Hospitality Consultancy & Management Food & Beverage Consultancy Mystery Shopper [Fi-Lo-Ve-Nia] Love for Strangers www.filoxenía.asia

The Big Picture It is a fundamental process of providing a hotel owner with the facts based information and tools to make informed decisions, resulting in a better top and bottom line. Mystery Shopper & Consultancy reviews and recommend to the owner that the hospitality company is properly managed and maintained to achieve the best value in the current market conditions from the investment in-line with the owner’s expectation regarding maintenance, financial returns, value creation, risk mitigation and guest satisfaction. To provide Mystery Shopper, Hospitality Consultancy, Hospitality Management. To develop, manage and provide consultancy for Food & Beverage operators.

Mission and Vision MISSION VISION To provide professional Hospitality Consultancy & Management through ongoing improvement recommendations that will financially benefit the owner, shareholders and other stake holders. VISION To be recognised as the leading Hospitality Management and Consultancy Company in Malaysia & South East Asia.

Key Points of Reflection Is the hotel achieving full market potential? Is the property adequately maintained? Are costs and expenditures controlled and justified? Are annual budgets realistically set? Is the 3 years’ financial plan set? Is new capital investment required? Does the operator have your best interest in mind? Are there quarterly and annual audits? Is there a proper pricing strategy ?

The Discovery Stage Conduct a strategic review of the property and location. Analyze the market conditions and competitor set. Identify and understand owner’s key objectives and concerns. Focus on key factors to understand the owner’s investment objectives, R.O.I. expectations, investment horizon and risk profile. To review and provide a comprehensive marketing and promotion plan. To review and provide recommendations regarding pricing strategy. To conduct an initial operational service audit.

The Plan During the initial strategic review, we will have an in-depth look into the following:- Comprehensive physical property review Detailed market review and competition benchmarking Review of historical operational and financial performance. Review of 3 years historical YOY P&L. Review of operator contracts, agreements and compensation. Supplier contracts review. Review of key GOP influencers (pay roll, utilities, other expenses) Based on the above information gathered, we will derive a set of key recommendations for change management in collaboration with the operator with the objective to improve P&L, Guest satisfaction, staff needs.

Performance Monitoring By strategic performance review, a detailed consultancy report will be provided and management proposal will be submitted to the operator. KPI’s to achieve will be: To increase the property’s overall revenue and GOP. To reduce Cost of Sales compared to historical records. Provide an operational strategy and promotion plan. Increase Digital and Online foot print. Identify specific training activities for different departments. (possibly HRDF claimable)

Performance Monitoring Market supply and demand updates. Competitive benchmarking analysis. Performance analysis against budget and prior years. Review of sales and marketing activities. Revenue analysis and cost control. Pricing strategy and (seasonal) promotional activities. Review of operator charges, contract compliance and compensation. Review of guest satisfaction surveys and key comments. FF&E control. Operational improvement reports across all departments.

Planning & Budget Short and long term planning includes both operational and capital budgeting which includes:- 3 or 6 months forecast. Annual Business Plan. Budget Reviews. CapEx planning. Monthly financial review and 3 months future activities. 3 months marketing and promotional plan.

Projects & Strategic Decisions We will look into various projects and other ad-hoc issues that will emerge which will require a managerial approach: Staffing and Human Resource Management and Training Need Analysis. Management Information Systems. Sustainability and energy management ( “Green”). Preventive maintenance. Property refurbishments and renovations. Third party contracts and agreements. Compliance and legal issues. Property licenses.

The Team We will assemble a dedicated team of hospitality professionals who will be assigned with the following experiences: Credentials in hotel development and operations. Hands-on hotel experience both in Revenue & Operations. Able to understand the operator with the interest of the owner. Provide professional Executive feedback on operations, profitability, cash flow and return on investment. Provide evaluation on future expansion and acquisitions.

Leonard Theng Director & Co-founder 18 Years in Hospitality. Worked in Malaysia, United Arab Emirates and China. Worked for Shangri-La Group and Accor Group Spear headed 4 Pre-openings and 1 Re- branding. Areas of expertise are :- Sales & Marketing Revenue Management Reservations Overall Hotel Operations

Michael N. van Ommen Director & Co-Founder 18 Years in Hospitality. Worked in Malaysia, South Africa, Europe, China and Indonesia. Worked for Mandarin Oriental, Hyatt and Mövenpick. Spear headed 5 Pre-openings. Areas of expertise are :- Food & Beverage Rooms Division Revenue Management Overall Hotel Operations

Thank you. www.filoxenía.asia