Hotel Part 2

7/30/2019 Hotel Part 2

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Table of Contents

Introduction: .................................................................................................................................... 3

Formulation of the Topic: ........................................................................................................... 3

Structure of Part II (TIS) ............................................................................................................. 3

Environmental Scan ........................................................................................................................ 3

SWOT Analysis for Holliday Villa Hotels & Suites Subang ..................................................... 4

Strength .................................................................................................................................... 4

Weakness ................................................................................................................................. 4

Opportunity .............................................................................................................................. 4

Threat ....................................................................................................................................... 5

Business Concept ............................................................................................................................ 5

Product and service description................................................................................................... 6

Various Beverages on offer ......................................................................................................... 7

Packaging .................................................................................................................................... 7

Service ......................................................................................................................................... 7

Value for Money ......................................................................................................................... 7

Understanding TMS ........................................................................................................................ 8

The target market and size .......................................................................................................... 8

Industry analysis and forecast ..................................................................................................... 8

The Profile of target customers ................................................................................................... 9

Business Potential ........................................................................................................................... 9

Why is this great idea? ................................................................................................................ 9

Competitor Analysis ..................................................................................................................... 11


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Competitive advantage and competition analysis ..................................................................... 11

Barriers to entry ......................................................................................................................... 11

Operation Strategy ........................................................................................................................ 12

Company description and business model ................................................................................ 12

Marketing Strategy........................................................................................................................ 13

Marketing Plan .......................................................................................................................... 13

Financial Model and business viability......................................................................................... 14

Exit strategies ................................................................................................................................ 18

Teams Strengths ............................................................................................................................ 19

Business Strategy .......................................................................................................................... 20

Long Term strategy ................................................................................................................... 20

Short Term Strategy .................................................................................................................. 20

Logo for the Holliday Villa Hotels & Suites QSR ....................................................................... 21

TIS Conclusion ............................................................................................................................. 21


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Introduction:

After completing my training at Holliday Villa Hotels & Suites Subang, I have realized that they

can very well expand them self into a separate fast food snacks center chain across the Malaysia.

As the hotel is a reputed brand but in off season their business is not so attractive at this is a

strong opportunity to expand into this sector and target the bottom of pyramid with a different

name and keeping the brand name intact, just extending your brand name to your new venture.

Formulation of the Topic:

Our new venture opportunity for the Holiday Villa Hotels & Suites Subang is of the most

beloved snack in Asia Samosa. The venture is to be a snack food chain centered on Samosa and

having the brand name of the Holliday Villa Hotels & Suites.

Structure of Part II (TIS)

In this report we have covered the following topics for starting a new venture or better to say

expanding into a new business line by the Holliday Villa Hotels & Suites Subang.

a. Business Concept and its Uniqueness

b. Understanding TMS

c. Business Potential

d. Competitor Analysis

e. Operation Strategy

f. Marketing Strategy

g. Financial Model and business viability

h. Exit strategies

i. Teams Strengths

j. Long and Short Term Strategy

Environmental Scan

At present the Holliday Villa Hotels & Suites Subang is already well reputed and well placed

hotel in its own market. But their target is mainly the tourists and top level people of the pyramid


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of the Malaysian society. Many of the renowned hotels in the same industry are already

diversifying as their business are not active in off season and after the recession the hotel and

hospitality business have had a big blow to their business in the whole world.

Diversification into other similar industry and targeting the middle class population to access thebigger mass has become the demand for the hour. After working at the Holliday Villa Hotels &

Suites Subang I have felt that because of various reasons the hotel have the capacity to diversify

into the Snacks chain build around samosa. As this will add a uniqueness in their product which

will be liked by a bigger mass and the brand value attached with the Holliday Villa Hotels &

Suites Subang will also pass on to the new venture.

SWOT Analysis for Holliday Villa Hotels & Suites Subang

Strength

The Holliday Villa Hotels & Suites Subang have a strong and renowned brand value

Cost of raising capital will not be much difficult for the Holliday Villa Hotels & Suites

Subang

Preparation of the menu items will be easier for the Holliday Villa Hotels & Suites

Subang as they already have experienced cook for their own menus.

Governance and management will be easier for the hotel for the new venture

Operational benefits as the Holliday Villa Hotels & Suites already have presence in

different cities the provision of central kitchen for preparation of the semi cooked

materials will be easier to handle

Weakness

No experience of diversification till date

Opportunity

20 million population to target

Unique way and product for the Malaysian market

Low cost and availability at prime locations

Target market segment is of mass so exposure to that market


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Diversified products and business ensures better risk adverseness in future from

recessions

Threat

Treat of dissolving the brand value Low cost entry for new players may increase the competition in future

Other already available snacks in local market

Business Concept

The idea centers on samosas, Asias most famous snack, which is enjoyed by millions around the

world every day. We aim to use the great advantages of a samosa and use it to fulfill an emerging

and unfulfilled need of our Target Market Segment. The samosa today is a self contained unit of

food, with various shapes and sizes, prepared in different ways, and filled with an unlimited

number of mixtures. This makes it not only easily adaptable by various parts of our country but

also makes it a base for innovative variants. We aim to utilize not only the immediate connect

that a samosa has with the masses but also the enormous possibilities that it offers. A samosa

though ubiquitious in our country, is hardly prepared or made in the same manner as is popularly

thought. Being an extremely versatile snack a Samosa has the following advantages when it

comes to the Quick food & Service format:

1. VersatileOne may put as many different types of filling as one can think and cook it in

many different ways.

2. Physical form Samosas can be triangular, dumplings or pyramidal and these options

give different samosas a different identity.

3. Packaging A samosa is a snack which is easy to pack and is in itself a well packaged

self contained meal.

4. Color Depending on the kind of dough one uses colors can also be added to

differentiate a samosa.

5. Emotional ConnectAll Indians share an emotional and mental connection with samosas

due to its ubiquity.

6. FlexibilityIt can either be treated / consumed as a snack or as a meal.


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The concept is to sell innovative and established regional variants of samosas as well as

beverages, in the form of a filling snack, packaged and marketed as a complete meal. This meal

will be designed specifically for a customers on-the-go food requirements. It looks to fulfill the

targeted segments need for hygiene, quick service, value for money and convenience in the form

of a quick bite at any time of the day. The aim is to use this iconic snack of our country, a

samosa, and fuse it with tastes from all around the world as well as offer regional samosa

variants, so as to give a contemporary experience to the customer. The choice of variants will be

a mix of various famous regional samosas, a few international flavours and signature samosas.

These samosas will be offered to our TMS with an option of salads, chatnis, curds, daals, pickles,

breads etc. Also combo meals of beverages, dessert, salad and the chosen samosa will be offered

at discounted rates. All these options will be designed, made, serviced and packaged keeping in

mind the needs of our TMS of quick service, tasty food, hygiene etc.

The entire model will work on a hub and spoke model with a central kitchen supplying pre-

prepared semi-cooked food to the different outlets situated in Mumbai (please see map on page )

Product and service description

Some of the few types of samosas which can be put on the menu are

1. Jumbo aloo Samosa

2. Chicken and Cheese Samosa

3. Keema malai Samosa

4. Grilled English Vegetable Samosa

5. Four cheese Samosa

6. Mango Pulp Sweet Samosa

7. Baked Alaska Samosa (Fried Samosa with cold ice cream in center)

8. Manchurian Samosa


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Various Beverages on offer

1. Chocolate Shakes

2. Cutting Chai

3. Fruit milk shakes

4. Carbonated Soft Drinks

5. Sweet/Salt Lassi

Packaging

Trendy and cool with various catchy colors, the packaging will be designed to be very easy to

carry and which can hold the samosa in a compact and efficient manner. Packaging will be

designed to advertise the outlets to those who see the package with someone else. The

organization will also implement as many green measures as possible for its packaging, like

using paper bags, no or minimal plastic etc. The packaging will also be designed so that it will

take minimal time for the staff to pack an order and serve it.

Service

All Service times will be between 1 to 8 minutes for all orders. Many fast moving orders will be

kept pre-prepared in heavy customer traffic hours so that they can be served within a minute if

required. A McDonalds model of product preparation will be used in this case. With a food

warmer kept in the middle, the order taker will be able to call for orders and have them packaged

and ready to t/away within a few minutes and at times within seconds.

Value for Money

All items will be priced between 20 100 RM. Also many economy packages, in the form of

combo meals, special offers, happy hours and discounts on bulk orders will be offered. This price

band has been chosen as there are very few organized players who operate in this band,

especially in the take away format. It also allows increased frequency in purchase for our TMS.

These attractive prices will also spur a lot of word of mouth activity since college and school


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going students as well as many working professionals has always been attracted to such value in

the food sector.

Understanding TMS

The target market and size

The Malaysian food market is valued at approximately $87 Billion. Retail food industry in

(2008) was pegged at $15 Billion. Branded players forms about 5% of about $20 Billion Quick

Service Restaurant (QSR) market in Malaysia. We actively compare ourselves to the QSR

market players in Malaysia, not to mention taking them as an input for our model since this is

one of the fastest growing and volume oriented markets.

Industry analysis and forecast

The market for the QSR industry segment is set to grow at 4 to 5% every year with organized

players contributing 10% of that. Every year, however, organized players are eating into the

market share of un-organized players. This means a growth percentage which is far higher for the

organized players than for the un-organized ones. QSR is expected to become a $35 billion

Industry in a less than a decade.

There are 20 million middle class Malaysian. They all have at least 3 meals a day. That means a

total of 300 million meals a day. Samosas looks at this great potential with enthusiasm since it

means that even if one could successfully target a miniscule percentage of these numbers, it

could lead to great volumes and revenues.

This seems an even better indicator in the light of the fact that the average urban Indian meal

time has been decreasing at an increasing rate, to almost half the time it was 2 decades back for

lunch. This is due the urbanization of many smaller cities and towns which are now on the same

trajectory as what the European and American populations were a few decades back in terms of

total time given to meals by the middle class and the number of meals had by all families had

together.


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The Profile of target customers

GeographicTier 1, 2 and 3 (to be targeted on a case by case basis) cities

Demographic age 14 to 35, urban, students, graduates, working professionals and young

families, single working women.

Socio economic Middle class especially those who do not have the resources to treat other

QSR brands as a regular meal option.

Psychographic inspirational, customers looking for an affordable snack / meal, with

convenience of quick service, which offers value for money, hygiene, variety of tastes and

association with an urban, cool and contemporary brand yet with the Indian feel and connection.

Business Potential

Why is this great idea?

Samosa is an iconic Asian snack that is loved by the masses of all regions and communities of

our country, yet it is not explored as an innovative central idea by any organized player. We have

seen that traditionally Malaysians love to eat their meals slowly. However the present urban life

demands more time out of all of us and hence we find ourselves cutting down on the time we

give to our meals. There is millions of urban middle class Malaysian commuting for hours every

day who needs to grab a quick bite. There is a great opportunity in fulfilling this need which is,

as of right now, being fulfilled by various established QSR players by default and not by design.

Along with this is the fact that Malaysian average meal times are reducing the same way the

European and American meal times did for their middle class a few decades back when their

economies saw the kind of growth that Malaysia is seeing right now. The culture of all family

members having meals together is also changing not only in urban India but also Urbanizing

Malaysia which represents a great opportunity for QSR outlets, especially the ones in the t/away

format. The more we see the break from the family meal culture, the higher the income levels

with greater individual independence, the more we expect people to have meal regularly at

QSRs.


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The customer today wants variation in their favorite Malaysian snack with the use of different

fillings, packaging and different ways of it being cooked. He is also growing very health

conscious and seeks tasty variations along with his need for health oriented snacks.

All these needs have been identified and we are providing solutions to these with our innovativeproducts.

So far staple food from all around the world has been experimented with and tested in different

countries in the form of fast food and later introduced in Malaysia pizzas, pastas, tacos, etc. No

one has done that for an Malaysian snack, and that too the most loved Malaysian snack.

With Malaysians eating out much more than before such a product can create a niche for itself in

a market, like QSR, which is set to become a $20 billion Industry in a few years. To give you an

idea, people in Bangkok eat out 45 times a month whereas the average middle class Malaysian

eats out only 8 times a month. This represents great potential for the QSR market.

Now with the help of the above scenarios and statistics we find that a Samosa is the one of the

best placed products to offer a solution to the needs of urban middle class Malaysians. In fact,

thanks to the versatility of the samosa and present technology we can now make health conscious

samosas which can be baked or steamed instead of being fried. They can have olive oil for the

crispiness instead of the normal vegetable oil, while those who still prefer the original taste can

have our deep-fried samosas.

They can be filled with vegetables to not only give the customer a feeling of fullness but also

wellness. A similar space has been exploited by Momos in this country but not in a focused or

organized way towards the concept of health or wellness.

So in a sense we have the following factors which make this idea feasible

1. Reduced meal timings

2. Change in food consumption patterns and culture

3. High Disposable income

4. Snack being treated as substitutes to meals

5. Need for a small, well packaged, hygienic, quick service meal and snack

6. Increase in the average calorie consumption of Malaysian


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7. Demand for new innovative tastes while still with an Malaysia feel

8. Demand for health oriented food choices and variety of tastes

9. Increase in prevalence of eating out culture

10.Demand for food convenience

Competitor Analysis

Competitive advantage and competition analysis

1. No branded/organized players which offer samosas as snacks, packages and marketed

specifically to our Target Market Segment.

2. No branded/organized players which offer a variety of samosas at the same location.

3. Very few branded or established players which offer such convenience to a customer

for on-the-go meals at such low prices (20100 RM)

4. No national or Urban player selling veg and non-veg samosas in an organized

fashion/with a focus on samosa as their USP/main product.

5. No player which has used samosas to fulfill the quick service meal requirements of

their customers as a strategy.

6. There are quite a few players who are offering snack and quick meals at the same

price as us, even though they may be offering different foods. However at our pricing

strategy we have to differentiate our brand, products, service in such a way that even

though we will be in a similar price band our offered value will seem higher to our

TMS

Barriers to entry

1. A crowded QSR market where most established players have outlets in almost every

commercially viable place.

2. QSR brands need heavy advertising, marketing and need to create many outlets

before they can become national/regional brands and hence bring in higher revenues

with more brand recognition.


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3. High rentals in the commercially important spots which either eat deep into

profitability or make many areas unviable for a new entrant.

4. For a product like Samosas, there will be a lot of competition from the local players

who may be able to give lower prices to the Target Market segment but only without

many of the other requirements being catered to.

5. Also research shows that once brands become famous customers are willing to pay

more for the same value than for other not-so well known brands. Also the ability to

draw in crowds with an established brand increases exponentially than for new

entrants especially with limited financial muscle.

Operation Strategy

Company description and business model

Samosas will work on a Hub & Spoke business model where a centralized kitchen will be

sourcing the semi-cooked raw material needs of the Samosas outlets/kiosks in the form of semi-

prepared samosas. For this the centralized kitchen will be preparing various mixtures and the

samosa flour sheets which will be transported to outlets twice a day to maintain freshness and

reduce wastage as well as make better use of manpower. These will then be used by the outlets

which will be constructed as takeaway kiosks, ideally 120 sq feet in area, at strategic locations,

next to commercial areas, close proximity to offices and colleges, BPOs, malls. We will be

placing these outlets (as shown in the map on page no) so that they may service areas with high

mobile volumes and moderate residential volumes. We will be looking at this model to help us

gain volumes for lunches, post lunches, evening snack and dinner timings.

The final preparation of the food items will take place at the outlet itself with the help of required

stock of semi prepared materials. These outlets will, prepare the required type of samosas andbeverages as per the order of a customer. The order will be on cash basis unless orders exceed a

particular level in terms of value. A kot (kitchen order ticket) system based on automated

ticketing will be used and this will be an inherent part of the overall accounting and billing

system which will also run on the same software for better accounting and sales measurement.


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For food production various end stage cooking equipment will be placed in these outlets like

deep fat fryers, stoves, chest freezers, food warmers etc. With the help of these, the fast order

taking process and the food stocking process (similar to the one with Mcdonalds) one can

prepare a samosa within 35 minutes of the order while maintaining freshness. For desserts this

time can be as low as a minute. Hence, all order taking, final preparation, packaging and sale of

all products on the menu will be done at these outlets while the kitchen will pre-prepare the

mixtures and flour sheets for these samosas.

We aim to open the first such outlet and the central kitchen at the same time, in the vicinity of

each other though at separate locations. The next 4 outlets will be made in the following year.

We first aim to target Kuala Lumpur making 11 outlets within the city after which we plan to

move to other cities using the similar hub and spoke model. Our aim is to target cities around

Kuala Lumpur and in Malaysia in the first 5 year and gradually keep on expanding.

Marketing Strategy

Marketing Plan

1. A company website will be made which gives the pertinent information regarding the

stores and the company.

2. Small hoardings and posters at various locations, especially coffee shops and other such

joints with high volumes, in the vicinity of the outlet.

3. Radio and local channels can be used but only after year 2 due to constraints in the

budget.

4. Sponsorship, stalls at various food related events in schools, colleges and offices.

5. Word of mouth is our primary channel of marketing.

6. Twitter can be used aggressively to market our brand as well as various social networking

websites.

7. Newspaper pamphlets in the neighborhood houses.

8. SMS campaigns can be used for the introduction of new outlets.

9. Competitions and special offers aimed at our TMS to keep them connected and involved.


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10.Loyalty programs will be introduced to build a loyal customer base.

Financial Model and business viabilityTotal number of customers expected on stabilization of unit in 8-10 months 300 per day

Profitability target per unit per month on stabilization30% to 35%

Profitability of the company at the end of 3 years 34.35%

Built up area per unit120 sq feet

Built up area of centralized kitchen400 sq feet

Food and Beverage cost25%

Revenue target per customerRM. 40

Estimated time of breakeven per outlet/unit 11 months per outlet

Estimated time of breakeven profitability for company 3 years approx

(Due to expansion plans that are funded by company profits and loans)

Seed Capital Requirement RM. 90 Lakhs

No of months after which cash flows are used for expansion: 19 months

Total number of outlets opened for 3 years: 11

3 year end results for outlet 1

284175 Total Customers11367000 Total Revenues

4015325 Total Operating Profits

35.32 Profitability %


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Number of employees with the salaries

2apprentices 3 junior chefs 1 main chef 1 sup chef 1 accountant

2drivers

4000 6000 15000 8000 10000 10000

Total 3 years major expenses

11225500 Total Samosa Spoke/Outlet Capital Cost

1500000 Marketing Expenses

9739400 Total Samosa Hub Costs

1500000 Total Expansion Costs + Miscellaneous

44964500 Total Outlet Var+Rec costs

Capital Cost Heads Unit 1/ outlet/spoke

Rent Advance 120 Sq feet 300 RM sq feet 36000 10 360000

Construction 120 800 96000

Deep fat fryer 1 34000

Chest Freezer 1 30000

Blender 1 11500

Steel Tables 3 5000 15000

LCD television 1 25000

Baking Oven 1 100000

Exhaust Hood 1 25000

Sink Unit 1 12000

Microwave 1 8000

Counter units 1 4000Computer 1 20000

Software 1 4000

KOT machines 1 8000

HR consultant 1 20000

Menus, Stationary and Printing, Menu Hoardings 20000

Legal & Liscence Costs 100000

Music System 1 4000Carbonated DrinksMachine 1 10000

Cooking Utensils 3000

Uniforms 14 7 employees 600 2 8000

Installation Costs 1 35,000Food warmers and steelrack 1 40,000

Steel racks Vertical 1 3000

Generator 1 15,000

2 Burner Cooking Stove 1 5,000

Training 3,000

DTH service 1 2000


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Total 1020500

Capital Cost Heads of the Samosa centralized kitchen

Rent Advance400 Sqfeet

1000000

Construction 200000

Installation 100000

Utensils 30000

Steel Working tables 30000

Uniforms 11 40000

Computer 20000

Delivery Van 200000

6 range stove 60000

Fridge 15000

Legal and Lisence Cost 200000Deep Freeze 60000

Software 10000

Dough Mixer 60000

Exhaust 150000

Tandoors 3 3000

Sinks 12000

Storage 25000

Total 2215000

2010-2011 2011-2012 2012-2013 2013-2014

NET PROFIT -29.84 19.52 23.59 27.60

-40.00

-30.00

-20.00

-10.00

0.00

10.00

20.00

30.00

40.00

NET PROFIT


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Breakeven for one samosa outlet

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35

MONTHLY SALES

MONTHLY TOTAL COSTS


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PARTICULARS 2010-2011 2011-2012 2012-2013 2013-2014

(8 Months) (12 Months) (12 Months) (4 Months)

INCOME

REVENUE 31,71,000 1,78,29,000 3,21,22,000 1,33,90,000

Less: EXPENDITURES

Food & Beverage 7,92,750 44,57,250 85,20,000 33,47,500

Packaging material 2,37,825 13,37,175 25,56,000 10,04,250

Rent 13,04,000 33,24,000 50,52,000 19,84,000

Maintenance 66,000 2,13,000 3,57,000 1,44,000

Materials 16,000 24,000 24,000 8,000

Printing and Stationary 66,000 2,13,000 3,57,000 1,44,000

Cleaning Supplies 26,400 85,200 1,42,800 57,600

Fuel 1,52,000 3,80,000 5,72,000 2,24,000

Electricity 1,98,000 7,10,000 11,90,000 4,80,000

Water 82,000 2,37,000 3,81,000 1,52,000

Salary 11,12,000 31,88,000 51,08,000 20,36,000

Phone and internet 26,400 85,200 1,42,800 57,600

Insurance 38,000 95,000 1,43,000 56,000

TOTAL 41,17,375 1,43,48,825 2,45,45,600 96,94,950

PBT -9,46,375 34,80,175 75,76,400 36,95,050

Exit strategies

The Exit strategy of the firm will be based on the following steps:-

1. Recovery of all the security deposits of the outlets rentals

2. Individual agreements will be entered into with people who wish to take over individual

outlets in case they require setups for their own food startups. This will help us also re-

employ all the staff which will be trained and have a substantial experience in food

service.


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3. In case these outlets do not find takers for such agreements we shall then concentrate on

selling off all assets as soon as possible.

4. The hub kitchen can then be converted into a take away kitchen which can prepare

Malaysian food which can cater to various localities in the vicinity.

5. The hub kitchen may also go through the same process as the outlets, in case we feel that

it is not feasible to start the t/away kitchen at that time, where we can try and locate

people who are interested in taking over the hub kitchen for their own food operations.

6. In case that does not happen we can then sell of all our assets in the central kitchen as

well.

7. The vehicles will be sold off and the cash will be used to purchase bikes in case we

convert the hub kitchen into a take/away kitchen.

8. The final goal is to sell off the business after it has been established as a quality t/away

business to anyone who wishes to run it so.

9. Since we would not invested in immovable assets hence assets liquidation will not be

such a big issue.

10.We will actively look at re-employing all employees with the owners of the outlets if and

incase people are interested in the proposition of taking over these outlets.

Teams Strengths

The team that shall be heading this venture will be having expertise in business analysis, hands

on experience on hospitality and food industry.

The Holliday Villa Hotels & Suites will be actively participating and helping the two experts in

formulating the extended business plan and will be constantly assisting and supporting them to

succeed in their venture. I will be also involved in the business implementation and will be

handling the operation of the business and especially the food items to be served will be testedby me.

The team looks at hiring a head chef who will look after quality control and kitchen operations.

He will also be required to start an R&D kitchen in the future for constant product development


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and innovation. Since the plan would require an fairly experienced and well versed kitchen

professional and he can be a partnership in the venture depending on his profile.

Business Strategy

Long Term strategy

The long term strategy includes the following:

1. To expand across Kuala Lumpur to over 35 outlets in 5 years from 11 in 3 years

2. To be able to build a brand as an innovative food t/away brand while still delivering value

to the TMS

3. To develop an R&D kitchen so as to offer continuous innovation to customers in terms of

offerings

4. To breakeven at year 3

5. To be able to start a franchisee model in various cities after the success of this model in

Kuala Lumpur.

6. To be able to foray into tier 3 cities after year 6 once those cities have developed an urban

culture to create the need for such a product.

7. To build a national brand by year 7 of start of operation

8. To have presence in all metropolitan cities in India by year 8

Short Term Strategy

1. To start 11 units for year 3

2. To reach budgeted profits and volumes and revenues for all units

3. To introduce new and innovative products at regular intervals for the outlets

4. To have innovative promotional strategies in the first 3 years

5. To create a strong regional brand by year 2

6. To create enough public awareness through PR activities and promotions


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Logo for the Holliday Villa Hotels & Suites QSR

TIS Conclusion

This is a very lucrative project for the Holliday Villa Hotels & Suites Subang as it is not only

giving them an opportunity to earn huge profits but also giving them an opportunity to expand

into an unexplored new venture and also diversifying their business.

The Holliday Villa Hotels & Suites will not face any competition in the new venture as it is a

totally unexplored area. Their operations and other amenities will not cost them much as they are

already in a similar business.

One of the very crucial and important part of the supplier for a particular business where

Holliday Villa Hotels & Suites will have an advantage of already existing supplier for their

hotels.

Arranging for finance form the banks or financial institutions will be eaiser for the existing good

running business into a new similar expansion with such high expected returns in a small period

of three years only.

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