Note
It is not always possible to publish suggested answers which comprehensively cover all the valid points which candidates might make. Credit will be given to candidates for points not included in the suggested answers, but which, nevertheless, are relevant to the requirements.
In addition, in this integrated case study examination points made in one question may be re-introduced or fully developed in other question(s) as long as these are made in the specific context of the requirements of the part of the question being answered.
The suggested answers presented below may give much more detail than would be expected from most candidates under examination conditions; they may also have used a particular approach or model which should not be taken as the only approach or model which could have been used.
Different approaches and structuring of the answers are expected and full credit will be given for relevant and appropriate solutions to the tasks given. The answers provided here are therefore intended to support revision and tuition for future examinations.
Finally, it should be noted that candidates will not get full professional skills marks in a task requirement if they have not presented their answers according to the format asked for. For example, if a task is to be completed using a report and evaluation skills are tested, even if the answer has met the specifically stated evaluation criteria, candidates will not be able to earn all the professional skills marks available if they have not used the report format.
1 (a) Briefing notes: Factors enabling HiLite’s success in Deeland
If we are to consider developing the HiLite brand within another country, a useful starting point would be to understand the key factors which have made HiLite so successful in Deeland, and then assess the availability of these same factors and conditions in other countries.
This would allow us to evaluate the viability of such a strategy and assess our ability to achieve sustainable competitive advantage overseas. Below are key factors present in Deeland which have helped HiLite to be successful.
Factor conditions
We should start by assessing the factor conditions, which include the physical resources, human resources, knowledge and infrastructure present within Deeland, which HiLite is able to access. Deeland has some advantages in regard of its factor conditions, as it has a well-developed infrastructure, based on sound local and national investment policies in air, road and rail travel.
A new airport has recently been constructed in Deeland’s second largest city, generating an additional 2·5 million overseas passengers to Deeland last year. This is likely to have a significant impact on tourism and the number of visitors to Deeland and therefore will obviously assist in supporting the hotel industry and, of course, our own business.
As a business, we have exploited the transport infrastructure which Deeland offers, locating our hotels on major road networks and near to rail stations. National and regional level investment in such infrastructure has been a great advantage to our business.
Also, Deeland’s education system is another endowment to HiLite’s service supply. The education system supports the travel and tourism industry with many of Deeland’s universities offering highly regarded travel and tourism qualifications, which in turn leads to the availability of highly skilled human resources within the hotel and tourism industries.
However, we must be aware that although the education system supports the provision of labour in the industry, we appear to have a problem in recruiting and retaining skilled staff and this is something we must work on in the future.
Therefore, Deeland has positive factor conditions in both infrastructure and human resources which have had a positive effect on the success of our business.
Demand conditions
When an organisation is located in a country where the home market demand is strong and where home-based customers are sophisticated and require high standards of innovation and/or quality, this can assist it in achieving sustainable competitive advantage.
In the case of Deeland, it is evident from the recently published 20X8 Hotel Industry Report, that travellers in Deeland continue to be highly demanding customers, who expect high standards but also value for money.
It is noted in the report that a recent survey of online hotel customers clearly indicated that 70% would shop around for the best deal in the best location. This indicates that our customers are sophisticated and this must drive us to respond to their needs.
Therefore, focusing on our customers’ needs and our particular focus on value for money, as highlighted in the Chief Executive’s Report on Performance, has helped HiLite to offer services which are in line with customer demands.
This has allowed us to maintain and strengthen our competitive advantage, whilst other organisations, such as Waterbay Leisure and EzeeHols Group,two of Deeland’s most long established luxury hotel chains, have both gone out of business this year. It is evident that they have not responded effectively to the needs of its home-based customers.
Related and supporting industries
The success of an industry can also be influenced by other industries/organisations which support it and supply it. In the case of HiLite, our location in Deeland provides us with an advantage due to the highly developed hotel and tourism industries within the country. Travel companies both online and on the high street are thriving in Deeland, which clearly will support and enhance the business opportunities of HiLite.
Online hotel booking websites and price comparison sites are also a key factor in driving the success of hotel businesses. In particular, the price comparison websites, comparing our prices with our closest competitors drives our business to be more competitive and to offer better and more flexible pricing options for customers.
Only those hotels which can respond to this and are adaptable and flexible to customer pricing demands will survive and remain competitive.
This is a potential reason why the two luxury hotel chains mentioned in the previous section have gone out of business this year.
In addition, growth in the business activity in the overall economy of Deeland, will also support the development of more business travel in the country which is another factor in supporting the growth and development of our business traveller provision and opportunities in Deeland.
Firm strategy, structure and rivalry
Success can be influenced by the way an organisation is created, organised and managed. Evidence suggests, from the comments made in the recent Chief Executive’s Report on Performance for 20X7/20X8 that in Deeland there is continuing growth of the budget hotel market, as the luxury and mid-price sectors continue to decline. This is an obvious advantage for HiLite, as we are the leading budget brand hotel chain in Deeland.
Therefore, we are perfectly placed to exploit the overall market conditions in the economy. Our brand is a key strength and we must ensure we maintain this strong brand image and customer loyalty to the brand.
Our brand itself is the focus of our overall strategy, which is one of value for money and overall operating efficiency in order to ensure the best price for our customers. As stated above, we have highly demanding business and leisure customers in Deeland who are looking for value for money and best price and are prepared to shop around for this.
Therefore, our strategy of a value for money approach, as highlighted in the Chief Executive’s Report on Performance 20X7/20X8, should assist in building upon this demand from customers and provide us with sustainable competitive advantage.
Competitive rivalry is also a key consideration, with growth in business activity in the economy driving more opportunities and creating a highly competitive environment. As can be seen in the Hotel Industry Report for 20X8, two new national branded chains of hotels have opened during this year in the main tourist centres of Deeland and national competition remains intense.
This rivalry is a key factor in encouraging us to innovate and be flexible to our customer demands, in particular to respond to key trends in the industry, such as technological developments and in particular, the threat of disruptive technologies.
The two luxury chains of hotels which have recently gone out of business in Deeland may indeed point to the fact that the intensity of rivalry in the industry is affecting the luxury end of the market more adversely than the more flexible budget hotels. This supports our overall strategic position as a budget hotel operator.
Government support
It is clear that the Deeland government is supportive of the travel and hotel industry in a number of ways. As already mentioned,investment in infrastructure at both a regional and national level is a major influence on attracting travellers to Deeland, in particular the investment in the new airport, as previously highlighted.
Additionally, support in the education sector to develop skilled and well-trained staff for the travel and tourism industry is also a key factor in ensuring a high level of supply of talented and well-educated staff for our hotels.
A further factor highlighted in the Hotel Industry Report 20X8 is that the government of Deeland has recently announced investment and tax breaks for employers offering job creation schemes in a wide range of industries, including travel and tourism.
Again, this points to a high level of government support to encourage a thriving business economy, including the tourism and hotel industry. HiLite could take advantage of such tax breaks.
以上就是acca SBL练习题，多多练习才能拿下acca！如果想要了解更多acca相关信息，请关注中公财经网。
