Facilities in Hong Kong hospitality industry are not only taking the crucial role as a source of competitive advantage for businesses but also serve as the symbol of the renewed vigor of the industry to bring back the lost opportunity during the SARS epidemic in 2003. Particularly in hotel category, the Department of Health issued the category guideline in maintaining a SARS-free environment. This generally involves wiping of 1:99 bleach solution to floor coverings, beddings and furnishings with stronger 1:49 solution in case of body fluid contamination on the facilities. There is also a provision to regularly clean air-conditioning systems and immediately wash laundries (2003).
As a result, managers are expected to review the current expected life span of its faculties both in functional and aesthetic aspects. As there is a need to apply solutions to facilities and regular cleaning, wear-and-tear including mishandling are probable risks. There is also an apparent call for managers to secure a pool of talented workers/ employees since shortage of labor for the category is experiencing a decline (2006). In conjunction with this, incentive and promotional programs is an engagement appropriate not only for the purpose of retaining labor, but more importantly, to obtain the skilled and experienced ones. In this post-SARS period, managers are challenged to find the right people who can deter one of the biggest foreigner-expeller in Hong Kong’s tourism history.
Focusing further in the tourism sector which remains as the catalyst of future decisions of hospitality industry strategist, hotel category recorded the highest revenue per room in 2004 since the 21st century and increases its tourist arrival year-on-year at 40%. This is an indication that not only this category but also other categories like restaurant, clubs and bars have already renewed the trust of foreigners after the last year’s SARS epidemic. The figure, thus, is expected to remain at an increasing rate due to the supporting industries like the opening of Asia-World Expo, the 64-hectare Wetland Park and Hong Kong Disneyland ( 2005). Since these attractions are catered to different segments of the international market from business to family activities, the hospitality industry is also expected an upgrade/ expansion of its facilities for businesses to survive the competition and reap a share of the industry profits.
In effect, it is strategic for managers to get involve with property, sales and financial departments planning and implementation schemes. It is the former responsibility to integrate the inputs of these key departments particularly in facilities management. Questions like what to do when ergonomics in room spaces but the furniture that cause such difficulty is necessary due to its function or is there a need to replace the old telephone with internet facility to obtain new business model? These queries highly involve integration for better understanding of cost-benefit analysis. Commonly, business managers are gifted with conceptual ability to see the big picture in which other business units’ technical opinions have oftentimes overlooked.
Undoubtedly, the hospitality industry places its big investments in phasing-out, improving and acquiring facilities as the demand for its services are not only supported by relatively high purchasing power of local clients but also the tourist who come for personal, family and business activities as well. Facilities are considered as tangible resources of the industry wherein individual firms can derive competitive advantage. A restaurant which has an efficient cooking platform can serve numerous amounts of customers with speed and quality. It can also definitely cut costs from delay. This advantage, however, has limitation to be sustained since competitors can simply buy the same brand or design of such facility and still enjoy its efficiency.
Without triggering right synergy of capability, facilities itself are measured according to its flexibility, reliability, design, efficiency and aesthetic appeal. It means that the more a client/ customer can maximize its function at least cost, the more satisfaction its can provide him. Such an event can produce repeat and regular customers for the benefit of the industry. As a result, the management must continuously monitor its facilities current performance and so facilities audit becomes crucial. Second, it should be able to reserve a certain budget to resolve problems that occurred in audit. Third, it should determine the need for an action on whether to replace or improve the facility that is evaluated with underperformance rating. While this process is not automatic for all industry players, the manager’s role of identifying the effects of such actions to the reputation of the business is the most vital input of all.
As Intercontinental Hotel in Kowloon faces a waterfront location (Intercontinental Hotel, 2006), this serves as an advantage to attract customers. The positive externality of the view has provided the hotel with value-adding capability without cost directly applied in improving the view itself. However, the internal design of its rooms and lobbies are influenced by the view requiring transparent large windows with movable curtains. Thus, the advantage is not merely a walk-in-the-park for the management. Since the attention of the customer is in the harbor view, maintaining polished/ durable windows, clean curtains and telescopes are value-adding importance to realize the advantage of the view. It is also a useful strategy when the management coordinates to the local government in enhancing the surroundings of the harbor. This would entail donations or hosting of programs (firework display) for the improvement of the vicinity.
It is also to note that the hotel caters guests that are mostly foreigners. In this respect, it is appropriate that its modern facilities inspired by feng shui are explicitly explained to them. This is to avoid dissatisfaction due to inconvenience in using the facilities due to location restriction of the Chinese-originated tradition. Foreigners may not well-accustomed with such that can undermine the modernity of the hotel’s facilities. As a result, providing a comprehensive leaflet/ presentation of the interior of the rooms and the feng shui rationale of them becomes helpful. This would prevent the customer value to facilities being stranded in cultural differences. In effect, the intention of the management to highlight its globalized accommodation expressed in its facilities is maintained.
Since the suite rooms are commonly the ones that enjoys the harbor view at the comfort of their beds, the guest room customers are induced to locate the nearest spot within the hotel in order to share the experience. To enhance the convenience of this external facility, the management is expected to create an internal facility in which guest room customer will conveniently have a harbor view. This can be done by providing a common open floor wherein they can socialize as well as observe the tranquility of the view. Elevators are effective mode of transport to access this specific floor and so additional property development is required. Safety of the floor is also a prominent concern. As a result, there is the need to install security bars and fences in a manner that there will be no interference to the aesthetic value of the view.
The facilities management of Hong Kong’s hospitality industry is expected to receive high influence from cultural elements due to the bulk of foreigners visiting and using its services. In this aspect, it is required to balance its emphasis between Chinese traditions and adaptation to the vast cultures. It is important that convenience is prioritized in facilities of hotels while unique tradition can be applied to facilities such as restaurants. The basis of such strategy is the nature of service. Although at least half of 2004 visitors in Hong Kong are Chinese, the other half remained a vast mixture of nationalities. The example of how Intercontinental Hotel generalized the feng shui in its major facilities like I-Spa may have deducted customer value rather cultural preference. This calls for the consistency of modern theme all throughout the hotel.
Applicable to first class hotels like Intercontinental, the installation of wireless internet connection could be a daring but value-adding feat. Wealthy customers want their modern experience to show more and the latest technology could provide them of such. Further, the customization of food service from the restaurants who basically receive a pool of foreign customers must be included in planning and continuous differentiation of buffets being served. The opening of borders of the Mainland has also invited not only businessmen but also foreign nationals who are brought by their companies to work in China subsidiary. Also, the neighboring Macau continuous to be the one of the center of gambling in Asia that demand for hospitality centers will continue to intensify.
Finally, as this globalization and technological trends shows, facilities management in hospitality industry remains under the command of its suitability to serve different cultures. Being modern is one way to integrate the cultural differences of customers. As a result, it is of management decision on whether to make their service exclusive for several cultures like British or Chinese and exposed itself toward cultural constraints to satisfaction. This caution is on top of health and safety issues about probability of another SARS outbreak. In effect, there is a need for local policy to be strict in accepting foreign visitors in terms of pre-deployment. In the contrary, at the time they have passed the requirements and are able to land in Hong Kong border’s they must receive the best hospitality service available.
Credit:ivythesis.typepad.com
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