their pricing strategies that integrates marketing and finance in an attempt to create an atmosphere of mutual satisfaction. The product-service attributes are combined with price to provide enough value to satisfy customers, while enabling the organization to cover costs and make adequate profit (Reid and Bonjanic, 2009). 8.3.1 Competitor-Based Pricing From the above competitor set analysis, it can clearly be seen that PPKLIA has the highest pricing when compared to its three other direct competitors. Therefore, PPKLIA should adopt competition-based pricing approach, which is the establishment of price based largely on those of competitors, with less attention paid to costs or demand. The firm might charge the same, more, or less than its major competitors (Kotler et al., 2006). According to Kotler et al. (2006), firms feel that the going price represents the collective wisdom of the industry concerning the price that will yield a fair return; meanwhile holding to the going price will avoid harmful price wars. PPKLIA may need to lower its room rate 20 to 25 percent with which mean the lowest available room rate should be in the range of RM 375.00 RM 400.00 considering the pricing of its main competitors is also close to this price range. A 5 percent of the current room rate will slashed for the first year and it can be adjust grad ually to a certain level that profitable to the business as well. There is another major reason to cut prices, as Kotler et al. (2006) stated, companies cut prices in a drive to dominate the market in the hope of gaining market share through larger volume. The price cutting of PPKLIA would lead its customer to perceive there is better value being offered in the hotel, thus increasing demand. 8.3.2 Product-Bundling Pricing The hotel should also implement product-bundle pricing where it combines several of hotels products and offer the bundle at a reduced price. Pan Pacific Kuala Lumpur Airport Hotel Business Strategy Pan Pacific Kuala Lumpur Airport Hotel Business Strategy 5.0 Key Factors for Success Key factors for success (KFS) are the critical factors or activities required for ensuring the success of a business. They need to be identified so that an organization can ensure that they can delivers value that meets and exceeds the expectations of its targeted customers better than competitors (Bowie and Buttle, 2007). Two key factors for success have been identified for PPKLIA hotel. The hotel physicals condition and hotel website. PPKLIA established 11 years ago, the exterior of the hotel building now seems aged and the exterior image of the hotel is in old condition with an unattractive design. At first sight, it does not bring an impression of the hotel being a 5-star luxury hotel. This can be considered as one of their weaknesses since there is often an intuitive feeling that effective design can attract customers from the desired target market segment and enable the hotel to price accordingly while operating the unit in an efficient way with the result of this greater market awareness and customer volume is increased profits (Ransley and Ingram, 2001). Hence, PPKLIA should have a refurbishment plan to upgrade the hotels design in order to achieve what had stated by Ransley and Ingram. The hotel web site is another factor which is considered critical to the hotel. To hospitality practitioners, the internet offers a means for them to sell their products to global customers without any geographical or time constraints (Huizingh, 2000). The driving force for hospitality suppliers to establish their web sites includes lower distribution costs and thus higher profits, and a larger potential market. Similarly, consumers can search for their needed information and directly communicate with suppliers at any time and in any place (Waller, 2003). Thus, the web site is an important medium for the hotel to communicate with their markets. 6.0 Mission Statement Organizations develop corporate mission statement in order to share them with their managers, employees and in many cases, customers and other publics (Kotler et al., 2006). According to Pearce and Robinson (1991), mission statement can be defined as broad statement of characteristics (product and market), goals (profit and growth) and philosophies of a business or simply its purpose and philosophies (Byars, 1984). Mission statement below is based on current situation and potential development of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel will be regarded as the paramount leader of airport hotel in Asia exemplifying service of unmatched sincerity and professionalism. Pan Pacific Kuala Lumpur International Airport Hotel will be the best choice in serving the honorable business and leisure travelers according their different needs and wants. At here, we will treat all of our guests as our priority through the delivering of caring and efficient hospitality to create a truly unique signature service where every signature service comprises of our commitment and responsibility on the service provided. Our dedicated employees will go through a series of developing and training in an effort to mould them to become an extraordinary individual in providing a unique sense of professionalism to the guests. We will ensure that every employee is treated fairly with dignity where constantly support and caring from leaders to continuously improve productivity and customer satisfaction. As our hotel surrounded by an oasis of greenery in fusion with luxury, we committed to environmental protection and stewardship by mitigate the impacts on the environment with all the stakeholders to promote and implement responsible environmental practices and continuous improvements. We will ensure our products and services will remain in the high quality to provide satisfaction to the current and future potential customers and at the same time to breakthrough the limitation in creating competitive advantage vis-Ã  -vis competitors by actively expanding our presence globally, with potential developments in a number of domestic and international markets. 7.0 Strategy Formulation The task of analyzing the organizations external and internal environments and then selecting appropriate strategies constitutes strategy formulation. It is a process of taking actions consistent with the selected strategies of the organization (Hill and Jones, 2006). 7.1 Prioritize Existing and New Target Market PPKLIAs current target market composed of business travelers, airline crews, tourists and transit passenger, while 80 per cent of the hotel guests are foreigners with the largest group coming from the United Kingdom and Australia. According to Bowie and Buttle (2007), business travelers tend to be less price-sensitive, since employer generally meets hospitality and travel expenses. This has made them have more budgets to spend in the hotel. Also, they are less concern on seasonal aspects because business travelers contain business trips that are unavoidable due to their job nature. Moreover, with the recent economic downturn, many companies revised their travel spending, with companies arranging meeting near the airport in order for delegates to fly in and out on the same day (Boston Business School, 2009). This causes business travelers as frequent, or regular, users of airport hotel accommodation. Therefore, a 50 percent of target market allocation for business travelers should firstly being prioritized. Besides, a 35 percent of target market will be allocate for transit air travelers as the second group to be prioritized since PPKLIA is the preferred choice for transit air travelers with a few long hour in-between flights. Due to the nature of location of the hotel, it provides convenience to this target market to check-out the hotel and able to catch their flight by just going through a 5-minute walking distance of sky bridge that connecting the hotel and airport. Moreover, these transit passengers are mostly come from the Europe countries where they have high spending power. Thus, it should not be overlooked. Airline crew is the third priority target market group with a 15 percent of target market allocation for it since PPKLIA is an airport hotel, the high volume of intercontinental, regional and international flights, coupled with the need for airline crew to have proper rest periods between flights, has created a demand for group accommodation for hotels within approximately 15 45 minutes travel time of major airports (Bowie and Buttle, 2007). While the distance between KLIA and PPKLIA is only a 5-minute walk make it as the preferred choice of hotel for airline crew to stay in. A prediction from World Tourism Organization (WTO) on China, it expected to send 100 million visitors to other countries (Zhang et al., 2000). Thus, a 60 percent of market allocation should falls under it as first future potential target market to be prioritized. On the other hand, with the popularize by the Tourism Minister Datuk Seri Dr. Ng Yen Yen, the Japan market would permeate into Malaysia gradually by selling product-service that suit the different target market such as sophisticated office ladies and men, students and pensioners. Therefore, this market would have a 40 percent of market allocation being ranked as the second market to be prioritized. Hence, PPKLIA should grab this opportunity to adjust its products and services to prioritize these markets by cater the needs and wants for the Chinese and Japanese in an effort to enlarge its target market for the business. 7.2 Positioning Statement The concept of positioning statement in a marketing strategy calls for the creation of an image the consumers perception of the subjective attributes of the property vis-Ã  -vis those of the competition. This perception may be radically different from the propertys physical characteristics and the distinction between the perception and the reality is especially important for hotel marketers (Lewis, 1981). Based on the previous internal and external analysis, a repositioning should be carried out in order to revise the marketing strategy for PPKLIA as to increase sales. As a result, a new positioning map (Please refer to Appendix I) has been developed that emphasized on offering the same quality product-service to the guests but with lower price. From the previous positioning map, PPKLIA being plotted at the highest position for the two variables since it has the most expensive room rate compared to its competitors and is the nearest to the subject location, KLIA. As in the new positioning map, PPKLIA is being proposed to lower its ranking from five to four for the price variable. In other words, PPKLIA is encouraged to lower its room rate to the range of RM 375.00 RM 450.00 in order not to have a big difference with its primary competitors while at the same time maintain its quality. Below is an overall positioning statement follow along with statements for various targeted segment of PPKLIA. Pan Pacific Kuala Lumpur International Airport Hotel is a five-star airport hotel recognized by prestige awards and accolades based on the high quality product-service offered. At here, we have world-class luxury rooms and suites which are designed to exceptional standards with an intrinsic eye to detail with sumptuous food and beverage outlets serving an extensive variety of exotic cuisine. Meanwhile, a complete facilities and services are offered as well. We also provide a broad array of meeting and banquet services for business travelers and corporate group. Our hotel is surrounded by an oasis of greenery in fusion with luxury themed hotel to boast a relaxation during guests accommodation. All employees are treated as the hotels associates where associate implies partnership and working together and thus they would bring out the best in serving the external customers our guests. Business Travelers: As one of the finest and most conveniently located hotels in Kuala Lumpur, Pan Pacific Kuala Lumpur International Airport Hotel is the preferred hotel for business travelers and corporate groups to conduct meetings and functions in our conference venues that offer enormous flexibility from a magnificent ballroom to our state-of-the-art auditoriums. Also, we provide a home away from home and an office away from the office with a complete set of secretarial services at the Business Centre to serve the needs of productive business travelers. Airline Crew: In Pan Pacific Kuala Lumpur International Airport Hotel, the hotels lush tropical landscape, water features and soothing environment make for a rejuvenating break in combating jet lagged and weary airline crew that becoming a limiting factor in aircraft operations. Transit Passengers: We are a full-service airport hotel conveniently located adjacent to the Kuala Lumpur International Airport with immediate access to the hotel via a sky bridge. It is the preferred hotel choice for transit air travelers with a few long hours in-between flights. Air travelers with early morning departures or late night arrivals will find the hotel perfectly suited to their unique needs. 7.3 Gap Analysis Ansoff Matrix Gap analysis is the art and science of computing the size of the gap between the sales objectives, and where a forecast based on the SWOT analysis of sales in the future on the identified threats and opportunities that impact on the business (Bowie and Buttle, 2007). It is an analytical tool to be used in conjunction with the Ansoff matrix which is the four alternative strategies to help determine how far each type of action will bridge the gap between initial forecasts for growth and the corporate objective for growth. PPKLIA can be considered as a business with growth-oriented that are more likely to set ambitious stretch targets that want to see the value of their investment increase. If achieved, there will be an improvement on the market value or capitalization of the business. As a result, a gap analysis and ansoff matrix (Please refer to appendix J and K) has been developed for PPKLIA to forecast the future sales that can be achieved in three years time. PPKLIA may starts improving its sales by adopting the lowest-risk growth strategy, market penetration. It is a strategy to improve sales by using the existing products in existing markets and this could increase the current customers rate of use or attracting competitors customers (Hsu and Powers, 2002). In order to do that, a plan in increasing the rooms sales of 5 percent has been suggested through the increase of frequency. Besides that, it is advisable to encourage spend from existing customers by creating more different loyalty program for different target market since PPKLIA only offers loyalty program to secretary and left out the others. Meanwhile, a frequent stay program will be offered after the creating of loyalty program where points will be awarded to guests based on their frequent of stay in the hotel. On the other hand, the hotel staffs especially from front office (front desk, operator, and concierge) should be trained on their up selling skills in order to sell the m ost profitable product to the guest to achieve maximum revenue for the hotel while ensuring total customer satisfactions. Besides, advertising and direct mail campaigns will be carried out to target at the ex-customers too. All these activities can help to boost a 5 percent of sales increase to rooms department and may bring the current hotel revenue of RM 61,709,000 to RM 78,843,093 in the future of three years time. The next strategy to be implemented is the market extension. It features the roll out of existing product-service offers in new markets (Bowie and Buttle, 2007). According to Hsu and Powers (2002), it has greater risk than market penetration because the hotel may lose its market development expenditures if the effort fails. The most common market development activity is to identify new geographic markets. From the previously conducted SWOT analysis, Chinese and Japanese target markets have been identified as the potential target markets for PPKLIA in the future and a succession of marketing communication will be carried out to capture this market. By targeting 3 percent of China and 2 percent of Japan market can help in increasing 5 percent of room sales and contribute an overall sale of RM 82,726,908. Another Ansoff strategy where it emphasized on developing new products in a hotel to increase customer satisfaction by improving the product offered. They are usually improvements and product modifications, rather than radical new product-service concepts (Bowie and Buttle, 2007). However, it is somewhat riskier than market penetration because of the costs involved (Hsu and Powers, 2002). According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, there is a rules of thumb where refurbishment will be carried out on the food and beverage outlets every five years and ten years for rooms because what hospitality operations offer is an experience and the physical setting is a representation of the experience offered (Hsu and Powers, 2002). The refurbishment can enhance the quality of products and hence create novelty to the existing markets. Besides, infusion of new technology into the hotel also consider as one of the tactics in enhancing the products and services offer ed. Technology features to be introduced such as the energy management on controlling rooms air-conditioner and lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. Based on the previous internal analysis, the spa service provided in PPKLIA has the high potential to become one of the income generators to the hotel. However, it is not well managed and fully developed. Hence, enlarge its services and products by offering more variety of packages to choose from would attract more guests who emphasize on healthy living. The product development would help in increasing 3 percent of the rooms and spa sales that worth RM 3,205,787 and lead to a future total sales of RM 85,932,695 in the year 2011. When new products are introduced in new markets, diversification occurs. The diversification strategy focuses on creating new product-service offers for new target markets. This is the riskiest growth strategy, since the company has no existing customer or product knowledge to exploit (Bowie and Buttle, 2007). The tactic suggested to PPKLIA is to open a new themed restaurant to cater the Chinese and Japanese target market. The themed restaurant may offer Chinese and or Japanese cuisine since PPKLIA does not have these cuisines served on the current food and beverage outlets. If the plan succeeds, it would increase 7 percent of room sales and food beverage sales that contributes to an overall total sale of RM 90,252,325. According to the gap analysis graph, there is still gap between the diversification strategies and corporate sales objectives with an amount of RM 3,329,351. This is due to the corporate sales objectives being set in an ambitious manner and may need further revise. 7.4 Marketing Mix Objectives Marketing mix decisions is made from the marketing strategies and marketing tactics in order to achieve agreed marketing objectives. Marketing mixes for both the strategies and tactics to ensure that the organization wins sales from the targeted customers against the identified competitors (Bowie and Buttle, 2007). According to Bowie and Buttle (2007), objectives should be Specific, Measureable, Achievable, Realistic, and carried out within a set Timetable (SMART). SMART objectives provide an operational target that measure the performance of the business and act as a control mechanism in determining whether management is effective. Below are the SMART objectives set for PPKLIA to be achieved in the next three years. Annual / monthly sales Objectives: To increase sales from RM 61,709,000 in the current year (2008) to RM 93,581,676 in three years time. Customer Mix: To target Chinese and Japanese leisure market, and achieve 10% of the overall customer mix of the hotel in three years. Location: To purchase five busses in three years time to enhance the accessibility between the hotel and Kuala Lumpur city centre. Product Development To reduce 20 percent of the energy consumption from guestrooms annually. To increase 10 percent food and beverage sales in three years time by establishing new themed food and beverage outlet To increase 30 different variety spa product-service within three years Pricing To set the current room rate 25 percent lower to have similar price with its competitors within a year To offer 30 different variety of packages within three years To setup discriminatory pricing for transit air travelers can fences based on the two types of length of time staying in the hotel with two types of prices within a year. Distribution To increase bookings generated through mobile device by 10 percent in a year. To increase bookings generated through the website by 25 percent in the next 12 months Marketing Communication Objectives To increase five percent room sales through e-mail marketing within three years. To increase awareness amongst Chinese and Japanese market by allocates RM 1 million of advertising fees for three years time People To conduct stimulation training for new entrants once being employed and interpersonal customer service training for existing employee every six months. To form empowerment culture within three years time. 8.0 Marketing Mix Strategies All marketing decisions to accomplish the firms grand strategies and annual objectives can be expressed in terms of the marketing mix variables of location, product-service offer, price, distribution, marketing communications, and people. Marketing mix strategies are plans of action to show how the marketing mix variables will be used to achieve the marketing mix objectives and grand strategies (Reich, 1997). 8.1 Location Strategy According Powers (1990), there are three most important factors to consider when opening a hotel, location, location, and location. Without a good or excellent location the businesss chances of success are greatly reduced. PPKLIA sited on 2.25 hectares of land at Sepang which is a town and district located in the southern part of the state of Selangor in Malaysia. Formerly a sleepy town, Sepang has grown by leaps and bounds due to several recent developments such as the Sepang International Circuit and Sepang Goldcoast. However, it still lack of tourist spots that would offer sightseeing or entertainments. Transit passengers, who prefer not to rest in the room during the few long hours in-between flights, would suggest to pay a visit to Kuala Lumpur (KL). As the capital of Malaysia, it is the most modern and developed city in the country, with contemporary high-rises and world-class hotels, glitzy shopping malls, and international cuisine. It would definitely provide an ultimate guests satisfaction in the aspects of entertainments. Also, places such as Putra World Trade Centre, Kuala Lumpur Convention Centre and so on are where most of the business travelers would have their meetings, conference, or tr ade show conducted. However, guests who want to access to KL from PPKLIA may feel inconvenience since the hotel located 58 kilometers away from KL and it needs 50 minutes of car driving time to reach there. Even though there is a rail service by Express Rail Link (ERL) which is a standard gauge and electrified airport rail link in Malaysia that connects the KLIA with the Kuala Lumpur Sentral (KL Sentral) transportation hub. Nevertheless, the service is costly for guests who need often access to KL from PPKLIA with a one way ticket that cost RM 35.00 for an adult and RM 15.00 for a child. In order to enhance the accessibility to KL, a strategy on setting up a free shuttle bus service for in-house guests will be proposed. Firstly, for the first year of this proposing, two busses will purchase and performance measurement will be implemented in order to know whether the outcome of this strategy brings an increase on sales to the hotel, then only to proceed to the original proposed plan to purchase three more busses. This is because the purchasing of a bus is costly, thus, if it does not bring a good outcome, a new strategy may need to develop. There are two routes to be offer in this service where the first route will have a linkage between the hotel and the Nilai commuter station. Although there are buses at the airports bus station are offering the same service, however, the buses will stop at every bus station to pick up passengers and it would spend about 45 minutes to reach Nilai commuter station whereas the free shuttle bus service will offer direct route for the in-house guests to the commuter station with just 15 minutes with the frequency of every 15 minutes. Another route will link from the hotel to the KL city centre with the frequency of every hour. The service will only operate from 9 a.m. till 9 p.m. for both routes. 8.2 New Product Development Strategy Kotler et al (2004) define new product as a good, service or idea that is perceived by some potential customers as new. Most new product developments in hospitality operations are evolutionary rather than revolutionary (Bowie and Buttle, 2007). 8.1.1 Guests Rooms Since PPKLIA is an airport hotel that linked with KLIA, we would propose that the concept of the hotel should match with the KLIA. According to Sharp (1999), KLIA represents a fusion between nature and high technology with the concept of symbiosis, which Kisho Kurokawa, the designer of KLIA has described as an airport in the forest which is the worlds first environmentally friendly airport. As a result, PPKLIA should blend a unique amalgamation of green (environmental concern) into the hotel since its greenery surrounding provides a vantage point to become a green hotel. PPKLIA utilizes this transformation as a repositioning tool to differentiate itself from its competitors in order to maintain its leading position in the market. One of the key features in creating green hotel is to reduce the energy consumption in the hotel. Based on a study by Page and Siminovitch (2000), an estimate roughly of 60 percent of lighting energy usage occurs during 9 am to 4 pm period when rooms are generally not occupied. Hence, by introducing of key cards systems which include an energy management features that control the lighting operation where the central computer determines occupancy status and adjusts energy consumption accordingly. It keeps the room constant at a minimal comfort level until a guest requests a more comfortable temperature. It will also switch off the lightning operation in the room automatically when guests are not present. According to Mr. Alex Chin, the director of sales of PPKLIA hotel year 2009, the installation of solar film coating at Degree 24-hour Restaurant and Travellers Bar and Grill help to reduce heat from the sun light that penetrate through the large clear windows and glasses. When heat reduced, the energy cost of air-conditioning would be reduced as well. Thus, this same concept would apply in the guest rooms as well to reduce heat and at the same time the furniture and fixtures in the rooms are also protected from ultra violet damage and should last longer and look much better. To assist in the spectacular metamorphosis of PPKLIA, the transformation program will be conducted in stages so as to minimize disturbance to guests and the properties will remain open throughout the transformation. The new key card system will be installing on the first year of the implementation of the objective for the third to sixth floor; while the remaining floors will proceed in the second year. At the same time of installing the new key card system, the solar coating firm will be installing as well. 8.1.2 Food and beverage outlets One critical attribute of successful hotel food and beverage outlets is their ability to appropriately respond to the changing needs of the market while maintaining a profitable operation (Siguaw and Enz, 2007). Thus, the key concerns on product development for PPKLIAs food and beverage outlets will focus on establishing a new themed restaurant. The purpose of having this new restaurant is to serve the needs of the future potential market from China and Japan. Although both of the targeted markets are from different culture and having distinct dietary habit, however, this strategy proposed on the concept similar to the Four Seasons Hotel in Canada that using only one food and beverage outlet with two dining rooms to provide the fusion of Chinese and Japanese cuisine. By having a single food and beverage outlet, the hotel can offer two dining rooms that differ in design, but it shares the same menu, chefs, line cooks, and kitchens. Compared to having multiple outlets, this approach allows the service staff members to provide greater attention to food quality and presentation, to focus on small details, and to deliver higher service levels via a small, highly qualified staff. The new themed food and beverage outlet will build at the second floor of the hotel building by using the closed down North Indian restaurant, Ashoka. The renovation for this new restaurant will implement on the third quarter of the year 2010. When the restaurant is ready for operation with an estimation of six months time from the renovation process to the ability of fully operate, the Chinese and Japanese market already been permeating into Malaysia and would helps in increasing the food and beverage sales to the business. The reengineering of menus and recipe will implement by stages where the first stage will starts on the year end of 2009. Performance measurement will carry out monthly for duration of six months; second stage will proceed if the outcomes fulfill the objectives. On the contrary, a new strategy may need to develop. 8.1.3 Spa In the late 1990s, hotel spas started to follow the path of other operating departments and transformed from support facilities to profit centers where it functions as the complements the lodging experience, drives occupancy levels, enhances average daily rate and provides a distinctive marketing advantage (Anderson, 2007). PPKLIA as a full service airport hotel shouldnt left out the development of its spa service since the demand of spa is increasing where it can create prolonged wellness that integrates and renews body, mind, and spirit. To fully develop the spa operation in PPKLIA, one should know that spas are no longer solely about frivolous self-indulgence and luxurious pampering. PPKLIA should enhance its product-service by adding in a wide range of choices of spa packages with different characteristics for different guests needs such as day spas, medical spas, mineral spring spas or club spas. PPKLIA may need to reevaluate and repackage it with a broader emphasis on self-care, stress relief, emotional balancing, and preventative wellness modalities. Since there is a lots of types of spa, PPKLIA may introduce a few spa type for market testing starting on the year 2009 and the testing may go for a year in order to capture the market preferences and then do repositioning on the following year to offer only one or two types of spa that is the best seller on the year 2009. 8.3 Pricing Strategy Price is a component of the marketing mix and the vehicle used in free enterprise to allocate limited resources. Therefore, organizations should put a great deal of effort into formulating their pricing strategies that integrates marketing and finance in an attempt to create an atmosphere of mutual satisfaction. The product-service attributes are combined with price to provide enough value to satisfy customers, while enabling the organization to cover costs and make adequate profit (Reid and Bonjanic, 2009). 8.3.1 Competitor-Based Pricing From the above competitor set analysis, it can clearly be seen that PPKLIA has the highest pricing when compared to its three other direct competitors. Therefore, PPKLIA should adopt competition-based pricing approach, which is the establishment of price based largely on those of competitors, with less attention paid to costs or demand. The firm might charge the same, more, or less than its major competitors (Kotler et al., 2006). According to Kotler et al. (2006), firms feel that the going price represents the collective wisdom of the industry concerning the price that will yield a fair return; meanwhile holding to the going price will avoid harmful price wars. PPKLIA may need to lower its room rate 20 to 25 percent with which mean the lowest available room rate should be in the range of RM 375.00 RM 400.00 considering the pricing of its main competitors is also close to this price range. A 5 percent of the current room rate will slashed for the first year and it can be adjust grad ually to a certain level that profitable to the business as well. There is another major reason to cut prices, as Kotler et al. (2006) stated, companies cut prices in a drive to dominate the market in the hope of gaining market share through larger volume. The price cutting of PPKLIA would lead its customer to perceive there is better value being offered in the hotel, thus increasing demand. 8.3.2 Product-Bundling Pricing The hotel should also implement product-bundle pricing where it combines several of hotels products and offer the bundle at a reduced price.

‘Lady Lazarus’ by Sylvia Plath. Essay

The poem ‘Lady Lazarus’ gives us an insight into the troubled life of the poet Sylvia Plath. She lost her father at an early age. Supported solely by her mother she went through a very rough childhood. In fact, Sylvia Plath escaped a near fatal accident in her childhood and went on to attempt suicide twice in the following years of her life. In the poem, Plath lets her emotions flow and sheds light on her distress. In this poem, Sylvia Plath uses Holocaust imagery extensively. The Holocaust, as is widely known, refers to the inhuman torture and exploitation of the Jews by the Nazis. The first mention of the gruesome Holocaust comes in the form of a comparison between herself and a Nazi lampshade. Unbelievable as it may seem, the Nazis used the skins of the Jews to make lampshades. Plath feels that she has been used in a similar manner. Throughout her life Plath had been in and out of hospital. So much so that she felt like an object on display; a mere, inconsequential living thing on which the doctors happily carried out various experiments. The Nazis used to take away all valuable articles from the Jews, including expensive fabrics like linen. Plath refers to her skin as Jew linen, again indicating that she was used as an object. Plath suffered a nervous breakdown in her childhood. To cure her, doctors had no choice but to use shock treatment, subjecting her to unbearable pain in the process. In the poem, Plath uses the word ‘charge’ which has a pun on it, referring to the brutal pain inflicted on her by the doctors. In this instance, a parallel can be drawn to the inhuman torture experienced by the Jews. In the poem, Plath refers to herself as a ‘valuable’ and a ‘pure gold baby’, which is again an example of Holocaust imagery. It is widely believed that the Nazis were so cruel that they not only used the Jews to do physical work but also used their bodies to make objects like soap. Their golden teeth were plucked out and melted to make valuables such as wedding rings. Their corpses were then burnt to erase all trace of their existence. The mention of all this in the poem makes us believe that Sylvia Plath considered herself to be stifled, oppressed and exploited, just like the Jews. Finally, a striking similarity is noticed in the manner in which Plath chose to end her life and the methods used to exterminate the Jews. The Jews were killed in gas chambers where poisonous gases devoured their internal organs. Plath committed suicide by putting her head inside an oven, and died as a result of gas poisoning. In my opinion this was perhaps because she felt herself so alike the Jews that she preferred to end her life in the very same manner. Thus, we can safely conclude that Holocaust imagery forms a significant part of Sylvia Plath’s poem ‘Lady Lazarus’. b) After critically analyzing the poem, the Holocaust imagery which has been used widely, seems fairly effective in conveying the poet’s message. It is clear from the poem that Sylvia Plath felt she has been driven to suicide by society as a whole. Evidently, she believed that life had been too unfair to her. This feeling stems from her childhood, when she lost her father. This horrific incident left a gaping void in her life. A major part of her moral support had been cruelly snatched from her. To add to this, Plath had a pitiable medical record. She made frequent visits to the hospital throughout her life. The excruciating shock treatment she received shook her completely. Once Plath got married, her personal life suffered even more. Her husband had been unfaithful to her, further aggravating her pitiable condition. Overall, Plath’s life was depressing to say the least. Plath was consumed by self-pity throughout her life. In this regard, the Holocaust imagery used by Plath is very effective and appropriate. It reminds us of history’s most vicious tale of cruelty. This justifies its use to depict Plath’s life. However, in other respects, the Holocaust imagery cannot effectively portray Plath’s life. An important reason being that the Jews always had the will to survive. They were members of an affluent community who were stripped off all their possessions by the Nazis. Plath on the other hand had attempted suicide twice. This is a glaring difference between Plath’s life and the Holocaust, making it quite ineffective in conveying her message. Another important difference is that the Holocaust was a planned genocide which involved the death of approximately six million people. Plath’s comparison seems quite irrelevant in this aspect, as she talks about the death of a single person (herself). Finally, one of the most important differences is that Plath considered death to be a performance. At the end of the poem, Plath says that she was about to rise like a phoenix, referring to her own death. To her, attaining death was like being resurrected, as she would be freed from her troubled life. Plath believed death to be a means of attaining victory over life. She clearly mentions that when she survived her second suicide attempt, it was a theatrical comeback. In comparison, the Holocaust was only about forcing people into giving up their lives. Thus, in my opinion, taking these factors and many more subtle differences onto consideration, the Holocaust imagery is fairly effective in conveying Plath’s message.

Intercultural Experience

To complete this assignment I went to a cultural festival in downtown Louisville called the trolley hop. At the trolley hop there were many different cultures and cultural foods. At the trolley hop there is a â€Å"flea off market† where you can visit many different booths that are set up and visit the many different food trucks with food from different cultures. There was also a concert going on with a Hispanic music group. Another thing you can do at the trolley hop is visit the many different art galleries on market street.At the trolley hop you can interact with people from many different cultures such as black, Asian, Hispanic, and Caucasian. The purpose of the Trolley hop is to help different cultures interact with each other and share a common medium which in this case is art. At the trolley hop you can see how the different cultures perceive things differently. For example one culture may see the passion and meaning in a piece of art whereas another culture may see the piece of art as meaningless.Another example is in America if we were to see a painting with nudity we would perceive it as inappropriate whereas in most European countries nudity in art isn't perceived as inappropriate but more as a norm in their culture. I interviewed a Hispanic woman, I met at the trolley hop, about her culture and how its different from the other cultures in America. I first asked her how about the different languages in her culture, she said, that most people in her culture speak Spanish but there is no national language of Mexico.I then asked her what religions are a part of her culture and she said, most Mexicans identify themselves as Catholics but there is also some protestants, Muslims, and Jews. After talking to her about the religions in her culture I asked her if she could tell me about what they value in her culture, she told me of how they have high value on family and how Hispanic families are usually large. She said that Hispanic families also love hosting parties and how their homes play a large part in Hispanic life.I also learned that Hispanic families are usually quite traditional in the way that the father is the authority figure and the women work in the home. I also asked her about the music in her culture and she said that the most common type of music in her culture is a style of folk music called Mariachi. For my final question I asked her what different holidays are celebrated in her culture and she replied by telling me of how they celebrate â€Å"The feast of our lady Guadalupe † which is celebrated on December 12th.She said that it is a major holiday in Hispanic culture, and it is celebrating the appearance of Virgin Mary. They also celebrate a their independence day on September 16th which was when they got there independence from Spain. There are many differences between the Hispanic culture and the American culture. The differences between the language spoken in the American culture and Hispanic culture is in the American culture the most spoken language is English while in the Hispanic culture the most spoken language is Spanish otherwise known to those of the culture as Espanol Mexicano, meaning Mexican Spanish.When it comes to values there are some differences between the Hispanic culture and the American culture, the differences are in American culture Americans give a lot of importance to their profession rather than their family. And in the American culture children are brought up to be more independent with less guidance from their parents. While in the Hispanic culture, Family comes first always and their profession comes second. In the Hispanic culture men work to earn money and women take care of the home and household chores.Children are not brought up to be independent in Hispanic families and instead are brought up with a lot of care and guidance from their parents. Some other differences between the American and Hispanic culture are the difference between religion in the Hispanic and American cultures is in the Hispanic culture most people are Catholics. And religion plays a very strong role in Hispanic lives. And all Hispanic festivals are centered around religion.In the American culture every citizen has equal rights to follow the religion they would like to follow. Most people in the American culture are Christians or roman Catholics. The difference between the music in the Hispanic and American cultures are in the Hispanic culture they mainly have Mariachi style which is a variety of folk music. While in the American Culture some popular genres include pop, jazz, country, and rap. And the American music industry is the largest in the world.Some similarities between the American and Hispanic culture are In the American culture religion is a everyday part of American life while in the Hispanic culture religion is also a part ion everyday Hispanic lives. Another similarity between the American and Hispanic culture is when it comes to cuisine i n the American culture it depends on your standard of living and what region you live in on what type of food you eat. This is similar to the Hispanic culture because the type of cuisine you eat depends on your standard of living and what part of Mexico you were brought up in.The similarities in holidays celebrated in the Hispanic and American culture are in the Hispanic culture they celebrate a holiday called â€Å"The Feast of Our Lady Guadalupe† which celebrates the appearance of Virgin Mary. In the American culture a similar holiday is celebrated called â€Å"Christmas† which is celebrating the birth of Christ. When it comes to Hofstede's cultural values there are many similarities and differences between the Hispanic and American culture.A difference between the Hispanic and American culture is that the Hispanic culture is more of an collectivistic culture meaning that they place a greater emphasis on family and loyalty to their family then on the needs of the ind ividual. While the American culture is more of an individualistic culture meaning they place more emphasis on individuality and responsibility for oneself rather than family. A similarity between the Hispanic and American culture is that both cultures are low context cultures meaning that people are expected to be direct and say what they mean .And both cultures value expressing yourself. Another similarity between the American and Hispanic culture is they are both High-Power distance cultures meaning they both have power concentrated in a few people such as a political party. For example America has a President and so does Mexico. Both Hispanic and American cultures are also Masculine cultures meaning that people tend to value traditionally masculine values such as ambition, and achievement. But according to Hofstadter's research, The American Culture values masculine values but not as strongly as the Hispanic culture.When it comes to time, American Culture is a Monochronic culture meaning people of the american culture treat time as a commodity. And believe in saving time,investing time, spending time, filling time, and wasting time. While the Hispanic culture is a polychronic culture meaning they perceive time as more fluid and less structured. Instead of treating time as a commodity that must be managed properly to avoid being wasted, they perceive time more like a never ending river flowing into the future.My reaction to what I heard, saw, and experienced is I never really thought about the differences between cultures. And this experience made me realize how different we all really are. And that depending on what culture we are from makes us the people we are. I learned that in the Hispanic culture they value family more over their profession while in American culture we are more about our professions then giving our attention to our family. I enjoy learning about other cultures and learning how they are different from the American culture I was brought up in.

Comparison of Parenting Styles - 948 Words

It can be said for most parents that they want their children to grow up to be successful contributing members of society. Being a parent is a difficult, yet rewarding task. But why do some types of parenting result in juvenile delinquency while others find success. There are four generally recognized parenting styles and are categorized: authoritarian, permissive, neglectful, and authoritative. This essay will break down the various styles, its type(s) of discipline and effectiveness. The authoritarian style of parenting is control focused and militaristic in approach. This parent has high expectations and demands strict obedience. They often rule by fear and punishment. Dr. Gwen Dewar states, â€Å"†¦ Little nurturing, lots of†¦show more content†¦Mike and Missy were indifferent to the kids’ physical appearance, hygiene, necessities, or grades. There were neglectful in meeting both the physical and emotional needs. â€Å"According to recent statistics from the Child Welfare Protection Services, 80% of child abuse and neglect victims developed at least one psychiatric disorder by the age of 21, including depression, anxiety, eating disorders and post-traumatic stress disorder. Moreover, children who experience abuse and neglect are 59% more likely to be arrested as a juvenile, 28% more likely to be arrested as an adult and 30% more likely to commit violent crimes† (Selvon). â€Å"Long-term mental health effects of neglect are inconsistent. †¦ not all adults neglected as children will suffer from these results. Some individuals are more resilient than others†¦Ã¢â‚¬  (Encyclopedia of Mental Disorders). Authoritarian, Permissive, and Neglectful parenting are obviously not the ideal. Thankfully there is one more style to consider. Authoritative Parenting is considered by researchers as the â€Å"best† way to parent. It combines the best of Authoritarian, structure and discipline, and Permissive, unconditional love and acceptance. The method of this parent â€Å"†¦emphasizes setting high standards, being nurturing and responsive †¦Ã¢â‚¬  (Dewar). The results for this type of parenting produces kids who are â€Å"†¦independent, self-reliant, socially accepted, academicallyShow MoreRelatedThe Mental Health Risk Associated With The Tiger Mom Parenting Style And How It Affects The Education Of Their1173 Words   |  5 PagesThe debate is on: The Mental Health risk associated with the Tiger Mom parenting style versus Western parenting style and how it affects the education of their kids. Recently we have been overwhelmed with the comments of strict parenting techniques used to enforce respect and discipline, education, and success. Attention has been focused on the 2011 book Battle Hymn of the Tiger Mother by Amy Chua. 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