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Purpose of risk management
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1) Briefly explain the difference between risk control, risk finance and risk transfer.
Risk control, risk finance and risk transfer are the 3 major methods of managing risk. These can be broadly classified as: (A) loss retention (includes risk control and risk finance), and (B) loss transfer. With retention, a business retains the obligation to pay for part or all of the losses itself, while risk transfer allows business to transfer risk to another party.
Risk control is the actions that reduce the expected cost of losses by reducing the frequency or the size of the losses. The pre-loss action that reduces the frequency of losses is called loss prevention methods and the post-loss action that reduces the severity of losses that do occur is called loss reduction methods. Such as smoke-activated sprinkler systems is loss reduction method. But many types of loss control influence both the frequency and the size of losses, such as airbags installed in cars.
Methods used to obtain funds to pay for losses that occur is called risk financing, which could be classified as pre-loss and post-loss methods. Funds that are set aside prior to a loss such as retained reserves or cash flows from ongoing activities are pre-loss risk financing. The post-loss risk financing, such as arranging overdraft from bank or contingent capital, are funds that are injected after a loss, but usually with pre-loss agreed terms, so that the firm don’t have to negotiate from a position of weakness.
Risk transfer includes buying insurance or finite risk insurance before loss take place or issue equities after a loss occur and let the shareholders share the risk in order to elicit a return. Hedging is also a way of transferring risk in financial markets. Basically,...
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...s in room rates and occupancy level. Also the Group’s reputation depends on the relationships with its external stakeholders and business partners.
There are two types of tactical risks impacts upon the Group. One is the risk of losing franchise and management agreements. This is an inherent risk for hotel industry and the Group’s light-asset business model. The intensive competition within the hotel industry may reduce the number of suitable business opportunities offered to the Group and may increase the bargaining position of property owners seeking to become a franchisee or manager.
IHG’s wide geographic spread and fee based model means that it is exposed to a wide range of risks. In general, events will affect specific hotels or in all but the most significant countries are not expected to have a material impact on the Group’s results. (IHG annual report, 2012)
The competition in the hospitality industry is increasing. Hilton and Intercontinental Hotels are of same class, offering same quality services; this is making each hotel to face very high threats of substitute products. For model, in the absents of Hilton, Intercontinental will satisfy the customers’ needs perfectively and the same time, if Intercontinental is absent, Hilton will satisfy the needs of the customers perfectly.
Identify the potential risks which affect the company and manage these risks within its risk appetite;
a) Guests – that no matter what happens, even if the hotel really did nothing wrong, they can get their money back.
Bollenbach, who had a reputation for creating innovative financial structures in the hotel industry, proposed a radical restructuring for MC. Bollenbach’s proposal included breaking MC into two separate entities. The new company would retain the service businesses of MC and have the financial strength to raise capital and take advantage of various investment opportunities. On the other hand, the old company would retain the hotel properties and the pressure to sell properties at reduced prices would be greatly lessened. This drastic restructuring proposal, deemed Project Chariot, had to be evaluated by J.W. Marriott before he went before his board of directors with his ultimate recommendation. Thus, Marriott planned to review the company’s past financial history that led to their current position; evaluate Project Chariot’s advantages, disadvantages and value; determine the bond risk involved if Project Chariot was accepted and finally consider alternative recommendations.
The first situation is that of “special events” such as holiday periods, sporting/political events, etc. These events throw more power in the relationship to industry players due to the large customer demand and constrained supply. For example hotels see huge demand around the World Cup sporting event and hotel prices as a result on average spike between 100-300% compared to normal levels and for the last World Cup prices in one city went even further north of around 583% (Mallén, 2013). On the flip side, periods of economic recession have the opposite affect by impacting demand negatively thus forcing hotels to greatly lower prices to spur demand or compete with other industry players. During the last US recession, the average hotel occupancy rate dropped to a record low of 45% at one point from the normal average of 63%. As a result of the greatly declining revenues, such as a 48% drop by Marriott International, industry players laid off over 400,000 employees and greatly scaled back costs and new developments. Also importantly to customers who now saw more power in the relationship drift to their side during this time period, the average daily room price dropped to $98.18 (2009) from the record high of $107.42 pre-recession (2008). Both effects on opposing fulcrums show how important customer demand can affect the industry and the players’ actions
The risk mitigation activities for this company should involve learning on the trends of the industry so as to make sure that they remain competitive. This will make their finances to perform consistently well and investors will be impressed and invest even more. As well, the company should do research on shows hat that
The hotel industry performs within a saturated market, driven by customer loyalty and competitive pricing to stand-out. This competitive nature makes it extremely important to capitalise on strengths while improving on
Finance theory does not provide a complete framework for explaining risk management under the fluctuated financial environment in which firm operates. Hence, for corporate managers, they rank risk management as one of their top priorities. One of the strategies to reduce risk is by hedging. This paper will discuss the advantages and disadvantages of hedging risk using financial derivatives.
The next vulnerability for The Ritz-Carlton is the competition in the hotel industry. The hotel industry is very competitive and there are numerous options for customer to choose from. Hotel chains are always attempting to provide the lowest price, best service, or best customer stay. In direct completion with The Ritz-Carlton is the Four Seasons, as lower priced hotels are really not in competition (www.galup.com).
Enz, C. (2010). Hospitality Strategic Management. In C. Enz, Hospitality Strategic Management (pp. 303, 305, 311,312,314). Hoboken: John Wiley & Sons.
The pricing factor is almost hard to match by the hotel industry, as the consumer is becoming more demanding but also exigent in terms of low pricing. Switching costs range from negligible to high, but a factor that motels can’t substitute are the various benefits including spas, restaurants, or a community holiday feel brought with the package of any chosen hotel/motel. But the consumers in the US, for example, see the switch as more of a necessity rather than a choice, this puts them in an affluent position and the threat from substitutes is likely to diminish. The solution then lies in expansion where mitigation usually takes place, and therefore in turn threatens the substitutes by expanding in the new low cost and service field. Some of these low-cost hospitality choices have expanded thanks to technology and brought to life a new era of cost comparison.
As there is difference in service between a 5 star and a 3 star hotel, discuss the accommodation and front office services for these two different hotels.
e risk management process typically includes five steps. These steps are 1) identifying all significant risks, 2) evaluating the potential frequency and severity of losses, 3)developing and selecting methods chosen, 5) monitoring the performance and suitability of the risk management methods and strategies on an ongoing basis.
Whitla, P., Walters, P., Davies, H. 2007, Global strategies in the international hotel industry, Hospitality Management, vol. 26, pp. 777–792.
Operational risks are risks that may occur in the day to day activities, which may involve the process, systems, or people. Strategic risks are those risks involved with strategy. Positioning ones’ company with the right alliances and competing with fare prices will help affect future operational decisions. Compliance risks involve the many legislations and regulations a company must follow. The results could lead to high penalties and a company’s reputation could take a hit. Lastly, financial risks are always being monitored because oil, fuel, and currency rates are constantly fluctuating. By monitoring the fluctuating rates determines fare cost and balancing of the budget. “Like in any other industry, the risk exposure quantifies the amount of loss that might occur from any particular activity” (Genovese,