1. Sonja Blau Marina Förch Fitriani Hidayat Sarah Rostek Da Vittoria Entourage Hospitality Consulting Group Da Vittoria Entourage Hospitality Consulting Group Da Vittoria Entourage Hospitality Consulting Group

2. Mission Statement ‘ Our mission is to build up long lasting relationships with our valued guest by providing them exceptional services through our committed employees. Our value is to combine tradition with innovation to enhance their experience by personalized high quality service and consistency.’

3. Da Vittoria’s Motto “Where tradition and innovation fuse together to surpass our guests expectations.”

4. Organisational Chart Other staff: 6 Hotel Shop, Healtlh club, Room Service General Manager Ms Fercher Food and Beverage Director Conferences: 6 Restaurant Manager F&B Staff: 27 Rooms Divisions Director Hotel services: 33 Front Office Manager FO Staff: 15 Marketing & Sales Manager Finance Manager Human Ressources Manager

5. Positioning Strategy Combination of tradition and innovation with an European ambiance Providing a welcoming, comfortable atmosphere Targeting business people in 1st and 2nd quater Targeting leisure customers in summer season

6. HR (1) Flat organization  Improves working atmosphere Strong focus on team members  No firing Increased training  $ 36.416 in 5 years

7. HR (2) Results of training:  Less need of department heads  Empowerment  Working self dependent

8. HR (3)

9. Financial Results YearTotal Assets Growth P&E Value 0$2.830.000 $3.500.000 1$6.050.000 113% $4.810.000 2$9.200.000 51% $5.870.000 3 $13.640.000 48% $7.470.000 4 $18.480.000 35% $9.710.000 5 $ 26.000.000 40% $18.410.000

10. F&B (1) 1 Restaurant “La Rosa“ 2 Bars “Viva” and “Bella Mare”  2nd bar built because of high profit Restaurant revenue:  68% of total (year 5)  $284.484

11. F&B (2) Beginning: - Menu price: $21 - Supplier 1; menu type 1 Changes: - Improve menu type & supplier - Increase prices

12. F&B (3)

13. Rooms Divisions (1) Extension of rooms: 290  540 rooms Bedding mix in year 5:  100 single rooms  250 double rooms  140 king bedded rooms  50 suites

14. Rooms Divisions (2) Year 0: December:$ 100.12 Year 3: December:$ 105.65(Adaptation of price) Year 5: December:$ 104.07(Promotion of specials) WD Single: 119.99 WD Family: 119.99 WE Single: 99.99 WE Family: 99.99

15. Rooms Divisions (3) JulyDecember Year 023.06 %12.79 % Year 367.55 %52.52 % Year 559.30 %42.24 % Occupancy rate

16. Rooms Divisions(4) Refurbishment of Front Office - Year 2: Level 2 - Year 4: Level 3 Refurbishment of rooms - Year 2-5: 250 rooms Guest comfort - Complementary Items (Year 2: Level 4) - Room entertainment (Year 2: Level 4) Room service (Year 2)  Huge investments

17. Marketing (1) Key Success Factors Use of product, advertising medium and the weekly expenditure Increase of weekly expenditure Cooperative measurements Seasonality and demand Application of market research Widening networks Create a stronger brand image Targeting different marketing segments

18. Marketing (2)

19. Marketing (3)

20. Advisable Methods Product Advertising Medium Present expenditure $ Advisable Expenditure $ Meals Direct Mail Local Weekly Newspaper 3’300 320 6’600 1’280 Liquor Local Weekly Newspaper Independent Local Radio 320 185 1’280 1’295 Weekday Rooms Business Press Sunday Press 6’750 9’900 13’500 19’800 Weekend RoomsSunday Press9’900 ConferencesBusiness Press6’75013’500 Weddings/SocialSunday Press9’900 ToursSunday Press9’900

21. Forecast of Market Awareness Factor Year 0 – Dec. % Year 5 – Dec. % Increase in percentage % Forecasted percentage (%) in year 10 Market Share4.3524.7320.3845.11 Market Image Index 8.9053.8844.9898.83 Public Awareness Index 22.9145.8722.9668.83

22. Year Expenditures $ 1’042’780/ $ 26’000’000 = 0.04 0.04 x 100% = 4 % of total Assets MonthJan.Feb.Mar.Apr.MayJune Expenditure37’30059’12084’320 71’720 MonthJulyAug.Sept.Oct.Nov.Dec. Expenditure84’320 71’720113’120147’600133’200 Total Year 5 Expenditure: $ 1’042’780

23. Key Factors HR: - Training combines with empowerment - No dismissals Finance: - Constant investments (rooms) F&B: - Improving quality - Increasing price

24. Key Factors Rooms: - Extensions - Consistent refurbishments - Increasing guest comfort Marketing: - Heavy advertisement - Widening networks - Targeting different market segments

25. Business Status 4**** - Targeting business customer - Majority weekday rooms Facilities and service quality above The Palace, pricing strategy below Market share Year 0 : 4.5% Year 5 : 25 %

26. Future Plans Further concentration on team members Different training methods Continuous investments in refurbishments and technology Following new food trends Opening of a second property

27. Future Plans Gradually increase in yearly expenditure Long term investment Additional advertising media - Merchandising - Banking affiliations - Airline affiliations - E-commerce - Packaging

28. Comments of Entourage How we became so successful: About increasing menu and supplier: “It‘s like eating lobster in a Kebab Shop“ About our employees: “The most important thing is that our employees have fun!!!“ Our secret recipe: $39.99 “It‘s just a psychological number“ “The psychological number is growing on me“  “Not for conferences because it is serious!“ About money: “It‘s just one cent“ “We don‘t want cash“ “This program is more intelligent then we thought it was“

29. Mille Grazie