A PROJECT REPORT

On
OPERATIONS OF SALES AND MARKETING DEPARTMENT & EMPLOYEE
ENGAGEMENT IN RADISSON BLU, CHANDIGARH

In partial fulfilment of the requirement for the award of the

POST GRADUATE DIPLOMA MANAGEMENT

(PGDM)

From

Balaji Institute of International Business

(BIIB), Pune

SUBMITTED BY:
VASUDHA BERRY (IB1816106)
PGDM (INTERNATIONAL BUSINESS)
Batch (2018-2020)

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 DECLARATION

I VASUDHA BERRY, hereby declare that the project entitled “OPERATIONS OF SALES &
MARKETING DEPARTMENT AND REVENUE ANALYSIS OF RADISSON BLU” is based on my
learning at “RADISSON BLU”, Chandigarh under the guidance of “MRS. PROMILA
DESWAL”.

I further declare that this project report is my original work and based on the findings
during the project and is submitted as per the requirement of PGDM curriculum.

This project report would not be published or submitted to anybody or any

institute/University for any award of degree, diploma, fellowship or other similar
title or prices in and no other person will be allowed to copy from this project in
any other form. The data gathered for this report will not be made public and will
be kept confidential, except for academic purpose.

All the findings and analysis in this project report are true, authentic and
impartial.

Date: 25/06/2019

VASUDHA BERRY

(IB 1816106) – PGDM (IB)

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 ACKNOWLEDGEMENT

The internship opportunity I had with Radisson Blu Hotel, Chandigarh was a great
chance for learning and professional development. Therefore I consider myself as a
very lucky individual as I was provided with an opportunity to be a part of it. I am also
grateful for having a chance to meet so many wonderful people and professionals who
led me through this internship period.

I extend my sincere thanks to Mrs. Promila Deswal (HR. Manager) for their continuous
guidance and supervision to help me make this project successful and a learning
experience for life.

I wish to express my indebted gratitude and special thanks to Mr. Lakshit who in spite
of being extraordinarily busy with his duties, took time out to hear, guide and keep me
on the correct path and allowing me to carry out my project work at their esteemed
organization.

I would also like to express my deepest thanks to my College Director “Dr. SURESH
CHANDRA PADHY” and internal faculties for giving us this opportunity to get the
first corporate exposure and supporting us throughout this journey. At last I would
like to acknowledge the support and encouragement rendered by our friends and
family.

Sincerely,

Vasudha Berry

Date: 25/06/2019

Radisson Blu, Chandigarh.

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 Table of Contents

[Link]. Chapter Page No.

Title
1. Certifcate 1

2. Declaration 2

3. Acknowledgement 3

4. Executive summary 5

Chapter 1 :
1.2. Industry Scenerio
6-9
1.3. Introduction to the company 10-15

5. 1.4 Company Profle 16-22

1.5 Competitor Analysis 23-25

6. Chapter 2: Literature Review 26

Chapter 3: Objectives 27
7. Theoretical Background 36-
43
Chapter 4: Research
Methodology
4.1. Research Method
4.2. Research Type
4.3. Tools Used
8.
44-
4.4. Data Analysis Techniques
45
9. Chapter 5: Data Analysis & Findings 45-49

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 10. Reccomendations 50

11. Limitation 51
Bibliography 52
12. Annexure 53-54

EXECUTIVE SUMMARY:

Radisson Hotel belongs to Carlson Group which owns numerous other brands like
Regenta and Country Inn and Suits. The company has numerous properties of
Radisson among them Radisson Blu Hotel Delhi is the oldest of the Delhi. The property
is of high repute which has served numerous guests who have also been the guest of
our country. It is still considered the best hotel near the Airport. When the hotel was
constructed there was no other hotel near the Airport. Now, numerous other hotel
chains have come up near the Airport. The project discusses the competition set of
hotels of Radisson Blu Hotel Delhi. Now, the hotel is facing some stiff competition from
other hotels that are functional near it. Although, the list is quite long if we count the
number of hotels functional near the Airport. But, the hotel has set up a competition
set for its own. We have also discussed the parameters on which the competition set
is made. It is understood by the facts and data provided by relevant sources in the
project that the industry is growing at a considerable rate.
Have also discussed the operations of sales and marketing department and their
functions along with the revenue analysis of Radisson and the revene generated from
each department along with the competitor analysis of Radisson blu.

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 What is a Hotel?

A hotel is an establishment that provides lodging and usually meals and other services
for traveller and other paying guests .The provision of basic accommodation, in times
past, consisting only of a room with a bed, a cupboard, a small table and a washstand
has largely been replaced by rooms with modern facilities, including en-suite
bathrooms and air conditioning or climate control. These days some more additional
common features are also found in hotel rooms like telephone, an alarm clock, a
television, a safe, a mini-bar with snack foods and drinks, ironing facilities and
facilities for making tea and coffee. Luxury features include bathrobes and slippers, a
pillow menu, and jacuzzi bathtubs. Larger hotels may provide additional guest
facilities such as a restaurant, swimming pool, ftness center, business center,
childcare, conference facilities and social function services. Hotel rooms are usually
numbered (or named in some smaller hotels) to allow guests to identify their room.
Some hotels offer meals as part of a room and board arrangement. In the United
Kingdom, a hotel is required by law to serve food and drinks to all guests within
certain stated hours. In Japan, capsule hotels provide a minimized amount of room
space and shared facilities. A capsule hotel is a type of hotel with a large number of
extremely small "rooms" (capsules) intended to provide cheap and basic overnight
accommodation for guests not requiring the services offered by more conventional
hotels.

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 Types of Hotels

Classifcation is based on many criteria and classifying hotels into different types is
not an easy task. The hotel industry is so vast that many hotels do not ft into single
well defned category. Industry can be classifed in various ways, based on location,
size of property etc.
The following are a few basic types of hotels:
1. Based on location- The city location plays a very important role when it comes
to choosing a hotel. The hotel is required to be located in the heart of the city
for leisure travellers and the hotel is expected to be located near the respective
work place for business travellers.

 City centre: Generally located in the heart of city within a short

distance from business centre, shopping arcade. Rates are normally
high due to their location advantages. They have high traffic on
weekdays and the occupancy is generally high.

 Motels: They are located primarily on highways, they provide lodging to

highway travellers and also provide ample parking space. The length of
stay is usually overnight

 Suburban hotels: They are located in suburban areas, it generally have

high traffic on weekend. It is ideal for budget travellers. In this type of
hotel rates are moderately low.

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  Airport hotels: These hotels are set up near by the airport. They have
transit guest who stay over between flights. Resort hotels: They are
also termed as health resort or beach hill resort and so depending on
their position and location. They cater a person who wants to relax,
enjoy themselves at hill station. Most resort work to full capacity during
peak season. Sales and revenue fluctuate from season to season.

 Floating hotels: As name implies these hotels are established on luxury

liners or ship. It is located on river, sea or big lakes. In cruise ships,
rooms are generally small and all furniture is fxed down. It has long
stay guest.

 Boatels: house boat hotels are referred as boatels. The Shikaras of

Kashmir and Kettuvallam of Kerala are houseboats in India which offers
luxurious accommodation to travelers.

 Rotels: These novel variants are hotel on wheel. Our very own "palace
on wheels" and "Deccan Odessey" are trains providing a luxurious hotel
atmosphere. Their interior is done like hotel room. They are normally
used by small group of travellers.

2. Based on Size of Property- The main differentiation for the categorization of

hotel is by size the number of rooms available in the hotel. Small hotel: hotel
with 100 rooms and less may be termed as small hotels.

 Medium sized hotel: hotel which has 100-300 rooms is known as medium
sized hotel.

 Large hotels: hotel which have more than 300 rooms are termed as large
hotels.

 Mega hotels: are those hotels with more than 1000 rooms.

 Chain hotels: these are the groups that have hotels in a number of
locations in India and international venues.

3. Based on the Level of Service- Hotels may be classifed into economy, and
luxury hotels on the basis of the level of service they offer.
 Economy/ Budget hotels: These hotels meet the basic need of the guest
by providing comfortable and clean room for a comfortable stay.

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  Mid market hotels: It is suite hotel that offers small living room with
appropriate furniture and small bed room with king sized bed.

 Luxury hotels: These offer world class service providing restaurant and
lounges, concierge service, meeting rooms, dining facilities. Bath linen is
provided to the guest and is replaced accordingly. These guest rooms
contains furnishing, artwork etc. prime market for these hotels are
celebrities, business executives and high ranking political fgures.
Example: Hyatt Regency, New Delhi.

4. Based on the Length of Stay- Hotel can be classifed into transient,

residential and semi residential hotels depending on the stay of a guest.

 Transient Hotel: These are the hotel where guest stays for a day or even
less, they are usually fve star hotels. The occupancy rate is usually very
high. These hotels are situated near airport.
 Residential hotels: These are the hotel where guest can stay for a
minimum period of one month and up to a year. The rent can be paid on
monthly or quarterly basis. They provide sitting room, bed room and
kitchenette.

 Semi residential hotels: These hotels incorporate features of both

transient and residential hotel.

5. Based on Theme- Depending on theme hotel may be classifed into Heritage

hotels, Boutique hotels and Spas.

 Heritage hotel: In this hotel a guest is graciously welcomed, offered room

that have their own history, serve traditional cuisine and are entertained
by folk artist. These hotels put their best efforts to give the glimpse of
their region.

 Ecotels : these are environment friendly hotels these hotel use eco-
friendly items in the room. Example: Orchid Mumbai is Asia frst and most
popular fve star ecotel.

 Boutique hotels: This hotel provides exceptional accommodation,

furniture in a themed and stylish manner and caters to corporate
travellers. Example: In India the park Bangalore is a boutique hotel.

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  Spas: is a resort which provide therapeutic bath and massage along with
other features of luxury hotels in India Ananda spa in Himalaya are the
most popular Spa.

6. Based on Target Market- These hotels are constructed as per the segment it
wants to target.

Commercial hotel: They are situated in the heart of the city in busy commercial
areas so as to get good and high business. They cater mostly businessmen.

Convention hotels: These hotels have large convention complex and cater to
people attending a convention, conference.

Resort hotels: These leisure hotels are mainly for vacationers who want to relax
and enjoy with their family. The occupancy varies as per season. The
atmosphere is more relaxed.

Suite hotels: These hotel offer rooms that may include compact kitchenette.
They cater to people who are relocating act as like lawyers, executives who are
away from home for a long business stay.

INTRODUCTION

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 INDUSTRY Hospitality, Hotels & Tourism

FOUNDED 1909

HEADQUARTERS Minneapolis, Minnesota, U.S.

AREA SERVED Worldwide

KEY PEOPLE Trudy Rautio, President & CEO

PRODUCT Hotels & Resorts

FOUNDER Edna Dickerson

No. OF EMPLOYEES More than 14000 (2018)

WEBSITE [Link]

RADISSON BLU
The frst Radisson hotel was built in 1909 in Minneapolis, Minnesota, United States. It
is named after the 17th-century French explorer, ranger and furrier Pierre-Esprit
Radisson. The hotel was purchased in 1962 by Curt Carlson (1914–1999).

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Radisson Hotels & Resorts is a worldwide chain of 435 hotels with a total of
102,000 guest rooms, in 61 countries.

Radisson Hotels & Resorts is one of the leading, full-service global hotel companies. It
has its business over 420 locations in 73 countries. They are passionate about “Yes I
Can!” service philosophy which empowering the employees to make sure that they
are entirely satisfed for the duration of the stay. This is a major international hotel
company. In 1962 the establishment was bought by Curt Carlson (1914-1999) as it is
still owned by Carlson. With the headquarters of the parent company Carlson; the
companies are located on the suburbs of Minneapolis, Minnesota, the city where the
frst Radisson Hotel was built. The company started the business with around 250
staffs. Fifty feminine staff survived in the hotel as did some of the chefs.

Radisson Blu has a long and successful history of delivering truly leading edge, stylish
and sophisticated international hospitality – dating back more than 50 years to the
highly acclaimed launch of the world’s original Designer Hotel.

Today, Radisson Blu is bigger and stronger than ever. Now, the leading upper-upscale
hotel brand in Europe, with more than 380 hotels open or under development around
the globe; powerful growth – and a brilliant, dynamic reputation.

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 BRAND POSITIONING STATUS
Brand positioning statement for frequent travellers, Radisson is the only upscale, fully
service hotel brand where you feel treated like a individual because you receive
genuine hospitality at every point of contact. In2008 – 2009, they evolved the
business portfolio to focus on hospitality and travel. They are now a global leader in
that space thanks to the strengths of o their hospitality and travel brands— Radisson,
Country Inns & Suites By Carlson Park Inn by Radisson, Park Plaza , T.G.I. Friday’s,
Carlson Wagonlit Travel (CWT Carlson is one of the classic success stories in the
American free-enterprise system. Starting in 1938 with an idea and a USD 55 loan,
entrepreneur Curtis L. Carlson (1914 – 1999) founded the Gold Bond Stamp Company
in his home town of Minneapolis, Minn. His company allowed grocery stores, drug
stores, gas stations and other independent merchants to use his collectible “Gold
Bond Stamps” to drive customer loyalty and to distinguish themselves from their
competitors.

Key Features of Radisson Blu

Yes I Can!
When you stay at Radisson, you will experience our Yes I Can! spirit of service that
ensures that we are always ready to greet, treat, and serve you in a way that exceeds
your expectations.
100% Guest Satisfaction:
Our goal at Radisson is 100% guest satisfaction, which we guarantee. If you aren’t
satisfed with something, please let us know during your stay and we’ll make it right
or you won’t pay. It’s guaranteed.
Online Price Guarantee:
On [Link] you will get the best price online - we guarantee it. When you book
your reservation on [Link], you can be confdent you’ve gotten the best price
for your next visit.
High –Speed Internet:
Stay connected at Radisson hotels with our High-Speed Internet. Plug into this great
value and stay productive.
Business Class:
Enjoy a Business Class stay, with upgraded amenities and services that help you work
and relax. Book a Business Class room for your next trip and discover how truly
enjoyable your stay can be. Visit [Link]/business class for more details.

Grab & Run:

For the busy traveller, enjoy our complimentary Grab & Run breakfast. As you leave
the hotel, from 5 a.m. until the restaurant opens (at most locations), grab a cup of
coffee, tea, or bottled water along with fresh fruit and energy bars, all available in the
lobby.

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Hour Xpress Laundary:

Need clean clothes in a hurry. Utilize our 3 Hour Express Laundry service. Just bag up
your laundry, call the front desk and we’ll return your items fresh, clean, and pressed
within 3 hours.

Express Check-Out:

For our guests in a hurry, take advantage of Radisson’s Express Checkout, which
offers the option of sending an invoice by email, mail or a quick pick-up at the
reception desk.

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 Radisson Mission & Vision
VISION
- To be the company of choice for guests, owners and investors.
Whenever a guest plans a trip, or an investor or owner is thinking of a partner,
or whenever someone is looking for a job in the hospitality industry, they will all
think of Radisson Hotel Group frst.
MISSION
- Always positive, always smiling and always professional, Radisson people set
Radisson apart. Every member of the team has a dedication to Yes I Can!
hospitality – a passion for ensuring the total wellbeing and satisfaction of each
individual guest. Imaginative, understanding and truly empathetic to the needs
of the modern traveller, they are people on a special mission to deliver
exceptional Extra Thoughtful Care.

KEY AMENTITES:-
[Link]-equipped gym
[Link]-purpose sports court
3. 24-hour room service
4. Sauna facilities
5. Indoor pool
[Link] rental desk
[Link] exchange
[Link] service
9. Luggage storage

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STRUCTURE OF HOTEL INDUSTRY:

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 RADISSON BLU PROFILE
Iconic, stylish and sophisticated, Radisson Blu creates excitingly individual hotels for
individual minds. They delight travel savvy, modern guests with a genuine, inviting
ambiance. and create excitement with our stunning, leading edge design. And strive
to engage each and every guest through our innovative and very relevant range of
holistic facilities and services, including fast Free Internet. Radisson has packaged it all
neatly together, with our unique Yes I Can! service ethos and our 100% Satisfaction
Guarantee.
It’s a perfect equation that adds up to a highly individual - and unforgettable
– 360° hospitality experience, unrivalled anywhere in the world today.

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 LOCATION
Radisson Chandigarh Zirakhpur is an upscale
and full service hotel, located just few minutes
away from chandigarh Airport and the
Chandigarh-Patiala highway. Our 104
contemporary rooms and suites are equipped
with a host of modern coveniences while the
meeting and banquet halls can be tailored to
suit celebrations and events of all
kinds and sizes.

ACCOMODATION
164 contemporarily styled and spacious
guestrooms including 25 suites ranging from
409 sq. ft. (38 sq. m) to 1981 sq. ft. (184 sq.
m). Hotel caters to the needs of discerning
travellers with its business facilities and a
Café Delish serving breakfast and evening
cocktails.

All Accommodation Offers:

 Wired and wireless broadband Internet
access
 Work station with dual-line telephone and media hub connectivity
 40” television with international satellite channels
 MP3 docking station
 Fully stocked mini bar

SERVICES & FACILITIES

 Group check-in and check-out
 Business Centre providing conference services, courier services, rental of
equipment and secretarial services
 24-hour room service
 Laundry and valet services
 On-site parking
 Foreign currency exchange service
 Babysitting by prior arrangement
Wireless Internet access in public area

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Radisson offers advanced cardio equipment, weight machines and free weights to
ensure a good workout and personal trainers to guide you through your routine. Our
rooftop swimming pool is a haven of serenity.

The all-day dining restaurant features 4 interactive live counters with authentic Asian,
Italian, Middle Eastern and Western cuisine. Our dessert counter also features a retail
section where all the items on display can be purchased or ordered including wedding
and birthday cakes
The all-day dining restaurant features 4 interactive live counters with authentic Asian,
Italian, Middle Eastern and Western cuisine. Our dessert counter also features a retail
section where all the items on display can be purchased or ordered including wedding
and birthday cakes.

The bar at Radisson Blu Chandigarh is an ideal retreat for a relaxed evening in a
perfect warm and inviting setting. This stylish bar features an extensive beverage
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 list which includes whiskies, single malts, champagnes, imported and local wines
and beers, exotic cocktails and mocktails to suit all tastes.
CONFERENCES AND BANQUETS

This space is an ideal venue for Roka, birthday celebrations, bachelor parties,
engagements, couple kitty parties, farewells and corporate bookings.

BALLROOM
Radisson offers more than 6600 sq. ft. of meeting space including a 5400 sq. ft.
ballroom which is ideal for meetings, conferences and private parties. This flexible
meeting space is divisible into three sections for smaller events. Additionally, the
hotel offers 3 boardrooms apt for smaller meetings and discussions.

All event venues are well appointed with state-of-the-art technology infrastructure
offering broadband and Wi-Fi connectivity. We add a touch of Radisson with our
dedicated Event Planning Team who will cater to your everyday need.
Outdoor Catering - Let Radisson bring Luxury to your event.
Radisson offers outside catering for large no. of people. Our custom event design,
attention to every detail and personalized service will ensure every occasion
celebrated with us is a memorable and enjoyable experience. We pride ourselves in
offering 5-star services along with the highest variety of cuisine and quality food
prepared with professional care and attention. Trust the organization and execution of
your special event to the Radisson team of professionals.
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STRENGTHS OF RADISSON BLU.

1) International Brand of High Repute- The brand Radisson Blu Hotel Delhi
belongs to Carlson Group of hotels. Carlson began with one hotel located in
downtown Minneapolis, in the heart of the Midwestern U.S. This hotel of
Carlson has set new standards for its era. Today, Carlson’s hotel business has
grown one of the most dynamic portfolios in the business. It is a portfolio that
has expanded one by one, brand by brand, country to country, to represent
some of the world’s most respected hotel brands, Radisson, Country Inns &
Suites By Carlson, Park Inn by Radisson and Park Plaza. II.

2) Locational Edge- The Radisson Blu is the closest hotel to Chandigarh

Airport and is 10 minutes from the domestic airport. The Radisson Blu Hotel
has a fleet of luxury cars to transport you to experience the best of New
Delhi. The main shopping areas like shopping malls in Chandigarh, are
located nearby. The hotel is located next to the toll on the National Highway,
giving easy access to the city & airport both

3) Widely well Accepted F&B options – The Radisson Blu Hotel offers a wide
variety of F&B options in the hotel. The flagship restaurant of café Delish is
located inside the hotel. The R-Lounge R-The Lounge is the perfect spot for
those unhurried business meetings. Spread over an area of about 3500 [Link].
with 54 seat covers, R-The Lounge has been conceived and designed by
interior designer. It has a wide variety of savouries, exotic teas, coffees,
snacks and drinks to exquisite delicacies The extensive menu at lounge, now
offers its guests both national and international specialties. Freshly prepared
delicacies from across the globe, an interactive kitchen featuring changing
daily themes and a select a la carte menu featuring world cuisines all cook
up an appetizing dining experience. The Lounge provides a perfect venue for
business meetings and personal rendezvous. Guests can enjoy a leisurely
afternoon tea with pastries and savouries, or end their evenings with a wide
range of cocktails and wines.

4) Spa of International Standard- the Spa is India’s fnest urban spa, offering
a complete wellness experience with a choice of massages and the right
blend of Asian traditions and European therapies. In all its detail—its self-
contained, opulent-themed suites are equipped with a one of a kind aqua bed
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 that offers a floating experience, Vichy shower, hamam table and experience
shower—the spa is designed to comfort, pamper, relax, replenish and
rejuvenate. The hotel offers excellent transit packages. The guests may stay
in the hotel for rest for some hours.

5) GRAB And RUN- Radisson Blu Hotel Chandigarh believes that the guest
needs something nutritious for breakfast. The guest may have breakfast on
the go with no time for a sit-down breakfast. The hotel offer the Grab & Run
takeaway breakfast. Tea and coffee in disposable cups along with fresh fruits
and energy bars are available on a special table in the lobby so that none of
our guests miss out on the most important meal of the day. From Monday to
Sunday, from 5am to 7am, a contemporary buffet awaits hotel guests, with
freshly brewed coffee, a selection of teas, skimmed milk and bottled water.
Now, a range of healthy and nutritious items have been added to the Grab &
Run menu, including seasonal fruit like apples, peaches, plums and bananas,
and energy bars with low sugar, low cholesterol and low fat content.

WEAKNESS OF RADISSON BLU

I. Limited Room Inventory- The hotel has only 104 rooms functional. At
times, the reservation has to deny guests due to limited inventory.
Although there are 256 rooms, but the remaining are under renovation.
The hotel has base category, superior rooms and suits. But the majority is
under renovation. Due to low inventory, the hotel incurs a high fxed cost
per room.

II. Very Far Stretched Renovation- Some part of the hotel has been under
renovation for last couple of years. Initially, it was the lobby, then 34
rooms, two restaurants and spa. Later 75 19 rooms underwent renovation.
Currently, the remaining 152 rooms, banquets and a restaurant is now
under renovation. The exterior beauty has also been spoilt because of the
renovation. The renovation is taking place in two separate blocks which
are not functional currently. Since some rooms are located near those
blocks, if they are assigned to guests, they feel disturbed with negligible
noise that comes. Apart from that, there is a lot of dust which enters into
the guest area. The hose keeping has to be on toes to keep it neat.

III. Limited Superior Category &Twin Bed Rooms- As already mentioned,

the hotel is under renovation. The number of superior category and twin
bed rooms is limited in the hotel.

IV. Located Away From The City & Tourist Attractions- The hotel
targets business travellers and not much of leisure travellers prefer
Radisson Blu Hotel . It is also not also very far from to central part of
Chandigarh. As compared, it is not very closely located to the places of
tourist attraction.

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 OPPERTUNITIES OF RADISSON BLU

Upgraded Rooms- The rooms that are now been renovated and functional have been
upgraded. Every room has an electronic safe. The furniture used is of extreme
comfort. Every room has special arrangements to avoid any noise entering the room.
The rooms also have special arrangements for woman travellers.

Upcoming New Restaurant & Bar- The management is into a continuous

process of up gradation. The hotel is coming up with a new bar and a new
restaurant for their guests.

Bigger & Upgraded Banquet Facilities- The hotel is coming up with Two
banquets which are bigger than the previous banquet halls. The hall has pre
function area. The halls can accommodate 450 people in theatre style seating.

Better Branding (Radisson Blu Hotel chandigarh)- The management has

come up with some service standards to offer some more services to their guests.

The Growth In Market- The hotel has a proximity to the domestic Airport,
Chandigarh and the Central Chandigarh. These parts can easily be accessed from
the hotel. So, more corporate can be targeted.. .

Focus On Travel Segment- Being a hotel located near Airport and well connected
with the heart of the city, the management can focus on the travel segment. India
Ministry of Tourism has projected the number of foreign tourists arrival in India to rise
12 million by 2012. According to the estimates, India epitomizes one of the most
potential tourism markets in the world. The demand for travel and tourism in India is
expected to increase at a compound annual growth rate(CAGR) of 11.8 per cent
between 2005 and 2010, to reach US$ 144.4 billion (INR 6,778.2 billion). The Indian
hotel industry, being a direct benefciary of the growth in the economy and the
tourism industry, has also recorded strong growth over the past few years and yet to
grow in the coming years.

1. Threats for Radisson Blu Hotel

I. Upcoming hotels within the airport and nearby locations- The

hospitality area of Airport, Chandigarh will be coming up with numerous
international hotels that would give a competitions on basis on price,
services and location.

II. Low Rates offered by high inventory and newly opened Hotels -
There are a few hotels like Taj, Hyatt and Leela which have a high
inventory. Due to this they can offer rooms at low rates to clients as
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 they can make over the fxed cost easily. They pose a threat to Radisson
Blu Hotel Chandigarh which has a current inventory of 104 rooms.

COMPETITIVE SCENERIO:-

Below are the major competitors of Radisson blu

1) Ritz-Carlton Hotel
2) Choice Hotel
3) Hyatt Hotel
4) Maldron Hotel
5) Marriott Hotel
6) Barbeque Nation
7) Four Seasons Hotels
8) The Doyle Collection Hotels
9) The Chester Field
10) IHG

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COMPETITOR ANALYSIS

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 James Scott 459M
1. (3,141 CR)
CEO

Mark S. $4.6B
2. Hoplamazia (3148 CR)
n
President &
CEO

3. Arne M. $20.8B
Sorenson (14237
CR)
President &
CEO
4. Keith Barr $4.3B
(2943 CR)
CEO

5. Patrick $1.1B
Pacious (7529 CR)

President &
CEO

6. Herve $5.2B
Humler (3559 CR)

President

7. John $12B
Davison (8214 CR)

President &
CEO

8. Sebastien $<1M
Bazin (6.84 CR)

Chairman &
CEO

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Radisson is an international hotel company that operates multiple hotels in
worldwide.
Radisson is headquartered in Minnetonka, Minnesota. Radisson has a revenue of
$459M, and 1,271 employees. Radisson's main competitors are Hyatt, Hilton and
Marriott. As of June 2019, Radisson has 124.5K fans on Facebook and 24.6K followers
on Twitter.

Hyatt is an American multinational hospitality company that offers lodging,

hospitality, dining, meeting and event management services.
Hyatt's headquarters is located in Chicago, Illinois. Hyatt generates $33K in revenue
per employee Hyatt's IPO generated $950M. Hyatt's top competitor is Ritz-Carlton, led
by Herve Humler, who is their President.

Marriott is a diversifed hospitality company that manages and franchises a broad

portfolio of hotels and related lodging facilities.
Marriott is headquartered in Bethesda, Maryland. Arne M. Sorenson is the President &
CEO of Marriott. Marriott's latest funding round was a Debt for $500M on Dec 2015.
Marriott's main competitors are Hyatt, IHG and Wyndham. As of June 2019, Marriott
has 381.2K fans on Facebook and 432.7K followers on Twitter.

IHG is a British multinational hospitality company that owns and operates a chain of
hotels and resorts.
IHG is headquartered in Buckinghamshire, England. Keith Barr is the CEO of IHG. IHG's
main competitors are Hyatt, Hilton and Ritz-Carlton. As of June 2019, IHG has 251.0K
fans on Facebook and 79.9K followers on Twitter.

The Ritz-Carlton is an American company that owns and operates a chain of hotels
and resorts that provides lodging, dining and gaming services.
Ritz-Carlton is headquartered in Bethesda, Maryland. Herve Humler is the President of
Ritz-Carlton. Ritz-Carlton's main competitors are Hyatt, Loews Hotels and The
Breakers. As of June 2019, Ritz-Carlton has 722.5K fans on Facebook and 200.4K
followers on Twitter.

Accor Hotels operates a chain of hotels that offers accommodation, restaurant and
related service throughout the world.
Accor Hotels is headquartered in Issy-les-Moulineaux, Île-de-France. Sebastien Bazin is
the Chairman & CEO of Accor Hotels. Accor Hotels has 4 companies in its portfolio,
including Properly. As of January 2019, Accor Hotels has 166.8K fans fans on Facebook
and 62.9K followers on Twitter.

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 LITERATURE REVIEW

A literature review of the main concepts of hotel industry and its current
state-of-the-art of its theoretical research. It emphasises on the different directions of
hotel research
and is structured around the elements of the hotel system and the functions
performed by the different departments of
the hotel system as discussed including hotel RM centres (room division, F&B,
function rooms,
spa & fttness facilities, golf courses, casino and gambling facilities, and other
additional services), data and
information, the pricing (price discrimination, dynamic pricing, lowest price guarantee)
and non-pricing
(overbookings, length of stay control, room availability guarantee) RM tools, the RM
software, and the RM
team. stages of RM process have been identifed defned as goal setting, collection of
data and information, data analysis, forecasting, decision making, implementation and
monitoring.

A hotel is an establishment that provides lodging which is paid on a short-term basis.

Facilities provided may range from a modest-quality mattress in a small room to large
suites with bigger, higher-quality beds, a dresser, a refrigerator and other kitchen
facilities, upholstered chairs, a flat screen television, Small, lower-priced hotels may
offer only the most basic guest services and facilities. Larger, higher-priced hotels
may provide additional guest facilities such as a swimming pool, business centre (with
computers, printers, and other office equipment), childcare, conference and event
facilities, tennis or basketball courts, gymnasium, restaurants, day spa, and social
function services. Some boutique, high-end hotels have custom decorated rooms.
Some hotels offer meals as
the hospitality industry is experiencing growth even in times of recession. Between
2004 and 2018, the hospitality industry is expected to add 17 percent in wage and
salary employment . A growing demand of hospitality workers can be translated into a
growing need of hospitality educational programs to adequately prepare the workforce
to meet present and future demands in this enormous industry. Programs need to
provide an education that improves the employability of the hospitality graduates.
However, employability of the future graduates will not increase until and unless they
convincingly demonstrate the skills and competencies required in the workplace. In an
education program, students develop skills and competencies through courses in
various subject areas. In that aspect, the hospitality curriculum needs to prioritize the
subject areas according to the perceived importance of the industry practitioners, and
this prioritization has to be up-to-date to reflect the changing needs of the industry.
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 OBJECTIVE OF STUDY

1)Understanding operations of Sales & Marketing Department in a Hotel

2) Understanding the importance of employee engagement in hotel industry and
how it affects employee retention, satisfaction and motivation.
3)Pricing Strategies adopted by Radisson Blu.
4) Identifying factors involved in building a great place to work.

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VARIOUS DEPARTMENTS IN RADISSON WHICH WORKS TOGETHER:-

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 SALES & MARKETNG DEPARTMENT
Marketing is the study and management of the exchange process. It involves the
things that the property will do to select a target market and stimulate or alter that
market demand for the property services. A marketing manager in the hotel industry
is responsible for maximizing a hotel's revenues by developing programs to increase
occupancy and make proftable use of its accommodation, meeting and leisure
facilities. A hotel marketing manager must maintain awareness of the factors that
influence the hotel industry and gain a deep understanding of the needs and attitudes
of a hotel’s customers. A hotel marketing manager will be responsible for coordinating
marketing and promotional activities to meet customer needs, working closely with
other hotel staff to ensure customers are satisfed with the facilities and their time
there.

A typical hotel should usually have Sales & Marketing division. A typical Sales &
Marketing Division is composed of different departments.

Public Relations Marketing and sales division can be varied with the size, type, and
budget of the hotel to hotel. Small hotel only have one person who is handling all the
sales activities related to the hotel business. But large hotel have organized sales and
marketing division with no of key personnel. A sales department is particularly very
essential in large hotels and those with convention and banquet facilities. The General
manger participates actively in this area for and basic reason. First sales and their
development is a long-range activity of the hotel and the second sales poof the hotel
interwoven with the image of the hotel has in the eyes of public and GM wishes to
enhance that images. This department may have Sales. Manager who assists the GM
on sales calls. The GM and Sales Manager prepare a budget for the year sale of rooms
and the conference hall. They try and achieve the budget by the end of the year. This
is done with a lot of planning and research. This would be achieved by a contract with
one or more travel agents in and outside the town. And for selling the conference hall
the sales team should contact various companies and other business frms. The main
function of this department is to increase the sales volumes of the different services
offered in the hotel, be in terms of rooms, food, beverages, clubs, restaurants, spa etc.
Usually the tools adopted by the department to make the guests accustomed with
different services and offerings in the hotels
The other core areas of its consideration are as follows
Conduct a market Audit
Analysis of market competition.
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Market place analysis.
Formulation of new schemes and niche offerings.
Selection of proftable market segments.
Positioning the property, Establishing the objective and action plan.

PESTEL ANALYSIS:
Economic Trends: Change in personal income, inflation and interest rate and the
rate of unemployment are generally focused in the macroeconomic environmental
analysis. The recent growth of GDP has made luxury of hotel Radisson more
reasonable to the common public, but intermittent exchange rates, the inflation and
tax rates pose negative impact to the tourism industry.
Political and Legal Trends: The macro political environment analysis will identify
changes in the position politicians take on issues. A current example is a shift towards
greener policies in the developed world. The macro legal environment analysis is
closely linked to the political environment (politicians tend to make the laws), but also
includes trends in court decisions – such as liability compensation. As a luxury
accommodation sector hotel Radisson gets huge government incentives for the
development of new hotel projects, as new hotels will ultimately increase a country’s
GDP. On the other hand government charge big amount of taxes on the star
categorisation of the hotel. As a hotel Radisson must comply with all health and safety
laws and suffers from serious consequences if not obeyed
Technological Trends: The macro technological environment analysis will identify
changes in the application of technology. A current example is a shift towards online
transactions and in some areas a shift away from online transactions. New spa
facilities and new Illness treatment concepts of hotel Radisson are benefcial for any
spa, as they attract potential customers.
Social/Cultural Trends: The macro social/cultural environment analysis will identify
trends in society’s beliefs, behaviours, values and norms. Change of lifestyle: People
take less time off for holidays, but spend more money on shorter trips such as luxury
spa packages.
Demographic Trends: The macro demographic analysis identifes trends in
population growth at relevant ages for your industry the population [Link],
PESTEL environment is so important for Radisson hotel business. As it identifes the
opportunities and threats that lie within it. By understanding the environment in which
Radisson is operating the business opportunities can be taken advantage and threats
can be minimized

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THE SALES & MARKETING DEPARTMENT SEGMENTS THE MARKET AS:
Segmentation:
Market segmentation is personalising the marketplace into subgroup based on
comparable description of customer. Market segmentation can be completed by
undertaking a research and analysing the results of the customer’s needs or wants.
There are four types of market segmentation strategies:
I. BEHAVIOUR SEGMENTATION – behaviour segmentation is the dissection of the
customers in accordance with their life style of the, pattern of exchange or purchasing
and using their money.

[Link] SEGMENTATION– in this segment customers are divided

according to their demographic status as married, divorced, single or widowed. Each
group is treated separately and differently.

III. GEOGRAPHIC SEGMENTATION-in this method customers are classifed

according to the area, region, state and district they live in.

IV PHYSIOGRAPHIC SEGMENTATION– physiographic segmentation is like the

behavioural segmentation with some dissimilarity of including customers’ attitudes,
expectations and activities.

Radisson uses subdivision marketing process where the market is separated into sub-
groups and these groups are given dissimilar hotel services. As a known brand,
Radisson for the most part serves to the advanced income earners of different
countries. Since Radisson hotels comprise hotels in several countries and work
internationally by capturing most of market share of not only state but also global
market, as a result the market is divided internationally different countries and diverse
culture of different countrie
TARGETING:
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After dividing the market into subgroups customers are selected according to their
requirements Hence, targeting is a procedure that takes place after segmentation is
completed.
Radisson provides services to only those who can manage to pay for to pay for high
end lavishness services. Thus, a new target market of recently Added couples ft best
with the resources and services Radisson can provide. The rate per night is surely
being high enough and the suits provided could be changed for ftting a honeymoon
couple’s needs. At present, Radisson serves mainly to business class travellers and
highly educated and high income earners. Mostly these customers visit Radisson
regularly but not with their families. Thus the new target of newly Added couples will
be a proftable idea for Radisson.

MARKET POSITIONING:
Market positioning is introduction of a product into exacting position in a marketplace
by referring to the user’s perception. Positioning is an indispensable implement that
as it allows the customers to generate their personal observation of the product. The
illustration in their mind is the representative of the clients and this make them
encompass the potential of to choose a superior product.
After targeting a new market section of the newly married couples, Radisson needs to
as make an intuition on its hotels as being the ideal one for the wedded couples.
It is also extremely necessary to look for the competitor while incoming this new
marketplace. Radisson must place itself in a worse form than its competitor while
beginning the deal as they have to generate an image such as “Best for the Best”.
PRICING STRATERGIES FOLLOWED BY RADISSON:
Due to the competition of fve star hotels industry in worldwide that is going to be
tighter and tighter, many fve star hotels conduct particular pricing strategy to yield
even greater proft besides using basic pricing. In some markets, managers can
enhance profts above those they would earn by simply charging a single per-unit
price to all consumers. In our chosen hotel Industry Radisson several pricing strategy
have been followed as few of them listed below:

Price discrimination

Price discrimination is the practice of charging different prices to consumers of the

same service. In this case, hotels can earn higher proft by charging different prices
for the same service. In some cases hotel offers special “discounts” for consumers
who will book rooms and pay it with credit cards. In this way they are able to charge
different prices to different consumers depending on each consumer’s willingness and
ability to pay.

Peak-load pricing

Most hotels have periods in which demand is high and periods in which demand is low.
For example, when holiday season, number of urban people from outside prefer going
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at hill station and travelling during short holiday periods, mainly due to their
constraint budgets and limited time. As a consequence, four and fve star hotels
located in hill stations and shopping area, such gain more benefts

Commodity bundling:

A signifcant amount of sales revenue of hotels also comes from the usage of
ballrooms and meeting rooms. Ballrooms are particularly popular for wedding
occasions and special corporate events, while meeting rooms are often chosen by
corporate and governmental departments from other provinces as places to meet up.
For example, fve-star hotels offer wedding package for wedding occasions, not only
ballroom as place for the occasion but also other services, such as catering, pre-
wedding photo, and parking voucher. All those services are grouped together into a
bundle and price charged to customers depends on the service offerings.

Block Pricing:

By packaging units of a product and selling them as one package, hotels can earn
more proft than by selling per unit price of service. They have to pack identical
services together and offer low price than per-unit of service. This pricing strategy
called block pricing which identical product are packaged together by forcing
consumers to make all-or-none decision to purchase. This way is expected to be able
to increase proft received by a hotel.

Price matching:

In hotel industry, pricing strategy is one thing that can be used to attract consumers.
Each hotel competes to satisfy its customers while it also earns more proft on that.
But, in cases where trigger strategy does not work, there is another way that can be
used by hotels to attain higher proft. A hotel can use a price matching strategy to
advertise a price and promise to match any Low price offered by a competitor.

With our Best Rates Guarantee you can book any hotel at [Link] and be
confdent you are receiving the best hotel room rate available on the IB – guaranteed.
If you fnd a Low rate within 24 hours of booking and at least 48 hours prior to your
arrival date, submit a claim and I will honour the Low rate and discount it by 25%.
Book today!

The promotional and distribution mix:

“Promotion mix is the combination of advertising, sales promotion, public relations,

personal selling and direct marketing tools that a company uses to communicate
value and build relationships.

A disinterested mix of this aspect is needed to put together and retain cost-effective
customer interaction.

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 Radisson has focused on promotion policies that relate to customers at individual
level, because of this it has stay left from mass advertising and mass medium outlet,
and has decided on an close communication approach in order to preserve a
connection with consumers on a private level. Also, sale promotions such as coupon
are sent using online mail list. Radisson at present has an conventional email list,
where it update consumers on the subject of new product, promotion, and events
happen. Radisson is pretty discerning in choose electronic Medias. It chooses the
exact media for the promotion of advertisement, as a customer can understand. As an
example Radisson uses newspaper Jakarta post demonstrating accurate media at
foreign market booth and FM smart for radio.

Several distribution channels can be used to as a distribution strategy for a service

industry like Radisson to bring out a new product or promotion to the customers.
Companies may focus on a particular channel as a distribution strategy but
sometimes selecting or using several channels help the company to maximise the link
between customers and them; as consumers has more option to choose from and the
service is available in different forms. In a service industry Radisson operates its
distribution as direct sales in personal and through

internet. As customer can book their rooms through internet and always get the
update of new product and promotions.

3P’s OF EXTENDED MARKETING MIX:

The marketing mix is the premeditated or prepared part of a marketing arrangement.

“The marketing mix is the set of controllable set of tactical marketing tools – product,
price, place and promotion- that the frm blends to produce the response it wants in
the target market.”

It is also called as 4ps the 7Ps. The 4Ps are price, place, product and promotion.
The services marketing mix is also called the 7Ps and includes the addition
of process, people and physical evidence. Services Marketing Mix refers to the
amalgamation of promotion activities associations engage in to prop up and sell
ethereal service, as contrasting to physical goods. Marketing professional and
individual use numerous strategies to create a center of attention and preserve their
consumers. These actions encompass of diverse perceptions, the most signifcant one
being the marketing blend. Marketing tactic is incorporated with the selling program,
or marketing mix. The marketing mixes conventionally include variables such as price,
product, promotion, and place. Here is an extend to conceptualize the function of the
supplementary 3Ps and how they ought to be managed, in particular in the service
business like hotel Radisson Blue.

PEOPLE:

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Referring to the distinctiveness of services discussed, services are not concrete and
necessitate be forming and using concurrently. “The value of people in the service
delivery system becomes extremely important in the co-creation of value.” .
Consumers connect the charge of the service to the distinctiveness of the service
contributor. This involves a remarkable need for the service provider to comprehend
their involvement to the service eminence. If there is a divergence of the predictable
assessment by the consumers to what the consumers are presented, there will be a
discernment breach.

PHYSICAL ASPECTS:

Physical aspect sometimes termed as customer service. It has got the place at the
circle of the expanded marketing mix as it got signifcant impact on the other
components of extended marketing mix. That is the only tangible part of the service a
hotel can provide. As for instance for our case studies hotel Radisson Blue the
compactness and tidiness of the reception desk, the rooms and other amenities
outline component of the physical feature of the service. The character of the service
deliverance together with the lead-time is as Ill part of the consumer service.
Customer service does have an effect on the other apparatus because it is almost the
amalgamation of the presentation of all workings of expanded marketing mix.

PROCESS:

The service provider need to be sound conversant of the means the service is breed
and delivered to the consumers. In this case the feature of message, communication
purpose and strategy forms components of process information. There should not be
mystifcation connecting this constituent of marketing blend and that of customary
marketing mix up, promotion. Process information is concerning the temperament of
the

service formation and deliverance structure while advertising is about informing

potential and existing consumers about the accessibility of the product-service. Since
consumers are not able to see the service they will construct assurance on the in
sequence set to them by service provider about the entire procedure about the
service. Some consumers are confrontational, so they will require details regarding the
procedure of the service. Once the service contributor is not in no doubt about the in
sequence he is giving about the service of the method, customers can entity the offer.

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 Theoretical Background of the Topic
Employee engagement meaning
Importance in hospitality sector
Importance

Increased Productivity
Engaged workers are often found to be the best performers. They tend to be creative
and come up with innovative and unconventional ideas. They work harder and go that
extra mile to fulfl their responsibilities. Higher productivity directly results in a
positive business outcome.

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Higher Retention
A 2017 report by Gallup shows that 51% of workers are planning to leave their current
jobs. This is due to lack of appreciation and recognition. When employees feel
appreciated and rewarded for their work, they rarely leave their company.

Rise in Profitability
Due to increased productivity and efficiency, the proftability of a company hikes up. A
study by Wyatt Watson shows that companies with engaged employees produce 26 %
higher revenue per employee.

Decrease in Absenteeism
When people don’t come to work, it impacts productivity and performance.
Absenteeism can delay projects, damage customer satisfaction, and relationships. But
passionate and enthusiastic employees rarely want to miss their work. They enjoy
their work and get the work done in the most efficient manner.

Customer Satisfaction
Time and again it has been seen and proven that engaged employees affect a
company’s bottom line. There is a direct relationship between employees and the
customers. When employees are happy, they treat customers well which results in
happy customers. And happy customers are the key to a higher revenue and proft
generation.

Levels of Employee Engagement

 Engaged and committed’

These employees consider the organization’s goals as their own and commit to
their work. They love their work and are emotionally attached to the
organization. They also feel a sense of responsibility towards fulflling their
goals and aspirations.
 ‘Engaged but not committed’
Employees who engage in their work but are not committed to the organization
and vice versa.


 These are people who like their job but aren’t motivated to actually perform the
tasks. This may be due to internal conflicts with co-workers, bad management,
etc.
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  ‘Neither engaged, nor committed’
They are neither engaged in their work nor committed to the organization. They
are neither emotionally attached to their work or the organization. Nor are they
driven towards achieving their goals.
 ‘Actively Disengaged’
These are employees working actively to weaken the prosperity of their own
companies! They detest their work and try to create a negative atmosphere in
the office. This results in the downfall of the individual’s productivity. Hence,
affecting the overall company performance.

Employee Engagement in Radisson Blu:

Celebrating People:

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Our colleagues are at the heart of our business, and we care for them, so they can be
their best every day – at work and beyond. Our key to success is empathy. This means
listening to and collaborating with our colleagues to offer opportunities for growth and
advancement. We are proud that our culture is one that celebrates diversity and
encourages our colleagues to bring their whole selves to work. This approach is
central to our purpose as a company and defnes every aspect of what we do.

Promotions & Internal Moves:

 Radisson Blu believes in giving internal promotions to candidates for the
higher position to motivate them and acknowledge their contribution.
 If any employee is doing exceptionally well, he can be promoted as and when
required.

Internal Moves:

 An employee becomes eligible for moves after completing one year of service
or early at the discretion of General Manager.
 All moves to be routed through Human Resources. No employee will contact
the employing hotel directly.
 All openings to be routed thought Taleo, the internal job portal of Radisson.
 In case of Internal moves the employee should have completed one year of
service with the employing hotel.

Inter-Department Moves:
Radisson Blu encourages employees to take internal moves if they want to change
their stream and have interest in the same:
 An employee can change his department after completing six months of
service in a particular department.
 Prior approval of both the department heads is necessary for the same.
 The receiving department head would frst interview the candidate for the
vacant position.
 The interview process and transfer process are routed through Human
Resources.

Employee Restaurant
Radisson Blu believes in providing quality food to the associate at our employee
restaurant named Tikaana (in Punjabi it means a place of get together).

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Employee area & Social Space
All associates can access the area and social space in front of Human Resources
Department. It is an area where the associates can relax during their free time and
get to know each other better and learn new things on the internet.

Social Engagement Activities

Human Resources Department of Radisson Blu believes in giving a break to the
employees from their monotonous routine by engaging associates in social
engagement activities. Every month one department with coordination of the Human
Resources undertakes the responsibility of organizing social activities for its
employees.

Departmental Meetings
It is better known as communication meeting. Every department conducts a meeting
in their respective department every month so as to share their fgures of the previous
month. It is not only a platform to share fgures but also gives a chance to whole
department to interact with each other and share their views which is difficult on day
to day basis due to busy operations

Notice Boards
To enhance awareness amongst the employees with the latest information Human
Resources department has put up various notice board behind the House area. The
different types of boards placed are:
• Digital Board outside Human Resources Office
• About your hotel Board
• Employee Restaurant Board

Radisson Blu talk

It is an informal gathering for selective associates to share their experiences with the
General Manager. These could be anything from positive experiences to constructive
feedback that will help us in creating a positive environment for all our associates.
During this talk, the associates may freely share their view points about the hotel as
well as the department.

Monthly Birthday Bash

It is done at the end of the month for employees having birthday in that month.

General Employee Meeting

Bi – Monthly a general employee meeting is conducted wherein every department
head represents the fgures pertaining to their own department. Since it’s a forum
where all employees are present a fun element is introduced in this meeting so that
all employees have an active participation.

Work Place Harassment Policy

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Radisson Blu strictly prohibits harassment in any form related to religion, colour, race,
gender, sexual orientation, national origin, age, disability, citizenship status or any
other protected status.

A forum for this has been established where in the complainant can explain the
situation to the counselor and then a suitable action would be done after discussion of
the counsellor with the forum members.

Recognition Programmes:

Radisson Blu star

The town club programme has been developed to recognize our employees who
continuously demonstrate our values. The programme is aligned with our purpose to
ensure that we are supporting the right behaviours in our company.

Award Opportunities

The star award programme has fve key award opportunities as follows:

 Guest Compliments
 Duty Manager Log
 Exceptional Performance
 Employee Suggestion
 Employee Recommendation

Every quarter, the Training department will validate the amount of all points credited
to the employees and categorize the employees into the above status categories. The
status cannot be transferred from one quarter to another. Therefore, the status is only
valid for that particular quarter of the year. At the end of the quarter, all employees’
status is cleared for the start of the next quarter.

The Quarterly Radisson Blu star awards will be recognized during the General
Employee Meeting. At the end of the calendar year a Radisson Blu star of the year for
Front of the house & Back of the house will be awarded to the employee with the
highest number of points over the last year.

Uniforms

Radisson Blu employees are provided with uniforms. Laundry and Dry Cleaning will be
provided free of charge to all employees for their uniforms.

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Uniforms should be worn when on duty. Uniforms are not permitted to be worn outside
the hotel premises, except where duty requires or with prior approval of your division
head.

Learning at Radisson Blu

Learning and providing the right tools to our colleagues is critical to Radisson Blu’s
success. For many years, Radisson has been known to be a strong training ground for
our colleagues, and we know from our competitors around the globe, a great place to
recruit well-trained hospitality professionals.

Learning & Development Opportunities

There are many development opportunities at Radisson Blu that vary by role, location,
timing and availability. Development happens formally or informally, further exposing
individuals to Radisson’s culture and opportunities. Regardless of the type or nature of
the development opportunity, it typically falls into three categories.

• Experiential Learning includes practical, hands-on and observational

opportunities. Examples of Experiential Learning include: participation in a task force
or special project, implementation of a new product or system, hotel openings,
acquisitions or closings, cross exposures in another department or in another hotel
and participation in meetings outside of one’s role or department. Experiential
Learning should account for approximately 70% of individual development.
• Coaching and Mentoring reinforces Radisson’s belief that, Leaders are both
students and teachers. Leadership is shaped and defned through coaching and
mentoring as well as being a student.
• Formal Learning opportunities include content delivered internally or externally in
formats that include classroom, on-line, seminar, lecture, books or articles.

Radisson Blu Training Grid

Radisson Blu Training grid is an informative document for each employee to
understand the different courses available based on the employee level and
department; there are specifc elective sessions also available for self-development
along with mandatory sessions such as compliance trainings.

Radisson Blu connect:

Every employee has access to the Radisson Blu portal, connect. It is a platform that
allows the hotel employees to share information, communicate and collaborate on a
real-time basis. The portal contains industry news, departmental information, forms,
policies and checklists, etc.

My Learning

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Every employee has access to the user-friendly e-learning Radisson Blu portal – My
Learning through Radisson connect. This portal allows the employee to learn at their
own pace and own convenience. Employees also have the option to download the
learning app to any device. Having content that is mobile friendly makes learning
accessible on a user-friendly platform.

Theoretical Background

Prior to 1980s, the employers expected more loyalty for the organization and in return
of that they offered lifetime employment. Then in 1980s, the scenario begins to
change. With increased competition, there was redeployment of plants as well as the
labour. The rules of the business game changed and the philosophy of “survival of the
fttest” arrived. The era of lifetime employment in terms of loyalty ended so far.
The era of change comes into picture then. Employees wanted to change, and
employers wanted too. And because of that productivity suffered a lot. Skilled
employees were not willing to put extra effort, that resulted in slowdown of
productivity. This situation created the need for something new, and that new was
employee engagement. The 1st use of employee engagement occurred in 1990
Academy of management Journal by William A. Kahn. Kahn in his article on
Psychological conditions of personal engagement and disengagement at work
discovered that individual and other sources like safety, availability impacts
engagement.
After that during mid1990s, Gallup started to refne and extend the defnition
of employee engagement with the help of Q12.Q12 is a twelve-copyright survey
questionnaire based on employee engagement. In 2000, engagement gathered
speed, depth and breadth.

Definition of employee engagement

The earliest defnition of employee engagement can trace back to Kahn (1990). His
research has been recognized as one of the most influential studies of engagement
and set the milestone for future studies. He applied motivational theories and
conceptualized employee engagement from Maslow’s hierarchy of needs. He defned
engagement as the simultaneous employment and expression of a person’s preferred

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self in task behaviours that can promote connections with others and active full role
performances. Further, he reported employee engagement as harnessing employees
to their work roles, and allowing employees to express themselves physically,
cognitively, and emotionally during role performances (Kahn, 1990). Kahn (1990)
proposed that engagement or disengagement at work was associated with three
psychological conditions: meaningfulness, safety, and availability.
Meaningfulness was considered as a feeling of signifcance an employee possessed
from work, and feedback received from the organization. His emphasis of
meaningfulness paralleled Herzberg’s theory that autonomy in being, recognition of
self and work, and meaningful understandings were factors to increase an
employee’s intrinsic willingness to engage in work (Latham & Ernst, 2006).
Safety was the ability to show one’s self without fear or negative consequences to
self - image, status or career.
Availability was the sense of owning physical, emotional, or psychological recourses
to personally engage at a moment (Kahn, 1990).

Based on Kahn’s interpretations of engagement,

Rothbard (2001) suggested that engagement in role connects to one’s
psychological presence or focus of role activities also proposed that attention
and absorption are two components of engagement. Attention stands for cognitive
availability and the amount of time employees prefer to spend thinking about a role.
Absorption refers to the intensity of one’s focus on a role and being engrossed in a
role. However, the two components differ as attention is considered as an intangible
resource allocated in multiple ways and absorption is an inner motivation without
emotional aspects. The two components are also intertwined because of their
motivational constructs (Rothbard, 2001).

Schaufeli, Salanova, Bakker, and Gonzales-Roma (2002) defned employee

engagement as the positive, affective psychological work - related state of mind with
three dimensions: vigour, dedication, and absorption. Vigour was characterized by
high levels of energy and mental resilience at work, willingness to invest effort in
one’s work, and persistence while facing difficulties. Dedication was characterized by
a sense of signifcance, enthusiasm, inspiration, pride, and challenge. It indicates a
stronger involvement than usual level of identifcation. The fnal dimension of
engagement, absorption, was characterized by being fully concentrated and deeply
engrossed that times passes quickly, and employees hardly detach from work
(Schaufeli et al., 2002)
The United Kingdoms Chartered Institute of Personnel and Development or the CIPD
defnes employee engagement as “a combination of commitment to the organisation
and its values plus a willingness to help out colleagues. It goes beyond job
satisfaction and is not simply motivation. Engagement is something that the
employee has to offer the organisation: it cannot be required as part of the
employment contract” (CIPD, 2006).

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CIPD expanded its defnition to read “we defne employee engagement as being
positively present during the performance of work by willingly contributing
intellectual effort, experiencing positive emotions and meaningful connections to
others” The CIPD see engagement as having three core facets: intellectual
engagement or thinking hard about the job and how to do it better, affective
engagement or feeling positively about doing a good job and social engagement or
actively taking opportunities to discuss work related improvements (CIPD, 2012).

RESEARCH METHODOLOGY

Research Design:
To achieve the objective following method of research design has been used-

Descriptive research - It includes survey and enquiries of the data. The

major purpose was the complete description of the problem.

Descriptive research studies are those study which are concerned with describing the
characteristics of an individual, or a group. In this research, the researchers must be
able to defne clearly, what he wants to measure and must fnd adequate methods for
measuring it along with a clear-cut defnition of population he wants to study. The

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design in such studies must be rigid and flexible and must focus attention on
the following.

Data Collection
For data collection, following methods were used:

a. Primary Data:
 Questionnaire

b. Secondary Data:
 Internet
 Books
 Published journals and reports
 Research Paper and articles

1) Research Instrument
A questionnaire was used to collect data necessary to meet the purpose and
objectives of the study
1. Sampling Design
The sample size for the above study was a total of 30 from the whole organisation.
The respondents of a sample are selected using
convenience sampling.

2. Data Analysis and Interpretation

3. Sampling Design
The sample size for the above study was a total of 30 from the whole organisation.
The respondents of a sample are selected using
convenience sampling.

4. Data Analysis and Interpretation

Ques1: I receive useful and constructive feedback from my supervisors

Frequency Percentage
Strongly 13 43%
Agree
Agree 15 50%

Neither agree 2 7%
nor disagree

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 Frequency
Strongl y Agree Agree Nei ther agree nor di s agree

6.67%

43.33%

50.00%

According to the table 50% of the employees receives valuable feedback from the
employees in which 43% fnd it very useful that helps in their development in the
organization. And 7% may or may not fnd it valuable.

Ques2: My manager treats all his /her employees fairly

Frequency Percentage
Strongly Agree 16 53%
Agree 12 40%
Neither agree 2 7%
nor disagree

Sales
Strongl y Agree Agree
Nei ther agree nor di s a gree

6.67%

40.00% 53.33%

It can be clearly indicated from the above table that 53% employees feel that there is
no discrimination being done in terms of caste, religion etc and they are treated
equally in the organization, 12 employees agree, that their organisation has fair
structure for all.
Ques:3 The organization respects its employees?

Frequency Percentage
Strongly Agree 19 43%
Agree 11 50%
Neither agree - -
nor disagree
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 Frequency
Strongl y Agree Agree Nei ther agree nor di s agree

36.67%

63.33%

As is portrayed from the graph, none of the employees disagrees from the statement
that they are being respected in the organization. Therefore, it can be said that the
organization respects all its employees whether and the employees are happy to work
there, and they feel respected and recognized in the organization.

Ques4: The organization values the contribution I make?

0 Frequency Percentage
Strongly Agree 10 33%
Agree 17 57%
Neither agree 1 3%
nor disagree
Disagree 2 7%

Frequency
Strongl y Agree Agree
Nei ther agree nor di s agree Di sa gree

6.67%
3.33%
33.33%

56.67%

As is depicted by the graph, 7%employees feel that they not

being valued in the organization that is not good statistic
organization and this may be the reason of high retention rat
e in theorganizaton. And cumulatively, 84% employees think
that their contribution is being valued.

Ques5: Do you have access to the things you need to

do your job well?

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 Frequency Percentage
Strongly Agree 14 46%
Agree 11 36%
Neither agree 3 10%
nor disagree
Disagree 2 7%

Frequency
Strongl y Agree Agree
Nei ther agree nor di s agree Di sa gree

6.67%
10.00%
46.67%
36.67%

Out of 30 employees,7% think that they are underpaid, and this may be because of
several reasons- their friends might be getting more pay for the same work or high
expectations etc. But around 46% are highly satisfed with their pay and 37% are
satisfed.

Ques6: Senior management is genuinely interested in employee opinions and

ideas?

Frequency Percentage
Strongly Agree 10 33%
Agree 17 57%
Neither agree 3 10%
nor disagree

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 Frequency
Strongl y Agree Agree Nei ther agree nor di s a gree

10.00%
33.33%

56.67%

It’s a thing to be proud of that none of the employee thinks that they are not listened
in the organization. No doubt there are10% of the employees that are neutral on this
statement and the reason behind this is-a) non-attending departmental meetings, b)
doesn’t fnd departmental and associate meets valuable so don’t want to speak or
give opinions in that meetings.

Ques8: My benefit plans are comparable to those offered by other

organizations

Frequency Percentage
Strongly Agree 15 50%
Agree 15 50%
Neither agree - -
nor disagree

Frequency
Strongl y Agree Agree Nei ther agree nor di s agree

50.00% 50.00%

It can be clearly said from these results that each employee in the organization is
happy with their beneft plans. The beneft plans provided by Radisson are easy to
understand and employees fnd them very useful for e.g.- Provident Fund, Insurance
(you, your spouse and 2 children are insured under ESIC). This helps in increasing the
engagement level in the organization.

Ques9: I feel physically safe in my work environment

Frequency Percentage
Strongly Agree 10 33%
Agree 15 50%
Neither agree 5 17%
nor disagree 53 | P a g e
 Frequency
Strongl y Agree Agree Nei ther agree nor di s a gree
16.67%
33.33%

50.00%

33% of the employees strongly agree that they are safe in the organization and the
work culture is also safe and protected and 50% agrees whereas 17 % of the
employees are neutral on the statement.

Ques10: The organization provided as much training as needed?

Frequency Percentage
Strongly Agree 12 40%
Agree 18 60%
Neither agree - -
nor disagree

Percentage
Strongl y Agree Agree
Nei ther agree nor di s agree 4th Qtr

40.00%

60.00%

Training in Radisson is considered as part and parcel for the organization Regular
trainings are provided in Radisson say it be15 minutes training, 45 minutes training, In
the Beginning Training, Perfect pitch, Fine Tuning, Symphony of service etc. and it is
compulsory for every employee to attend every training once in a month so that none
of the employee is left behind who has not received training and he/she can better
perform his/her job.

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 RECOMMENDATIONS:

Implementing worker involvement programmes to facilitate engagement, for example,

involvement in health and safety to ensure employees become engaged in the safety
aspects of their work, thereby facilitating improvements, and promoting the
company’s safety programme.

Providing engagement awareness training for all levels of supervision and

management to explain the importance of engagement, the benefts of high levels of
engagement, and the barriers to engagement.

Choosing the digital workplace solution. Look for digital workplace solutions designed
to solve HR challenges, but also the broader spectrum of challenges related to
communication, collaboration, knowledge sharing and employee engagement.

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 LIMITATIONS OF THE STUDY:

1) The population of the experimental group is small which might not give exact
results as estimated.

2) The primary limitation involved in this study may be the use of self-report
questionnaires. Despite its usefulness in measuring respondents subjective state
of mind or attitude. Relying on self-report information may lead to social
desirability response bias (SDRB) in statistical analysis, suggesting that the data
and relationships found in this study might have been confounded by individual
tendency to over report what they think will be “socially desirable”

3) This include difficulty in obtaining information as required and unwillingness of

some respondents to fll the questionnaire because of work pressure, also due to
improper time management.

4) Shortage of time is also one of issue in this project

5)As per the company rules many more information was not disclosed.

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BIBLIOGRAPHY

The information provided in this project is collected from various sources like;

Radisson Blu website ([Link])

[Link]

[Link]

India Today magazine.

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 Annexure
QUESTIONNAIRE

1. I receive useful & constructive feedback from my supervisors.

a) Strongly Agree
b) Agree
c)Neither agree nor disagreed)
d)Disagree

2. My manager treats all his /her employees fairly?

a) Strongly Agree
b) Agree
c)Neither agree nor disagreed)
d)Disagree
3. The organization respects its employees?
a) Strongly Agree
b) Agree
c)Neither agree nor disagreed)
d)Disagree.

4. The organization values the contribution I make?

a) Strongly Agree
b) Agree
c)Neither agree nor disagreed)
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d)Disagree

5. I am paid fairly for the work I do?

a) Strongly Agree
b) Agree
c)Neither agree nor disagreed)
d)Disagree

6. Senior management is genuinely interested in employee opinions & ideas?

a) Strongly Agree
b) Agree
c)Neither agree nor disagreed)
d)Disagree

5. My beneft plans are comparable to those offered by other organizations?

a) Strongly Agree
b) Agree
c)Neither agree nor disagreed)
d)Disagree

6. I feel physically safe in my work environment?

a) Strongly Agree
b) Agree
c)Neither agree nor disagreed)
d)Disagree.

7. The organization provides me as much training as I need?

a) Strongly Agree
b) Agree
c)Neither agree nor disagreed)
d)Disagree

8. I am willing to give extra effort to help my company succeed?

a) Strongly Agree

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b) Agree
c)Neither agree nor disagreed)
d)Disagree

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