SUMMER INTERNSHIP

REPORT
ON
Improving Guest Satisfaction and Generating New
Revenue Streams
For

GUEST IS GOD!

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SAY NEVER NO TO GUEST!!

GUEST IS ALWAYS RIGHT!

SATISFIED GUEST IS OUR ADVERTISEMENT!!

In partial fulfillment of the

Master of Business Administration
Under the guidance of
Mr. Avijeet Mukherjee ( Relationship Manager, Club Sales &
Marketing) & Mr. Vinod Menon (Head, Club Sales &
Marketing,Ambuja Neotia)
For

(Address: Upohaar, the Condoville, 2052, Chakgaria, East

Jadavpur, Kolkata-700094)
Submitted to:Prof. P.K CHUGAN
Submitted by:-

Sumit Kumar (Roll No.141259)

Section: B
Batch: MBA-FT (2014-2016)

Institute of Management, Nirma

University
Date of Submission: 1st July 2015
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ACKNOWLEDGEMENTS
Project work is never the accomplishment of an individual rather it is an
amalgamation of the efforts, ideas and cooperation of a number of
individual. My achievement is dedicated to all those who have extended
their support and without whom the project would ever have come into
existence.
I wish to express my deep sense of gratitude to my project guide Mr.
Avijeet Mukherjee and Mr.Vinod Menon for rendering me the whole
-hearted support and proper guidance and also for providing me the
relevant data and documents necessary to complete this project. I am also
highly indebted to my project mentor Mr. P.K Chugan for his
invaluable support and guidance during the preparation of this project.
Above all, I sincerely thank The God Almighty and my beloved Parents,
without whose blessings I could not have completed this work.

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ABSTRACT
Nowadays, Clubs have a tough time staying in the competition as there is
an influx of a huge number of recreational facilities provider especially 5
star hotels. We, as the consumers invariably have a hundred options in
front of us, thus forcing the marketers and promoters of the Club
industry to imbibe new innovation and creative strategies in order to lure
them. Gone are the days when the guest used to be happy with basic
facilities of the Club which has now become basic hygiene factors. On
the other hand, Clubs have a hard time in generating profits due to high
maintenance cost and therefore must look for other ways for revenue
generation other than membership.
The purpose of this study was to understand the habits of existing
customers and thus determine the methods and tools that could be used
in order to drive maximum business out of them.
The study is to done by conducting a survey among the existing
members of Club Verde Vista, Kolkata to understand their clubbing
experience.
Club Verde Vista offers the guest with the unique advantage of pristine
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surroundings complimented by impeccable clubbing amenities. Managed

by The Conclave, Cub Verde Vista is all set to become a major lifestyle
landmark and the first complete family club at Upohar , 2052 Chakgaria ,
Panchasayar , Kolkata 94.
It is an ideal destination for business meets, conferences, leisurely gettogether and for spending quality time with family or one's own self.
From decor to the amenities,from choice of cuisine to entertainment
facilities, every detail is meticulously planned to ensure the very best in
terms of brand value. Located in a prime attraction at Upohar , 2052
Chakgaria , Panchasayar ,Kolkata 94 .,which has within its boundaries
provisions for sporting , dining and ample entertainment opportunities.

Table of Contents
PART-A
CHAPTER 1: Company Profile....
7-21
1.1. History of the
organization 8-9
1.2. Top Management
9-10
1.3. Organization Details.
..10
1.4. Vision.
........10
1.5. Mission.
. 10
1.6. Hospitality
Ventures...10-15
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1.7. Main Revenue

Sources..15
1.8. 7-S Framework.
. 15
1.9. Marketing Strategy..
16-17
1.10. Porters Five Forces
Framework...............18-19
1.11. Future Plans..
20-21
PART-B
CHAPTER 2: Introduction of the Project 22-23
2.1.
Background....
23
2.2. Objectives of the
Project.23
2.3. Limitation of the
Study...23
CHAPTER 3: Research Methodology...24-25
3.1. Data Collection
Techniques 25
3.2. Data Collection
Instruments25
CHAPTER 4: Sales Report Study

.. .26-27

CHAPTER 5: Data Analysis and Interpretation28-34

5.1. Location of the
Club29
5.2. Staff
Excellence..........................29
5.3. Physical
Facilities...30
5.4. Safety Measures.
30
5.5. Cleanliness & Comfort ability of
Rooms...31
5.6. Sporting Facility.
31
5.7. Value for the
Money...32
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5.8. Reference for the

Club33
5.9. Accessibility of Sales
Team33
5.10. SWOT Analysis ..
....34
CHAPTER 6: Results and Suggestions35-36
PART-C
CHAPTER 7: Learning from the Summer Training.37-38
CHAPTER 8: Reference and Appendix39-42

Chapter- 1

COMPANY PROFILE

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Ambuja Neotia History

The vast group Ambuja Neotia which we see today was started in late
1950s by Mr. Suresh Neotia and Late Shri Vinod Neotia with the
opening of Radha Krishna Bimal Kumar, for trading of petroleum
products under the franchisee of Burma shell and gradually entered in
different forays of business.
Their other ventures included a Textile Mill in West Bengal, collieries
and an engineering firm "Macmet India Limited" which is engaged in
engineering contracts and software solutions.
"Gujarat Ambuja Cements Limited (GACL)" earned Blue Chip status
and became a leader in the Cement Industry under the hands of two
brothers during 1980s.
In late 90's, Modi Cement, was taken over by GACL and renamed as
"Ambuja Cement Eastern Limited" and Harshavardhan Neotia, son
of Late Shri Vinod Neotia was appointed as MD.
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In the year 1999, they made a strategic investment in ACC, India's oldest
and most prestigious cement company by acquiring about 14.5% stake.
In the year 2005, they invited Holcim, the world's largest cement
company to join them. Together they took control of ACC. In the year
2006, they divested a substantial portion of their stake in GACL in
favour of Holcim and handed over its management control.
Indias first joint sector company to promote social housing, "Bengal
Ambuja Housing Development Limited" under the partnership with
the Government of West Bengal was started by Shri Harshavardhan
Neotia creating a benchmark in public private partnership. Its project the
"Udayan" was declared a Model Housing Project by the Union
Government and Mr. Neotia was honored with the 'Padma Shri' by the
President of India in 1999 for his efforts.
Shri Suresh Neotia has been associated with the promotion of many
cultural institutions like Anamika Kala Sangam & Padatik and has
served on the board of prestigious bodies of Government of India, which
includes Asiatic Society, National Culture Fund, Victoria Memorial
Trust, Indian Institute of Management, Ahmadabad and is currently the
Director of Central Board of Reserve Bank of India. He also continues as
Chairman Emeritus of GACL.

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Late Shri Vinod Neotia, with strong religious dispositions, was a

Trustee of Somnath Temple Trust and Kshetropasana Trust. Surpluses of
these trusts are used for the betterment of the poor and the aged.
Other efforts of Neotia family includes promotion of a major cultural
institute by the name of Jnana Pravaha at Varanasi Currently, the
Ambuja Realty Group is being led by Shri Harshavardhan Neotia under
the guidance of Group Patriarch, Shri Suresh Neotia.
Brief details of the Top Management- Chairman
Shri Harshavardhan Neotia the current Chairman of the Ambuja
Neotia Group was born and brought up in Kolkata. He did his schooling
in La Martiniere for Boys, Kolkata, graduation from St Xavier College
and OPM from Harvard Business School, USA. He serves as the
Honorary Consul of Israel in Kolkata and holds other
esteemed positions such as the post of former Chairman,
CII-Eastern India, Member of the Board of Governors of
IIM Kolkata, Member of Board of Trade, Government of
India, Member of Rajasthan Foundation and Nathdwara
Temple Board and also Member of Heritage Commission, Government
of West Bengal. It is he who diversified the family business into real
estate development.
He was conferred the Padma Shri in the year 1999 for his outstanding
initiative in the field of social housing. He has been awarded with Young
Presidents' Organization YPO Legacy of Honor Award and works as
the Honorary Consul of Israel in West Bengal.

Organization Details
Ambuja Neotia group is pioneer in realty business and has diversified
their business in different arrays:

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Realty

Hospitality

Healthcare

Education

The geographical presence of the organization is mainly in east India and

majorly in Kolkata, West Bengal.

Vision:
To create joy by making a positive difference to the way people live.

Mission:
To make a difference to the way people live.

Hospitality ventures:
Ambuja Neotia hospitality has its presence in different hospitality outlets
including % star hotel, clubs, restaurants, Food Kiosk, Spa and any more
spread across the east India, mainly in Kolkata.
Clubs- The Conclave
The Conclave was the first private club in Calcutta .Launched in 1986,
The Conclave was the first business club to offer both fine dining and
corporate requirements.
With a huge membership base, Conclave has redefined the concept of
clubbing in Kolkata.

The brand is being extended through Club Verde Vista and Eco Vista at
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Kolkata, Club Rio Vista at Raichak-on-Ganges and Club Montana Vista

at Siliguri.

Ffort, Raichak
The Ffort, Raichak a beautiful resort was built in 1997 on an old for
theme and known for architectural excellence. Consisting of 60 Superior
Rooms and 2 Presidential Suites, it offers all facilities for conferences
and leisure. Anaya Spa, one of the finest spas in the eastern part of the
Country is offered by Ffort Raichak.

Ganga Kutir, Resort and Spa

Ganga Kutir, Resort and Spa, situated in Raichak on the edge of river
Ganges, about an hour and half's drive from Kolkata, West Bengal and is
one of the finest resort of eastern India.

Swissotel Kolkata:
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In association with Swiss Hotel, Swissotel Kolkata Neotia Vista marks

the entry of the European brand into India, through Kolkata. And is the
only 5 star hospitality property in Eastern India attached to a mall.

Afraa lounge cum restaurant

Afraa lounge cum restaurant, a fine dining was launched in 2007 at City
Centre, Salt Lake as a new statement in Kolkata's legacy of fine dining.
Characterized by soothing ambiance, all-white decor, open decks,
wraparound bar, a happening DJ with multi cuisine mix of
Mediterranean, Szechwan, Italian, Japanese & Indian dishes makes Afraa
one of the top preferred restaurants.

Tea junction:
Modernization of tea stalls and is the perfect way to sip Tea with range
of savories and desserts in lavish and stylish kiosk at different location in
Kolkata.

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THE CLUB VERDE VISTA:

Club Verde Vista offers the guest with the unique advantage of pristine
surroundings complimented by impeccable clubbing amenities. Managed
by The Conclave, Cub Verde Vista is all set to become a major lifestyle
landmark and the first complete family club at Upohar, 2052 Chakgaria,
Panchasayar, Kolkata 94.

It is an ideal destination for business meets, conferences, leisurely gettogether and for spending quality time with family or one's own self.
From decor to the amenities, from choice of cuisine to entertainment
facilities, every detail is meticulously planned to ensure the very best in
terms of brand value. Located in a prime attraction at Upohar, 2052
Chakgaria, Panchasayar, Kolkata 94, which has within its boundaries
provisions for sporting, dining and ample entertainment opportunities

Operational Aspects Of The Club Verde Vista

Club Verde Vista stands outstanding in every aspect when it comes to
guest satisfaction right from the service to facilities. Having a
membership base of around 800 members, the club is no more require an
introduction and is well known among the people of Kolkata.
Mr. Avijit Mukherjee, Relationship Manager -club sales and
marketing believes that its very important to maintain a healthy relation
14 | P a g e

with guest to bring them again and again and due to this Club Verde
Vista has a repeat clientele base.
Extraordinary features:

Sports: Badminton, Table tennis, Billiards, Carom & Lawn

Tennis.

Banqueting: Huge banquet hall, terrace and lawn suitable for

social functions.

Conferencing: Provides all business amenities.

Food & Beverage- A multi cuisine restaurant- Maple & a well

stocked bar- Zero Hour.

Wellness- Swimming Pool, Multi Gym, Spa, & Saloon.

Accommodation- 4 luxury rooms.

Free parking Space.

Main Revenue Source

Membership Residential Members of Upohaar and Corporate

clients.

MICE- Meetings, Incentives, Conference and Exhibition.

Social Function- Birthday Parties, Get Together, Weddings and

others.

7- S Framework
At Ambuja Neotia hospitality, Club division sales & marketing team is
categorized into three teams MICE, Membership and Social events.
During my internship I worked with the sales team for pitching social
events among the guest for Club Verde Vista.
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Social Events- Club Verde Vista sales figure states that the revenue
generated from social events was the highest among all streams. And this
is due to the fact of having great venues for parties like Marriage
Ceremony, Get together, Birthdays and other events and the USP is to
charge for food and beverages only and not for venues which was the
prime reason for the Club to be the first preference of the guests when it
comes to such celebrations.

Strategy: To focus on the existing members and prospective

members by delivering best services at reasonable prices.

Structure: Hierarchical structure i.e. bottom to top reporting

of employees but with clearly defined job & responsibilities to
everyone.

Systems: The business mainly depends on the sales team

actively working at different locations to get business for the Club
with some strategic tie ups like Travel Agents, Wedding planners

16 | P a g e

etc. Once the lead is generated from any source, sales team pitches
the sales personally.

Shared Values: Best place to celebrate moments at a very

reasonable price, social responsibility and passion for excellence.

Style: Transparency in work through open meetings.

Staff: Assigning the right people to right job but the

motivation among the sales team is quiet low due to salary factor
and sales pressure.

Skills: Service mentality, immediate response and operation

excellence but again lacks in communication skills.

The gaps and inconsistencies between elements and my analysis is

purely based on my knowledge and understanding of the team and the
Framework.

Club Promotion:
Promotion: primary focus will remain on mass communication via print
ads in trade publications and on the Internet. Direct mail campaigns to
existing and prospective clients will increase as a cost effective means of
targeted campaigning.
Personal selling in the local market will remain an important element of
the mix in order to continue to build long-term relationships within the
local community and generate high levels of corporate activity.
Public relations activities will continue to play an important role in the
marketing mix, presenting the hotel/club as a supportive member of the
community and participating in significant local events.

Club Advertising:
The following are the advertisement media that are used for Club
promotion:
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 Media

TV

Social media

SMS

Hoardings and fliers

Monthly mailers

News Paper

Magazines

Campaign events
Themed events at Club
Celebrity performances
PR party.

Marketing Strategy
Direct Marketing
The Club Verde Vista direct marketing is handling by their sales team
headed by Mr. Vinod Menon. They collect targeted list of corporate
companies and send them information about club Companies. Once the
lead is generated, Sales People personally handle the guest.

Website Marketing Strategy

The Club main website marketing strategy is recently reviewed by Ms.
Diksha Pandey- Operation Head Ambuja Neotia Hospitality and she
puts stress upon making sure to have a tie up with all major travel sites
such as Expedia.com, Travel Guru.Com,Yatra.com etc. to boost the Club
18 | P a g e

Room sales.

Strategic Partners
Club is having a tie up with different events companies and wedding
planners to boost business in the club.

Sales Plan
Our sales plan hinges upon our sales strategy, sales process and,
prospecting plan. As long as we follow the plans laid below we should be
in good shape.

Sales Strategy
Club sales strategy hinges upon repeat visits by key corporate accounts
and the guest who already had a good time at Club Verde Vista. Mr.
Vinod Menon- Head Club Sales & Marketing thus laid emphasis on
maintaining all clients database .We need to develop a relationship with
the companies listed in our Sales Account Plan, as well as actively
generate new accounts by soliciting first time corporate visitors.
It will be important to remain competitive on price, as well as amenities.
If the price is right, and the business traveler knows that they will have
all amenities they need while at the Club Verde Vista.

Competitive position in the industry (Porters

framework)

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 Industry Rivalry- High

Ambuja Club lacks behind when it comes to compete with 5 Star hotels
due to low presence in the market and amenities & ambience .Ambuja is
facing direct competition and customer has always an option to simply
move to other companies for MICE and Social Events.
Intense competition resulted in decrease in price and thus creating an
impact on profitability for company.
The top competitors in industry are hotels specially budget hotels who
are offering the same services as Clubs and that also at a very minimal
prices .Others includes all other prominent Clubs in Kolkata due to reach
among customers.
.
Threat of new entrants- Low
Threat of new entrants is very less as setting up a Club requires high
20 | P a g e

investment and return on investment is very risky as there are many

establish existing players thus brand loyalty posing tough competition.

Brand loyalty of The Conclave restricts members to remain a part

of the Club.

Shortage of land in Kolkata, thus a huge capital base is required

to setup a club.

Government barriers like Licensing especially for liquor are

major deterrents.

Threat of Substitutes-Moderate to Low

A threat from substitutes exists if there are alternative products with
lower prices of better performance. As far as Ambuja Clubs are
concerned they are providing the best services at minimum cost and
currently at Chakgaria no substitute is available to the guest. However in
future if some hotels open nearby to Upohar complex, it can be substitute
to the club.

Brand loyalty of customers of The Conclave is dominating the

substitutes.

The Club relationship with customer is very strong hence

prohibiting them to choose substitutes.

The price is relatively lower or at par with the substitutes.

Bargaining Power of Buyer- Moderate to High

As the customers are open with various options for all MICE, Social
Event and Membership, they have the power to bargain and demand for
competitive price. As the product offered by Ambuja is nothing
distinctive from its competitors so it also gives additional power to the
21 | P a g e

buyers to enjoy lower rates.

Bargaining Power of Supplier-Low to moderate
Bargaining Power of Supplier is very low to moderate as they sales are
directly handled by the sales team. However they have some strategic tie
ups with some travel agents and wedding planners who can be
demanding at some point of time for diverting the business.

Challenges for the Sales Team:

Poor Communication
Communication tool is effective when everyone knows what to do. CRM
and data base management systems helps employees and departments to
coordinate.
Subpar Performance
It is prevalent among the lower staffs who sometimes feels under
motivated and thus supervisor must look into such issues At club Verde
Vista open meetings are held to listen to everyone suggestions.
Limited Resources
Club Verde Vista has limited resources in terms of rooms and banqueting
venues. Also there is a shortage of manpower when it comes to Food and
beverage service.

Future Plans of Ambuja Neotia

Ambuja Neotia is very soon going to be a giant in hospitality industry in
eastern India. The expansion of the group is in rapid progress and will be
developing their second hotel in Kolkata and another one in Digha in the
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Sunder bans. Other destinations where Ambuja Neotia will be

developing luxury hotels are Sikkim, Ghum in Darjeeling, Makaibari,
and Lataguri in Dooars, West Bengal. In Sikkim they are developing two
resort hotels. All these projects are at different stages of development.
After the success of City Centre I, Salt Lake and inception of City Centre
II at New Town, Kolkata, Ambuja Neotia is planning to set up City
Centre III on approximately 10 acres of land situated on the NH 31
which is a part of the Uttorayon Township. City Centre at Uttorayon, the
mix of leisure and commercial activity will comprise a mall, multiplex,
restaurant, food court, hotel, offices, banqueting facilities, amphitheatre,
performance arenas and entertainment zones and will spread over
10,00,000 sqft. With central air-conditioning, this place will enjoy power
back-up and the latest in fire-safety technology.
Mall - Each of the Mall blocks will offer several activities, including
general shopping areas, anchor shop, multiplex, food courts, a restaurant,
supermarket, and a terrace garden.

Office - There will be Office blocks as well, which will cover an

approximate area of
1, 00,000 sqft in total and will be adjacent to the Mall and will include
Reception areas, waiting lounge, business centre, conference and
meeting rooms will be well laid out within this block.

Hotel - A 100-room star hotel adjacent to the Office tower with an area
of approximately 1, 00,000 sqft. The hotel will have separate access with

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parking facilities and would cater to banqueting and conferencing

requirements.
Club House - There will be a 25,000 sqft Club House sitting next to the
hotel and the Office blocks. It will cater exclusively to the Hotel guests,
Office owners and Mall tenants, providing limited membership to
outsiders. The Club will have a 24-hour Coffee Shop, Swim pool, Health
Spa, Gym, Card Room, a party lawn, which can be used both by the Club
and the Hotel guest.

Chapter-2

INTRODUCTION OF THE
PROJECT
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Background
Ambuja Neotia group started their first hospitality venture in late 1980s
with the opening of The Conclave to give Kolkatas people a real
clubbing experience. Later, two more clubs were opened at two different
strategic locations one at Garia - Club Verde Vista and other at RajarhatClub Eco Vista.

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Talking about Club Verde Vista which is located in the Upohar complex
by Ambuja Neotia, has around 800 members mostly the resident of
Upohar residential towers. Club has several sporting facilities including
Swimming, Snookers, Badminton, Lawn Tennis, Chess, and Carom etc.
It also has the wellness facilities which include Saloon, Spa and Multi
Gym and a 24 hrs Coffee shop cum restaurant. In banqueting facilities
there is a 500 capacity banquet hall, one of 100 and two small meeting
rooms.
More emphasis is now given on Social marketing to drive business from
the existing members like Birthday parties, Marriage ceremony,
Anniversaries, Get together etc.

Objectives of the Project:

To study the various trends in Hospitality/ Club industry.
To find the future market potential of Hotels/Clubs.
To find out the Challenges of Hotel/Club Industry.
To know the Brand awareness of The Club Verde Vista among
the customers.
To understand the nature of services rendered and various
facilities provided by Hospitality Industry.

Limitations of the Study:

No study is complete in itself, however good it may be and every study
has some limitations:
Time is the main constraint of my study.
Sample size availability was not large enough.

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Chapter-3

RESEARCH
METHODOLOGY

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RESEARCH METHODOLOGY
Research is a procedure of logical and systematic application of the
fundamentals of science to the general and overall questions of a
study and scientific technique which provide precise tools, specific
procedures and technical information, rather than philosophical
means for getting and ordering the data prior to their logical
analysis and manipulation.

DATA COLLECTION TECHNIQUES

The sources of data include primary and secondary data sources.

Primary Sources:
Primary data is collected by survey, conducted among the existing
members.

Secondary Sources:
The secondary data is data, which is collected and compiled from
different sources and are used in research for this study.
The secondary data include material collected from:
Newspaper, Magazines & Internet.

Data collection instruments

The various method of data gathering involves the use of appropriate
recording forms. These are called 'tools' or 'instruments of data
collection.
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Collection Instruments
Questionnaire
Observation

Sample Size: Sample size was 50 and the method of selection was
Random Selection.

Chapter-4

Sales Report Study

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Monthly Sales Report

Daily Sales Report- Daily sales report is used to track the
salesperson day to day activities and his performance. A manager
can take necessary action or if necessary he can pitch sales
himself if he is in constant touch of daily happenings.
Monthly Targets- Very necessary tool to motivate employees and
helps in achieving yearly targets.
Venue wise sales- Important to find which venue is more
preferred and which is less so that necessary actions can be taken.
Comparative reports- Budgeted & Actual.
Monthly Forecast Monthly forecast is important as we can
initiate further action to achieve targets.
Cancellation reports- Gives us the idea what goes wrong and
30 | P a g e

where.
Leads Report- Leads can be generated from anywhere and the
source must be preserved for future reference.
Weekly Planner- All activities must be meticulously planned in
advanced so that necessary initiatives can be taken.

Chapter- 5

DATA ANALYSIS
AND
INTERPRETATION
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Findings:
Data Analysis and Interpretation:

Sample Size: 50 ( Random selection)

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Location of the Club

60%
40%

Happy

1.

Unhappy

Location of the

Club:

Interpretation:
60% of the respondents are not happy with the Club location. However
the rest feels the Club is strategically located. The Club Verde Vista
though not situated in the heart of city but it gives a unique blend of
environment and ambiance and is well connected through Metro. It can
be interpreted that the Club is more suited for social function rather than
business needs due to unavailability of variants in banqueting rooms and
guest rooms.
2. Staff Excellence
Feedback
Very Good
Good

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Percentage
90.00%
10.00%

Staff Excellence
10%
90%

Very good

Good

Interpretation:
90% of the respondents think that the hotel staffs have very good
excellence. And the rest 10% saying the excellence of the staff is good.
3. Physical Facilities
Feedback
Good
Very Good

Percentage
30.00%
70.00%

Physical Facilities
30%

Good

70%

Very Good
0%

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10%

20%

30%

40%

50%

60%

70%

80%

Interpretation:
The 70.00% of the respondents feels that the physical facilities of the
hotel are very good. And the rest 30.00% feels its good.

4. Safety Measures
Feedback
Good
Very good

Percentage
5.00%
95.00%

Safety Measures
5%

95%

Very Good

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Good

Interpretation:
95.00% of the respondents are satisfied with the sporting facilities in the
hotel. The rest 5.00% feels that the safety facilities are good in the hotel.
5. Cleanness & Comfort ability of rooms and Banquets hall.
Feedback
Good
Very Good

Percentage
40.00%
60.00%

Cleanliness & Comfortness

40%
60%

Good

Very Good

Interpretation:
The 60% of the respondents are satisfied with the cleanness and comfort
ability of the rooms. The rest 40% feels that the cleanness and comfort
ability. So there is a room to uplift the maintenance of the club to avoid
any complaints.
6.Sporting Facilities
Feedback
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Percentage

Good
Very Good

5.00%
95.00%

Sporting Facilities
95%

5%
Very Good

Good

Interpretation:

60% of the respondents are satisfied in the services provided by

the hotel. And the rest 40% feels that the services provided by
the hotel is good. This is attributed to the trainer for great
sporting experience to customers.

7.Value for money

Feedback
Not upto the mark
Good
Very good

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Percentage
5.00%
70.00%
25.00%

Value for the Money

25%

Not up to the mark

5%

Good
Very Good

70%

Interpretation:
The 5% of the respondents are not satisfied with the value provided their
money. And 70.00% are satisfied, and the rest 25.00% of the respondents
feels the value given for their money is excellent.
8.Reference for the Club
Feedback
News paper
Magazine
Internet

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Percentage
8.00%
10.00%
25.00%

Reference for the Club

30%
25%
20%
15%
10%
5%
0%
News Paper

Magazine

Internet

Interpretation:
8% of the respondents come to about the Club from newspaper, other
10% from magazine, 25% from internet and the rest from references
from their friends and others.
9.Accessibility of Sales Team
Feedback
Good
Very good

Percentage
2
98

Accessability of Sales Team

98%

2%
Good

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Very Good

Interpretation:
A whopping 98% of the respondents says they can easily access the sales
team. This proves that sales team has a strong presence in the market and
readily available at guest calls.

SWOT ANALYSIS
STRENGTH
1. Residential members- can easily leverage them for other functions.
2. Sales Team:Well informed sales team.
3. Physical Infrastructure and ambiance.
4. Cheap Pricing Strategy.
WEAKNESSES
1. Location not suited for business clients.
2. Low Presence on internet/ Lack of Internet Marketing.
3. Sound prohibition thus not suitable for DJ nights and other rock
function.
OPPORTUNITIES
1.Rising income: Owing to the rise in income levels, Kolkata people
have more spare money to spend, which is expected to enhance clubbing
experience.
2. People getting more health concern sees Clubs as the option.
THREATS
1.Increasing competition: Several international majors like Accord and
others are coming in Kolkata ,and these 5 Star hotels are serious threats
to the Clubs as they provide all the facilities which the clubs provide.
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Chapter -6
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RESULTS AND
SUGGESTIONS

SUGGESTIONS & IDENTIFICATION OF CRITICAL

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ISSUES
1. Residential customers must be fully leveraged for social function. The
Club can take several initiatives to drive them towards club.

Weekend Brunch with gaming facilities for the kids- Today

this is widely offered by all hotels to make the guest weekend
experience better and a complete family entertainment is
offered.

Themed Nights in the Restaurants- Fish market,Oriental

Nights etc must be organised to suit the guest taste and give the
guest different cuisine experience at a single place.

Complimentary Anniversary and Birthday cake and

bouquet for all members to make them feel we do care.

Data Base Management and up gradation of CRM-CRM

must be upgraded to show all important dates related to guest
like birthdays, anniversary etc such that necessary sales can be
pitched on time. IT must be made effective for effective data
base management.

2. Social Media to be taken seriously- Social media presence is very

necessary to remain in the market.
3. Packages should be introduced/ Discount and other vouchers must be
used as promotional technique.
4. Event conducting (fashion shows, DJ, Stage performance) have an
important role in profit generation.

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Chapter -7
LEARNINGS

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LEARNING
Club Verde Vista has huge potential to be one of the finest Club in
kolkata. The club can more concentrate on direct marketing and web
marketing. It will surely help to increase the business of the Club. The
report suggested that almost all the customers are happy with the
facilities and the services the Club provides. The need is to leverage
them at the right time.
2 months of time is never enough to know everything about the industry,
but under the supervision of Mr. Avijit Mukherjee I got exposed to
Industry basics, Sales report interpretation and assessment ,maintaining
data bases of clientele and aboveall the sales approach,
In Kolkata, consumers behavior and their consumption pattern is totally
different from other places and thus the exposure I got during my
internship relates to my understanding of somewhat their attitudes and
behavior which is very much required while pitching sales.
Secondly Daily sales report, proposal making, budget preparation and
achieving sales target are my major learning.
It was a great experience for me and the undertakings which I received
here will definitely be used in my further studies and throughout my
career.

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Chapter -8
REFERENCES &
APPENDIX

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REFERENCES

www.ambujaneotia.com

www.hospitalitybizindia.com

www.hvs.com

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QUESTIONNAIRE
1) Have you ever been to Club Verde Vista?
a) Yes

b) No

2) How do you rate the location of the Club Verde Vista?

a) Not upto the mark

b) Average

c) Good

d) Very Good

3) How do you rate the Excellence of the staff ?

a) Not upto the mark

b) Average

c) Good

d) Very Good

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4) How do you rate the physical facilities in the club (ex. Building,
signs,Swimming Pool, lobby,furnishing of room, lighting, etc.) ?
a) Not upto the mark

b) Average

c) Good

d) Very Good

5) How do you rate the safety facilities in the club?

a) Not upto the mark

b) Average

c) Good

d) Very good

6) How do you rate the cleanness and comfort ability of rooms and
Banquets hall?
a) Not upto the mark

b) Average

c) good

d) Very good

6) How do you rate the sporting facilities of the club?

a) Not upto the mark

b) Average

c) Good

d) Very good

7) How do you rate the value for money in the Club?

a) Not upto the mark

b) Average

c) Good

d) Very good

8) How do you come to know about this club?

a) News paper

b) Magazine

c) Internet

d) Friends/ Families/Others

9) How do you rate the accessibility of Sales team?

a) Not upto the mark
c) Good
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b) Average
d) Very good

10) What suggestions do you want to make?

............................................................................................

DECLARATION
I, SUMIT KUMAR,student of MBA, Institute of Management,
Nirma University Ahmadabad do hereby declare that this report
titled Improving Guest Satisfaction and Generating New
Revenue Streams is a bonafide work done by me under the
supervision of Mr. Avijeet Mukherjee, Relationship ManagerClub Sales & Marketing at Ambuja Neotia and is submitted to
Institute Of Management, Nirma University.

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Date
Sumit Kumar

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