FULL PRACTICUM REPORT

COLLEGE OF LAW, GOVERNMENT, AND INTERNATIONAL
STUDIES

(UUM COLGIS)

GHZX4908 PRACTICUM REPORT
JULY 2022

CHEK MUHAMMAD HAFIZZUDDIN BIN CHEK ALIAS
262405

SWISS GARDEN BEACH RESORT, KUANTAN, PAHANG

SUBMITTED TO:
DR. NOOR SUHAILA YUSOF

(UUM SUPERVISOR)

ACKNOWLEDGEMENT

First and foremost, praise and appreciation God, the Almighty, for His
showers of blessings during my study effort, which enabled me to complete the
research. Then, my heartfelt gratitude goes to my Heaven, my father and mother,
Mr. Chek Alias, and Mrs. Ramlah Dollah, for their understanding and unwavering
support even though I spend more time during my practicum period than with
them.

My heartfelt gratitude also goes out to my senior officemates in Swiss-
Garden Beach Resort, Kuantan, who is teaching me a lot in sales and event
management in this resort from my first reporting day on 7th March 2022 to my
last day here, 7th July 2022 - Ms. Linda Evelyn Wong (Director of Sales and
Marketing), Mrs. Caroline (Sales and Event Manager), Mrs. Ery Manshor (Sales
and Event Assistant Manager), Mrs. Marhanie (Sales and Event Coordinator), Mr.
Sean (Marcom Manager), and many more mates from different departments whose
names I can't recall but who I will always remember in four months been here.
Finally, I'd want to appreciate everyone who helped me accomplish the practicum
and reach the goal of the internship whether directly or indirectly.

…………………………………………………………………..
(Chek Muhammad Hafizzuddin, Trainee in Sales and Department

Swiss-Garden Beach Resort, Kuantan)

i

Table of Contents

Pages

ACKNOWLEDGEMENT .............................................................................................. i
TABLE OF CONTENTS .............................................................................................. ii
LIST OF FIGURES ...................................................................................................... iii
LIST OF APPENDICES .............................................................................................. iii

CHAPTER 1: INTRODUCTION............................................................................... 1-8

1.1 Swiss-Garden International (SGI) .............................................................................. 1
1.2 Swiss-Garden Beach Resort Kuantan ......................................................................... 1
1.3 Swiss-Garden International’s Key Services .............................................................. 2
1.4 Organizational Structures ........................................................................................... 3
1.5 Products and Services Offered.................................................................................... 4

CHAPTER 2: COMPANY ANALYSIS ................................................................. 9-18

2.0 Introduction................................................................................................................. 9
2.1 Internal Factors in Swiss-Garden Beach Resort, Kuantan .................................... 9-14

2.1.1 Strength.............................................................................................................. 9
2.1.1 Weakness ........................................................................................................ 12
2.2 External Factors in Swiss-Garden Beach Resort, Kuantan ................................. 14-17
2.2.1 Opportunities .................................................................................................... 14
2.2.2 Threat ............................................................................................................... 16
2.3 Recommendation for Improvement ......................................................................... 18

CHAPTER 3: TASK AND DUTIES ...................................................................... 19-20

CHAPTER 4: CASE ANALYSIS.......................................................................... 21-29
4.1 Case Study 1 ....................................................................................................... 21-24
4.2 Case Study 2 ....................................................................................................... 25-29

CHAPTER 5: REFLECTIONS............................................................................. 30-35
5.1 Self Evaluation from Learning Processes ................................................................ 30
5.2 Organizational Fit with Program of Study and Expected Goals .............................. 34
5.2 Organizational Willingness to Corporate and Consider Suggestion ....................... 35
REFERENCES ........................................................................................................ 36-37
APPENDICES ......................................................................................................... 38-45

ii

LIST OF FIGURES PAGES
3
1. Organizational Structure Of Swiss-Garden Beach Resort 18
2. Analysis SWOT In Swiss-Garden Beach Resort, Kuantan 19
3. Flow Chart Of My Internship Task Generally 27
4. The Communication Flow Interdepartmental In Handling

Event

LIST OF APPENDICES

1. Photos PAGES
38-45

iii

CHAPTER 1
INTRODUCTION

1.1 Swiss-Garden International (SGI)

SGI was founded in 1991 as a hotel operator to manage hotels for the OSK
Group and a hotel management firm to help hotel owners with their third-party
managed properties. SGI now administers and runs a portfolio of six hospitality
establishments in Damai Laut, Lumut (Perak) with a total inventory of over 1,900
bedrooms, several conference spaces, and an 18-hole golf course. Swiss-Garden
International has an owner-centric strategy for maximizing financial returns on hotel
assets. SGI manages projects in Malaysia and has intentions to grow throughout the
Asia Pacific area. SGI now operates eight Malaysian properties, including Swiss-
Garden Beach Resort Kuantan (Pahang), Swiss Garden Damai Laut Resort (Perak),
Swiss Garden Hotel (Malacca), and Swiss Garden Bukit Bintang (Kuala Lumpur),
Swiss Inn (Johor Bahru), Swiss-Garden Hotel & Resident Genting Highlands
(Pahang), and Damai Laut Golf & Country Club (Perak).

1.2 Swiss-Garden Beach Resort Kuantan

Swiss-Garden Beach Resort Kuantan is located on the beautiful Balok beach,
15 kilometers north of the east coast town of Kuantan, overlooking the warm South
China Sea. Balok Beach is reputed to be one of the best windsurfing venues in the
world, and when combined with the resort's leisure facilities, guests can enjoy
swimming in the pool with direct access to the beach, providing an idyllic holiday
destination for those who want to simply relax and ideal for quiet getaways. The

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roomy Deluxe Rooms or Sea View Rooms to the bigger suites are available as
accommodation alternatives. The visitor family will appreciate our large Family
Room, which includes two interconnecting rooms that can accommodate up to four
individuals. They may also relax with our masseurs at Cemara Puri Spa, a Balinese
concept spa.

Beserah, a nearby traditional fishing hamlet, is famed for its salted fish, and
villagers still utilize water buffalos to move fish from the shore to the processing
factories. Teluk Cempedak's beautiful beach is five kilometers south. At The Garden
Terrace Coffee House, visitors may sample local and foreign flavors. Discover our
chef's Halal oriental food at Blossom Chinese restaurant. Snack on delectable cakes
and pastries at the Swiss Deli while sipping a cup of freshly made coffee. The Malibu,
located in the lobby and facing the pool and the sea, provides a range of Food &
Beverage pleasures.

1.3 Swiss-Garden International’s key services

The hotel business climate is dynamic, rapidly growing, and continually
changing. Swiss-Garden International believes in the necessary infrastructure, skills,
and procedures to support the operations and ultimately performance of your hotel so
that it remains competitive and can outperform both local and worldwide competition.

Three primary goals guide the hotel management approach:

a) Increase financial performance
b) Provide operational excellence
c) Improve guest satisfaction

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1.4 Organizational Structures of Swiss-Garden Beach Resort Kuanta

Genera
Manag

Executive
Admin

Human Finance Sales & Front Office Maintenance Hou
Resource Manager Marketing

Manager Cost Manager Manager Manager
Controller
Executive Marcom Assistant Assistant
Auditor Manager Manager Manager
Coordinator
Assistant

Purchaising Assistant Resevation
Manager Assistant
Manager

Coordinator Concierge

Swiss Care

Figure 1: Organizatio

an

al
ger

uskeeping Security Recreation Food &
Executive
Executive Beverage
Manager

Manager Coordinator Kitchen Banquet Restaurant

Public Area Pool Executive Captain Manager
Supervisor Executive Assistant Chef Assistant
Captain
Coordinator Sous Steward
Chef Waitress
Coordinator

Maid Chef de Demi Chef
Partie

Laundry Commies

onal Structure of Swiss-Garden Beach Resort
3

1.5 Product and Services Offered

This resort currently has a variety of accommodation types. First, the
Deluxe room (RM388 per night). The newly remodeled room, designed in
olive tones with accents of dark rich colors, exudes flair and spirit. The
centerpiece wall is adorned with canvas-clad frames, a contemporary version
of Malaysian culture. The Deluxe rooms also have modern amenities like
LCD TVs, safe deposit boxes, and a private balcony with a view of the lovely
gardens. The new bathroom is decorated with bold brilliant tiles and upgraded
facilities, offering outstanding comfort for both corporate and leisure
travelers.

Second, the Premier Deluxe room (RM428 per night) has a breath-
taking view of the South China Sea. Enjoy the gleaming daybreak from your
private balcony, surrounded by the tranquillity of the resort's gorgeous tropical
gardens. Each room is elegantly designed in warm subdued tones with neutral
fixtures influenced by historic aspects and is equipped with modern prime
amenities like an LCD TV with premium channels and complimentary Wi-Fi.
A large working place with a pleasant atmosphere is ideal for company
leaders.

Third, 50 sqm Studio Rooms (RM468 per night) have a bedroom and
living space that can sleep two persons. The Studio has a spacious bathroom
with a built-in shower, one king-size bed, a couch set, and a tea table. Each
room has its balcony with WI-FI is accessible. Fourth, 62 sqm Family Room
(RM 588 per night) features two connected rooms that share a bathroom and
toilet. One room has one king-size bed or two single beds. In the Family

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Room, no more beds are permitted. These rooms can accommodate four
persons under the current configuration. Each historically themed room has
its balcony with WI-FI is accessible.

Fifth, 72 sqm Executive Family Suites (RM798 per night) are ideal for
weekend getaways, family vacations, or carefree family adventures. Stretch
out and unwind in roomy comfort that can sleep two adults and two
youngsters. Soak in a private Jacuzzi, watch the newest movie on a personal
DVD player, or simply relax on your terrace with a panoramic view of the
South China Sea. Wi-Fi is accessible. The Executive Family Suite does not
accommodate an additional bed. Finally, 72 sqm one-bedroom Executive
Suites (RM768 per night) are ideal for weekend getaways, family vacations,
or the carefree explorer. Stretch out and unwind in the vast comfort that can
seat two individuals. Soak in a private Jacuzzi, watch the newest movie on a
personal DVD player, or simply relax on your terrace with a panoramic view
of the South China Sea with WI-FI is accessible. The Executive Suite also
does not accommodate an additional bed.

Meanwhile, this resort accommodates hotel facilities like
complimentary shuttle services to Kuantan town, car parking, 24-hour front
desk, 24-hour security, concierge, restricted lift access card, smoking / non-
smoking floors, outdoor freeform swimming pool, outdoor jacuzzi, travel,
tour, and car hire information, sauna, fitness center, Cemara puri spa, games
room, young citizens of the world (YCOTW), limousine service, trader’s loft
convenience shop, two flood-lit tennis courts, business center, and meetings
& seminar facilities.

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Besides that, this resort also has the room facilities like broadband
internet access in all rooms, in-room electronic safe, satellite tv
(news/movies/sports) / in-house movies / local stations, same-day laundry and
dry cleaning service, daily newspaper, individually controlled air-
conditioning, iron & ironing board (upon request), minibar, coffee/tea making
facilities, babysitting (upon request), DVD player (upon request), hairdryer,
in-room dining, work desk, complimentary bottled water, and IDD telephone.

The Swiss-Garden Beach Resort Kuantan also has a variety of dining
and beverage options. The Garden Terrace Coffee House comes first. The
Garden Terrace's abundant combination of water components creates the
necessary ambiance, from the excellent use of unobtrusive illumination to the
presentation of the food, which stands out in brilliant contrast against the
pristine white palette of the dinnerware. Second, the Blossom Chinese
Restaurant provides Halal Chinese cuisine from Szechuan to Canton. Popular
dishes include Szechuan Hot and Sour Soup and handmade Chef's Specialties.
The professional chefs make each meal to the utmost precision.

Third, Malibu is an excellent place to socialize with family, friends,
and business acquaintances. Sip on our expertly mixed exotic beverages while
resting to calming music and a peaceful ambiance. Fourth, Swiss-Deli is a
terrific spot to catch up with old friends or make new ones. While meeting up
with friends, snack on handmade pastries or cakes with a cup of tea or freshly
brewed coffee. Finally, there's Beach Bar. Spend some time at our calm Beach
Bar to relax and unwind after a long day. A great place to relax and enjoy the

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South China Sea air. Indulge in one of our handcrafted cocktails or a freshly
squeezed fruit juice. Relax and unwind on one of the neighboring hammocks.

This resort provided conference, meeting, team building, family day,
and wedding services in addition to a range of accommodations and cuisine.
The Swiss-Garden Beach Resort Kuantan features six halls, including
Hibiscus, Casuarina, Dahlia, Ixora, Jasmine, Lotus, and Orchid. Hibiscus hall
can accommodate 300 people each session and is their largest space. Many
special meals from the public and private sectors were held here. Second, the
second biggest hall, Casuarina, held 150 people per session. The five halls,
Dahlia, Ixora, Jasmine, Lotus, and Orchid, are appropriate for meetings of 10-
50 people each session. The layout of the halls varies from one to the next.
The meeting package includes all meeting facilities such as a Smart TV, two
microphones, five or six meals, and so on.

This resort also provided several private lunches, high teas, and
dinners as desired by their clients. The price per person is extremely
reasonable, and the cuisine is fantastic. This resort also offers wedding
packages. There are four types of wedding packages available here: Beach
Wedding, Blissful Love, Enchanting Hearts, and Nikah Mubarak.

To begin, a Beach Wedding costs RM 128 per person with a minimum
of 200 people. This package includes a meal, one complimentary bridal room,
breakfast for two people, and one free VIP parking space. The bride's relatives
and friends will receive a special deal for accommodations with breakfast. The
client will receive red carpet leads to bridal tables, dummy cake decoration,
photo-taking, champagne fountain, free flow cordial, the special rate of

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alcohol drink and corkage rate to bring to the wedding ceremony, full of the
sound system, complimentary LCD usage, and food tasting upon confirmation
for wedding decoration.

Second, the Blissful Love costs RM118 per person for the buffet and
RM1,188 per table for the Chinese cuisine package. As with a beach wedding,
the customer might receive a complimentary one-night Bridal Suite, two
complimentary breakfasts, a gourmet fruit basket, a sparkling bottle, and
complimentary VIP parking. The customer might have a red carpet, sound
system, photo-taking, free flow cordial, food sampling, dummy cake
decorating, predinner nuts and mocktails, personal décor bridal table, and
registration table, and much more as at a beach wedding banquet.

Finally, the Enchanting Hearts Package costs RM138 per person for
the buffet and 1,388 per table for Chinese cuisine. The banquet layout in this
package is the same as in the previous two packages and differs only on the
menu side. Finally, there's the Nikah Mubarak package, which costs RM100
per person for the buffet and RM90 for the dome set. Change the non-
alcoholic drink to the same as in the previous three bundles. All of the
minimum attendees stay at 200 every session, and all of the freebies remain
the same.

This resort also offers family day tele-match games and indoor or
outdoor teambuilding for corporate retreats. Outdoor activities will
undoubtedly take place at the beach area, and there will be third-party ATV
rides and banana boats for rent along the beach.

8

CHAPTER 2
COMPANY ANALYSIS
2.0 Introduction
A SWOT analysis assesses an organization's internal strengths and
weaknesses, as well as external opportunities and threats. Internal analysis
is used to discover the organization's resources, skills, core competencies,
and competitive advantages. The external analysis analyses market
possibilities and risks by examining the resources of rivals, the industry
environment, and the overall environment. The goal of a SWOT analysis
is to leverage an organization's understanding of its internal and external
environments to determine its strategy (Tanya Sammut-Bonnici and David
Galea, 2017).

2.1 Internal Factors in Swiss-Garden Beach Resort, Kuantan

2.1.1 Strength

Choosing the right brand name is crucial when launching a new
product. A well-chosen brand name may foster a positive image and aid in
the creation and enhancement of brand awareness (Keller, Heckler, and
Houston 1998). Swiss-Garden Beach Resort Kuantan is well-known for its
stunning beach and coastal location. The site also includes a four-star
hotel. The word "Swiss Garden" has a high brand value. When it comes to
serving visitors, "Swiss Garden" will be recognized as professional. The
resort is also recognized for hosting business and government events.
Every month, the resort's halls would be crowded with celebratory parties

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or meetings, according to sales projections. The resort also provides
meeting packages and low-cost lodging to the government sector. A
corporate business is also a regular client of the resort. One of them is the
Petronas company. Petronas Pantai Timur, Petronas Gas Processing, and
other Petronas subsidiaries may be located across Malaysia.

Second, is the resort staff's service excellence. Service quality
(SQ) is described as "what the client receives and is prepared to pay for,"
as opposed to "what the provider puts in" (Drucker, 2007, 206). Earlier
research defined service quality as the extent to which the service meets
the demands or expectations of the clients. Front office assistants with prior
experience in that field, such as Mazlinda and Haslina, work here. Every
single visitor complimented their amazing hospitality service just by
uttering their name. My seniors in my internship department, such as Ery
and Marhanie, who are the assistant manager and sales and marketing
coordinators, are extremely talented employees; every frequent client
recognized them and appreciated dealing with them.

This resort also has a high-profit margin. The income during this
month is particularly high, according to the June 2022 finance report. The
banquet, accommodation, food, and beverage departments generated RM1
million in revenue. This month, an important event with a high number of
participants will take place. Almost every week, all of the rooms and halls
are filled.

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Attractions are the foundation of destination appeal, with evidence
of a strong relationship between a place and an attraction. The variety of
attractions and the combination of connected activities provide tourists
with a wide range of options, which increases the length of their stay.
Attractions might be naturally occurring, man-made, artificial, purpose-
built, heritage-based, or present just during special occasions. Attractions
are the primary motivators for people to visit a place, and they are the
primary reasons why potential visitors choose one destination over another
(Gany, 2017). This resort features attractions such as a white beach, halls,
swimming pools such as a small team park, a kid’s room, restaurants, and
a range of accommodations. Not to mention, the meeting rooms are now
equipped with a PA system and a Smart TV, rather than a projector and a
white screen, which are outmoded equipment.

Finally, the resort's administration, in my opinion, demonstrates
exceptional leadership abilities. Leadership and innovation are critical in
the hospitality sector. In comparison to other industries, this one must focus
twice as hard on adopting innovation. First, because most innovations are
related to the product, and second because the product lacks concrete
features. Leaders in this profession must constantly be accessible to their
staff and must actively promote affirmation inside the corporation (Babaita
et al., 2010). Mr. Raymond Leaw and Ms. Linda Evelyn Wong, General
Manager of Swiss-Garden Beach Resort and Director of Sales &
Marketing Swiss-Garden International, are capable leaders. They
understand how to advertise the resort and find innovative approaches to
assist the resort's growth.

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2.1.2 Weakness

Communication is a key precondition for business success since it
is a way of receiving and disseminating information inside an
organization (Răducan & Răducan, 2014). It is significant since it may
improve the smooth operation and performance standards of a firm (Yoo
et al., 2014). Excellent communication among employees and between
employees and customers is critical to the success of a hotel. Similarly,
when my department sends an Event Order (EO) to another department,
there will be a lot of misunderstanding between us and the other
department, which will have a negative influence on the running event
and result in a customer complaint.

Second, there's the issue of staffing. The substantial reliance of
hotel performance on its personnel drives the relevance of staffing
concerns in the hospitality sector (Kusluvan et al., 2010). There are
several open positions here, including one in an important department.
Because of this, the hotel employs foreign employees, which creates a
significant barrier between local employees and them. Even though
foreign workers play an important role in the tourism labor market
(Duncan et al., 2013), the reasons for employing foreign workers in the
sector, the areas of the tourism sector where they are most needed, and
the problems associated with foreign labour employment in tourism
enterprises have received little attention. Due to a paucity of workers in
the operating division at this resort, the administrative staff is required to
help during the busy season, such as public holidays.

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When working with international labor, language problems are a
regular challenge (Ramlan et al., 2018). Often, it is the person's method
of speaking, not their accent, that poses a barrier to good communication
(Javadpour & Samiei, 2017). Furthermore, the language barrier
frequently influences job performance since communications are
misconstrued. Aside from that, language limitations might cause
additional issues such as work delays and safety concerns (Valitherm &
Rahman, 2014). Foreign workers struggle to communicate with their co-
workers. A worker's productivity may suffer as a result of a lack of
communication. This occurred in the housekeeping department of this
resort.

Third, occupational stress can affect employee performance at all
levels, from senior executives to recently hired people (Ross, 1997).
Workplace stress has two primary causes: environmental and personal.
Job schedule, workplace safety, work tempo, distance to and from work,
transportation challenges, the number of clients and their characteristics
are all environmental elements (Dessler, 2000). In this resort, stress
becomes a major issue when employees are required to work overtime
without pay and are also required to perform responsibilities that are not
part of their job description. As I previously stated, in addition to
administrative duties, administrators must do operational duties such as
cleaning.

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Finally, this resort's event management does not employ cutting-
edge technologies to arrange clients' events. Knowing event technology
trends and implementing the most beneficial and effective ones to
effectively execute various sorts of events provides planners and
developers with new ideas and locations to get a competitive advantage
over their competitors. Technology allows for more diverse applications
that appeal to all types of event attendees (Kang, Tang & Fiore, 2014).
The event planners in this resort are still utilizing manual Microsoft Excel
to document the event, which requires a lot of secretarial work. However,
if the event planner employs technology, the procedure will be efficient
and quick.

2.2 External Factors in Swiss-Garden Beach Resort, Kuantan

2.2.1 Opportunities

Online reservations. The globe has seen fast expansion due
to the usage of the Internet, which allows people all over the world
to readily access information and make bookings online. This
booking approach has lately become popular in the field of
information technology. Many businesses have used this strategy on
their commercial websites. Companies view e-booking as an
investment that will help them grow their market leadership. Having
an online booking/reservation system allows for better control over
the reservation process and operation, as well as helps to decrease
mistakes caused by traditional manual processing (Kamsin & Kin,
2005). The reservation crew at this resort will record any reservations

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made through internet platforms such as Booking.com, Trivago, and
others. It assists guests in budgeting their spending with the rates and
locating local attractions. Everything is included.

Second, the Matta Fair Festival is organized by state
chapters. In this exciting period of ground-breaking travel
innovations and technology advancement, Matta Fair is Malaysia's
leading travel extravaganza, delivering worldwide visibility and
limitless commercial chances. The Matta Fair will offer guests a
variety of fascinating and cost-effective travel alternatives, as well as
fantastic business and vacation prospects. In essence, all of the
attractions that have characterized Matta Fair Malaysia's No. 1
Consumers' Travel Fair will be present at each Matta Fair, along with
many new and interesting goods. The expo is projected to attract
100,000 or more people from Malaysia, ASEAN, and the rest of the
world (About Matta, 2013). During my practicum, this resort
participated in two Matta Fair chapters, the first in Kuala Lumpur and
the second in Kuantan, Pahang. We received a large number of
inquiries about contacts and purchases of accommodation vouchers
as a result of this expo.

Finally, the Swiss-Garden Beach Resort's sales approach is
Sales Bliss. This technique involves all of the resort's salespeople
dedicating 2-3 days to sales visits to local businesses. They must set
meetings with the firms and will discuss more the event that the
company will have soon or are intending to hold. For example, the

15

Sales and Event Manager and her Assistant Manager travelled to
Terengganu in a few days to meet enterprises such as Petronas. From
there, they will talk more about the forthcoming event and acquire
the contact information, as well as promote the rooms and hotel
facilities to the firm to do the events or meetings.

2.2.2 Threat

The main threat at this resort is the nearby resort
competition. There are various hotels and resorts along this route
with varying pricing ranges, including Adena Beach Resort, Hyatt
Regency in Teluk Cempedak, Zenith Hotel, Grand Continental, and
many more. Guests may select the hotel they want based on their
budget and the sort of rooms that are appropriate for them. In my
experience, many consumers make the wrong choice when
comparing this resort to other irrelevant star hotels. The appropriate
comparison for this 4-star resort is between Hyatt Regency and
Zenith. Because of the high pricing rate compared to a 4-star standard
hotel, many government clients reject to participate in events or stay
at this resort.

Four-star hotels, often known as exceptional hotels, are large,
affluent establishments that are fully staffed and equipped with a
variety of services. The large rooms are wonderfully built with luxury
furniture and feature luxurious details. Four-star hotels provide
concierge services, great cuisine, several pools, and hot tubs, first-
rate exercise facilities, housekeepers, etc (Gurbanli, 2021).

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Second, travel in inclement weather. Understanding the shift
in travel behavior as a result of climate change and changes in daily
weather is critical. Because a change in everyday weather may
correspond to a marginal change in travel behavior, those changes in
travel behavior would result in a fluctuation of travel demand in
different weather conditions, contributing to various transportation
externalities such as congestion, emissions, and traffic safety, among
others (Liu, 2016). When the monsoon season arrives at this resort
from October to January, there will be no outside events at the beach,
such as family days or meetings, because it will rain all day, causing
losses in those months.

Finally, there is an additional fee that must be charged to
the guest. According to the resort's most recent statement, beginning
in 2022, it would be required to charge guests RM 50.00 per room
per night during weekends (Friday to Sunday) or RM100.00 per room
per night during public holidays, as well as RM3 per night per room
as Pahang Sustainability Fees. From here, there is an extra charge,
and many guests grumble that the price is more than the previous
year's pricing. However, the resort is required to accept it because the
fee is for hotel operations and Pahang state matters.

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Strenght Weakness

•right brand name •Miscommunication
•location interdepartmental
•resort staff's service excellence •issues of staffing
•high profit margin •occupational stress
•attractions •does not employ cutting-edge
•resort's adminstration technologies in event management

Opportunities Threat

•Online reservation •Nearby resort competition
•Matta Fair •Inclement weather
•Sales Bliss •additional fee to the guest

Figure 2: Analysis SWOT in Swiss-Garden Beach Resort, Kuantan

2.3 Recommendation for Improvement
The resort's weaknesses, in my perspective, should be supervised by the

resort's administration. Four primary concerns must be addressed for the resort's
performance to meet four-star criteria and eliminate visitor complaints. Not only
does management have the power to decide and provide excellent ideas for the
development of the performance resort, but other departments, such as Human
Resources (HR) in overseeing staffing issues and Information & Technology (IT)
in upgrading the resort's event management system, also have the executive
power to do so. All of this must have a positive influence and help the resort run
smoothly and guarantee the welfare of the staff

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CHAPTER 3
TASK AND DUTIES

Call Enquiry or Write the Letter of Collect the Standby at
Walk In Aggrement and deposit the resort ,
Proforma Invoice payment if the client
Inspection- and send to them need assist
Taking client and Write the Event Order of the event
When the client and send the email to
event data have the Waiting the
other department arrival of
Checking the confirmation, block
date of hall the room booking Looking the set client to the
up arrangement resort
blocking and hall
Collect the
Checking Discuss with the balance
the balance client and go payment
thorough the
rooms quotation

Write the Follow up the
quotation and quotation with
send email to
the client
them

Figure 3: Flow chart of my internship task generally

I was assigned Event Coordinator after four months in the Sales and Marketing
Department. My tasks and responsibilities include event recordkeeping and event flow
forecasting. According to the flow chart above, I normally answer every phone call that
requests a quote for their event. I can see their entire name, corporate address, email
address, the sort of event they wish to host, the number of attendees, and the day and
date of the event. Then I'll go into the blocking system to see if the hall is available or
not on that particular day. Then, I will type the quotation using the template quotation
appropriate for the event type and email it to them.

19

Then I'm waiting for their reaction to the quotation. If they wish to proceed, they
must respond to the email with confirmation details such as the number of pax and
rooms, as well as rough event details. Then, using the Room Booking Form, I like to
reserve their room for the Reservation Team. There, I must recognise the reservation
team regarding the type of rooms, the quantity of rooms, and the length of stay.
Following that, I will contact the organiser to talk further. Do they wish to add an extra
function, such as dinner and some more service? As a result, I must meticulously record
everything they request.

Of the discussions have concluded, I will calculate the cost to pay in the
Proforma Invoice template with the Letter of Agreement (LOA). These two papers are
very significant to the customer in order for them to complete their payment, as they
will know how much they need to pay to the resort, and the LOA is the crucial agreement
that they must sign for any black and white reason. There are policies and agreements
in there that both parties must agree on before the event day.

I also get walk-in clients. They came to the resort to look over the hall, function
rooms, rooms, and beach for their celebration. I will follow them to all of the corners,
and then I will repeat the process of gathering event details, sending the quotation
through email, waiting for approval, and calculating the LOA and Proforma Invoice.
Then I have to wait for the deposit and balance payment.

The Event Order, including all set-up preparations, must be completed and
forwarded to the other departments two weeks before the event. I must carefully define
what the client wants in the event order and express it clearly by writing it on the Event
Order. Then, two days before the event, I have to supervise the preparations, and lastly,
I am waiting for them to come at the resort. Then I must remain at the resort and help if
the organiser requires anything while minimising the risk of an event occurring.

20

CHAPTER 4
CASE ANALYSIS

4.1 CASE STUDY 1

Customer satisfaction is a corporate strategy that focuses on providing
value to customers, anticipating, and managing their expectations, and showing the
capacity and responsibility to meet their demands. Customer happiness and service
quality are essential success elements for every organization (Gronoos, 1990;
Parasuraman et al., 1988). According to Valdani (2009), firms exist because they have
a consumer to serve. The key to achieving long-term advantage is to provide high-
quality service that results in delighted clients (Shemwell et al, 1998).

Service quality and customer happiness are critical aspects in gaining a
competitive edge and retaining customers. Customer satisfaction is determined by the
customer's impression of the value obtained in a transaction or relationship, where
value equals perceived service quality when compared to the value expected from
transactions or relationships with rival suppliers (Blanchard & Galloway, 1994). To
attain customer satisfaction, it is necessary to detect and anticipate consumers'
demands, as well as to be able to meet them.

This is particularly true in the hospitality business. One of the most difficult
issues for hotel managers nowadays is to offer and maintain client satisfaction.
Professionals in the tourist business are becoming increasingly aware of customer
demands for high-quality products and services (Yen & Su, 2004). Guest connections
are an organizational strategic asset and customer satisfaction is the beginning point
for defining corporate objectives. (Gruen et al., 2000)

21

There will be several solutions to tackle this difficulty, such as improving
the pricing rate, service quality, and facility attributes. In this section of my internship
content, we have companies that we manage as regular corporations and provide them
with typical corporate rates that are cheaper than the standard corporate rate. Regular
corporate companies include Petronas and other oil and gas corporations, as well as
manufacturers such as Kaneka Malaysia. In the Event Order, we also identify them
as repeat clients and indicate their complaints from the prior event so that we may
improve for the following event. Typically, frequent clients by group book directly
with us through our salesperson. We normally give this group the regular corporate
rate (RM290) per room per night. This is less expensive than the rate room in the
booking reservation. Aside from that, our government rates for rooms are lower than
those of other hotels and resorts in Kuantan. We start to charge them RM 240 per
room every night. This indicates that we are bringing a larger number of government
groups to this resort.

Second, consider service quality. Typically, the hotel sector has had major
issues with service, such as late check-in because the rooms are not yet available,
poor food quality, and other hospitality issues. As event coordinators, we face every
group, but we are equipped to handle it. When a group makes a contract with our
team, we must look after them from the time they come until they leave. All we have
to do is watch, take notes, and pass the action on to another department. For example,
if a group requests a vegetarian and vegan meal, we must notify the chef, even if the
number of guests is less than ten. If the room is late for check-in, we must ensure that
housekeeping completes their work quickly and that the groups check in first. We
don't want the group to be too loud and give our hotel a negative review.

22

To counter this, we give them a welcome drink and allow them to visit the
kids' room and swimming pool while their rooms are being prepared. When we have
the private dinner, we also inspect the hall and the food preparation. We are
also concerned that the hall decorating is drab, and the meal is late. However, we have
so far been successful in resolving this issue.

Finally, there are facility qualities. We know that this resort frequently
hosts guests from the family demographic. If we look back four years, the swimming
pool area is monotonous and non-interactive with out-of-date attractions. The
swimming pool is now the attraction and a must-see place for the guests since it
contains a slide and water splash in the kids' area and a large swimming pool for
adults. Meanwhile, we offer extra fun games such as archery, mini-golf, ATV rides,
and a beautiful sandy beach that our guests enjoy. If they are bored at night, they may
go to the kids' room, which has numerous features such as a PS4 area, teddy bears, a
movie room, indoor games, and many other attractions. There is also a gymnasium,
which is sought after by sportsmen. The gymnasium is well equipped, and they may
also use the sauna.

The guests can even select their restaurant for meals. We have several
restaurants here, such as Blossom (Chinese restaurant), Swiss Deli (dessert), and
Malibu (pub), and our coffee has a great reputation (The Garden Terrace). The on-
duty chef always serves our guest. Last but not least, our rooms are improving their
interior style and receiving an A for cleanliness. We also provide room service, as
well as daily laundry and housekeeping. Just like our goal to make this resort seem
like a second home for them. We also operate Swiss Care, where all guests may

23

complain about anything directly to our officer, and they will handle the problem,
such as calling the maintenance staff to fix the leaky bathtub and other grievances.

Considering I engage in the hospitality industry, I learned a lot from this
experience, including how to be patient. My aim as a hospitality professional is to
satisfy our guests' desires. I need to make my guests happy with the service here, or I
may receive negative comments. This resort had a large number of guests at one time.
During peak seasons, such as a public holiday, all corners of the resort, such as the
swimming pool, kids' room, restaurants, and beach, are packed with people, and the
hotel's administration must be prepared to greet them with friendly hospitality. I also
need to think positively and be a responsible person to act in response to
unsatisfactory comments from the guests. We must be trustworthy in stating that the
service is not great, but we strive to make it excellent with a grade of A+ and
demonstrate to the guests that we are capable of serving them with 4-star hospitality
while surrounded by stunning natural resources.

24

4.2 CASE STUDY 2

In this resort, event management is critical. The salesperson will organize
the event just how the organizer desires. This issue arises when they wish to have a
particular event. Special events are defined as "a one-time or infrequently occurring
event outside of the sponsoring or organizing body's normal program or activities"
and "to the customer or guest.... as an opportunity for a leisure, social, or cultural
experience outside the normal range of choices or beyond everyday experiences."
These events are typically seen as a substantial tourist asset for the host location since
the event directly attracts participants while the better area profile indirectly increases
public attendance. A special event, in the organizer's opinion, is any one-time or
seldom occurring event that is not part of their regular program of activities. (Getz,
1997). According to this definition, we, as the event's host, are responsible for
ensuring that everything happens as planned.

Any event must have event planning, just like our resort. The salesman will
collaborate with the event organizer to make the event a reality. The salesman will
arrange for accommodation and hall reservations on our behalf. From how many
people will attend the event's layout, they will decide on everything, including any
specific requests from the customer. Our main goal is to satisfy the client and meet
their needs. Even if the event is three months away, the sales staff and the group
organizer must plan everything, beginning with a phone conversation and progressing
through WhatsApp until a video conference or the organizer may see us and complete
the inspection here to examine the hall. We are employing technologies in our
conversation rather than mailing since technology such as video conferencing make
the discussion simpler, and we do not want to stress our customer by forcing them to

25

travel here because they are far away. We constantly had clients from Kuala Lumpur,
Selangor, Johor, and other states, and the distance prevented us from discussing the
event.

As I previously stated, our resort continues to use Outlook as our email
platform for preceding steps such as providing the estimate. However, for early
planning, both sides will hold virtual meetings. Virtual meetings and virtual
collaboration are becoming more popular in organizations, and virtual collaboration
is expected to rise. A previous study has found that meeting facilitation may lead to
more successful meetings and better outcomes and that it is especially crucial for
internet meetings. Some aspects that can boost meeting productivity are discussed
(Nanos & James, 2013). We appreciate clients who are willing to meet with us
virtually so that the arrangements can be clearly explained, and any mistakes may be
avoided.

Communication is extremely important while addressing events at resorts.
I say this because the salesman is the resort's mastermind, and they act as a liaison
between the group organizer and the other departments for the event to operate well.
The process of sharing knowledge and shared understanding from one person to
another is known as communication (Keyton, 2011). It is the formation or exchange
of thoughts, ideas, emotions, and comprehension between the sender(s) and the
receiver(s) (s). It is critical for establishing and keeping connections at work.
Although administrators spend the majority of their time communicating (sending or
receiving information), not all conversations are meaningful (Dunn, 2002).

26

The salesperson will then communicate the information to the
interdepartmental to offer them instructions after the group organizer expresses their
desire and wishes for the event. The salesperson will pass on information to them
such as the room booking and type of room requested to the Front Office department,
the safety briefing or parking lot in the lobby to the Security department, the meals
and number of pax to the Kitchen, the pax for buffet breakfast, lunch, and dinner to
The Garden Terrace restaurant, the setup functions rooms and decoration to the
Banquet team, the bed-making to the Housekeeping department, and the tele match
activities to the Recreation Department. However, the most prevalent risk that we
must avoid is an interdepartmental misunderstanding concerning the event. This
might occur if one of the departments is unclear about the information provided,
resulting in a negative report to us. To avoid this, our resort has a weekly Coordinating
Meeting with all department heads. The meeting with the General Manager will be
handled by the Sales and Event Manager. During this meeting, they will learn about
the event arrangements and supervise and mitigate any risks that may arise.

Front Office

Call Quotation Client Discussion Event Order Banquet
inquiry send agree (Instruction to
from with the Kitchen
client rate and other Security
want to department) Restaurants
confirm Finance
the event
Maintainance

Recreation

Housekeeping

Figure 4: The communication flow interdepartmental in handling event

27

Overlap is an issue that constantly arises between salespeople in event
management. In one day, we received several phone calls and emails. And, yes, we
sent out more than ten quotations every day. When a quotation is received and the
group organizer accepts the offer and confirms it, overlaps arise when all of the
groups wish to hold the event on the same date or day, and with the same number of
people. This will produce overlaps in the blocks of room bookings and function halls
because each hall has a fixed number of eligible occupancies.

When three salespeople have a confirmed group on the same day, day, and
hall, there will be overlaps in system obstruction since the system is manually updated
and not automated, and this is where efficient communication between sales
colleagues comes into play. They will debate turning around the hall layout, or they
will have to cancel one of the groups owing to insufficient space and room
availability. This always occurs on public holidays and weekends. During this peak
season, all of the rooms and halls are usually completely booked (full house).
Although we don't want to turn away a potential customer who wants to have their
event here, we must accept the occupancy and urge them to adjust their plans. The
salesperson must engage with them since the client will return the following time.

When I worked in the event department, I saw how difficult it was to hold
a single event. It is not a simple process to start with phone inquiries, reservations,
making deals, discussion, and implementing the event. However, with knowledge and
abilities, we might do this task and receive a great evaluation from the organizer. In
my opinion, we as the event team that will be hosting the vent may take it for granted
since we know that the organizer needs to pay a lot of money to have the memorial

28

event here, and if the event goes well, they will come because they know our
capability to handle the event.

I recall assisting my senior with the signature MICE event, which was
attended by several VIPs and rented numerous rooms, with a revenue of over RM150
thousand. This is where I viewed interdepartmental communication and teamwork as
essential factors in the event's success. Yes, the event has many turnovers set up and
I have to stay back at the office to help the event go smoothly even though I have to
be a waiter and banquet to assist with the lack of manpower but it is okay because
finally we got excellent appraisal from the VIPs and this is the strength of our resort
to welcome other corporate groups that will hold their event with us with our warm
hospitality.

But I also have to recall and accept the occurrence that caused me to be
more concerned about managing their past event. All of the negative evaluations are
mainly due to food and beverage and rooms that do not reach their standards;
however, the staff will act in response to this negative feedback. All reviews will be
forwarded to our Marcom Manager, and the Quality Management Meeting will take
place during the Coordination Meeting. All efforts will be taken to address the
department's issues and ensure that a similar situation does not occur again in the
future.

29

CHAPTER 5
REFLECTIONS

5.1 Self Evaluation from the Learning Process

I gained a lot throughout my practicum experience at this resort, and I can
adjust to it in 4 months. In the Sales and Marketing department, I learn more than
what I learned in class, as well as things I can only learn at this resort. All of these
components will be shown further down.

First, consider organizational culture and behavior. In the topic Principle
of Management (BPMN 1013), taught by Assoc. Prof. Dr. Hoe Chee Hee taught me
about the management culture in major companies, as well as Swiss-Garden Beach
Resort, Kuantan. This company is owned by the OSK Properties Holdings Group,
which has numerous subsidiaries, one of which is Swiss-Garden International (SGI).
Swiss-Garden Beach Resort Kuantan is one of SGI's branches, and my Director of
Sales and Marketing will occasionally visit us to check on our success in addition
to overseeing other branches. I also adapt to the communication form in this topic,
where I know how to speak with the same department and how to communicate with
another department. There are several types of communication, including upward,
downward, and lateral communication. All of these forms I've seen here when I've
met with the director, manager, officemates, and other departments. Other aspects,
such as timeliness and honesty, will also require adaptation.

30

Second, let us talk about English proficiency. During my internship, I
learned about English communication and practiced it. The predominant language
in this resort is English, and I utilized it to answer phone calls and complete
paperwork in English. Furthermore, the subjects of Hospitality English and Report
Writing provided me with the expertise to handle a hospitality issue as well as write
a quote and sales report in English. To be honest, English communication is critical
in the hotel business since we deal with corporate and government entities that
utilize English as their primary language. So, I wasn't 'culturally shocked,' because
I had learned about it in previous lectures.

Third, I learned more about event management at work and in numerous
programs such as MICE Management, Event Management, Event Design and
Production, and Event Operation and Logistics. All of these classes have prepared
me to deal with real-world situations. In this resort, I manage various corporate
meetings such as Petronas, ministries, and others that I learned in MICE
Management classes with Dr. Gelareh Aboali. They are corporate clients, and we
must treat them with respect. In event management classes taught by Madam
Raslinda, Madam Suryati, and Dr. Lina Munirah, I learned more about how to make
an event run smoothly and prevent any sudden and minor errors that will affect the
event. I also learned how to oversee risk assessments such as natural phenomena
such as Monsoon season that will ruin outdoor activities and it is harmful to our
clients to have the outdoor family day because the resort is near the beach, and we
are not allowing them to have their event. These seminars taught me about the
function rooms' strengths and weaknesses. My seniors thoroughly described it to
me, and it corresponds to what I learned in class. Pillars in function rooms are a

31

vulnerability, and the resort works against it by providing mirrors on the pillars,
making the function spaces appear larger.

During my internship, I am in charge of organizing group events, which
is exactly what I learned in Dr. Asmahany's Event Administrator and Coordinators
class. True to what she mentioned in class, organizing events requires careful work
when I need to coordinate the ongoing activities in that month and jot them down at
the Coordinating Table in my workplace. When an Event Order is sent to another
department, I must be informed of and understand every information regarding the
event. Begin by taking phone inquiries, then follow up with quotations and event
papers such as Letters of Agreement and Proforma Invoices until the function space
is ready for rehearsal. I learned about post-event matters such as finance here, which
is relevant to the issue. Now, I have a better understanding of the job descriptions
of Event Manager and Event Coordinator, which have been frequently questioned
in class, and I can differentiate between the tasks and duties of both.

Fourth, because I work in the Sales and Marketing department, I apply
what I've learned in marketing classes such as Tourism Marketing, Event Marketing,
Service Marketing, and Entrepreneurship, where I can relate to the market
segmentation based on demographics and marketing skills in dealing with our
clients and closing deals with us. As my lecturers stated, I am selling services and
must ensure that the service is good and trustworthy rather than "daydreaming" and
saying the lovely matter simply. This is when our soft skills and ability come into
play to close the deal. We can persuade the client to have an event with us based on
our communication. My colleagues also teach me a lot about marketing, such as
how to persuade people to stay with us. As evidence, the resort hosts 6 to 8 event

32

groups every week. I also notice marketing methods at this resort, which I saw at
Matta Fair and Wedding Booth in an open space area where people can view our
product and service, as well as our package. And Sales Bliss, in which a salesperson
visits corporate and government companies to sell our resort and what it can offer
them. These are effective ways of marketing services.

In addition, I learned a lot about Tourism Sociology and Tourist Behavior
here. I am learning about the push and pull components of tourism in Dr. Mohamad
Zaki and Dr. Noor Suhaila's class. I see that the bulk of the guests here desire to
have the 3S (Sea, Sand, and Sunlight) when they go for leisure at the beach, and my
customer who had their Family Day here also indicated the same purpose. I realized
that at meeting events, the Hierarchy of Maslow's Needs is also implemented, with
the psychical need (food and beverage) being more significant to them. Many MICE
guests will complain about food if it is tasteless and served late, and in meeting
packages, the timing of meals is also incredibly significant since one group meeting
will have 6 times meals from morning to supper, and the foods must be well-
presented before they are served. When it comes to tourist behavior, I have
encountered a wide range of guests and clients whether assisting at the reception
desk or discussing the event with them. Some of them are very tolerable, while
others are not. As practitioners, we must recognize that we operate under pressure
and must cope with it; yet, we must have a good attitude and strive to provide the
greatest service to our clients and guests.

33

Finally, I learn in research classes conducted by Dr. Muna Maryam. In
this department, I notice everything and may analyze it into a SWOT Analysis as
well as some marketing plans that I must offer to my General Manager and other
managers regarding the current marketing strategy type. I need to understand the
issues and choose the best strategy to solve them. Using the data provided, I was
able to trace the segmentation demographical profile and present the best methods
to the department in charge of acquiring customers. In conclusion, what I have
learned in classrooms will come in handy when I am in practicum mode.
Furthermore, in the profession, I need to expand my knowledge and abilities to deal
with the present scenario in the hospitality business.

5.2 Organizational Fit with Program of Study and Expected Goals

The course and subjects that I studied for four years as a Bachelor of Tourism
Management with a minor in Event Management are connected to what I did
during my internship. All of the topics are related to the resort, and I am having
fun learning new things about event management. I've summarised what I've learnt
in some of the subjects and how I've used it in real life as event staff. The expected
aims that I really want to know how the event in the hotel function and how the
communication between all the departments execute and are the event personnel
considerate... all of these goals were met when I was assigned as a trainee here. I
see numerous things and realise the resort's strengths and weaknesses that need to
be addressed in the future.

34

5.3 Organizational Willingness to Cooperate and Consider Suggestions
At my opinion, suggestions for hotel operations might be

considered in this resort because the General Manager of this resort possesses
visionary leadership qualities. He is looking for fresh ideas to help the resort
function smoothly, and he is willing to provide these possibilities to anyone
with good ideas.

When I manage events at this resort, I see several
miscommunications between departments concerning the event, such as the
setup, food, and most recent payment update. This resort should leverage
technology such as an internal system to help with event management. Many
difficulties will be reduced as a result of the system, such as overlaps, hall
configuration based on capacity, menu updates with photos, and so on. This
method is also appropriate for use as a template in event management. As a
result, the group organiser will have a clear picture of their event, and our role
will be simplified because the technology will assist us in reducing risk. I hope
that the resort management considers this concept, and that the IT staff works
hard if the resort wants to use this system to operate the event without any
hurdles and to make event administration easier.

35

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37

APPENDICES

Market Strategies of Swiss-Garden Beach Resort Kuantan

Standard Operating Procedures (SOP) of Sales Department book
38

Samples of Event Order (EO)

Malibu Pub view
39

Gamelan performance of the PASFA event

Hall view of the PASFA event
40

Ramadan Preview Night

Volleyball Team
41

Photo of Volleyball Competition

Sales Department Dinner
42

Wedding Fair Booth on 22 to 24 April in Berjaya Megamall, Kuantan

Assist client with the wedding package
43

The set up of round table for private dinner

Matta Fair Pahang Chapter
44

The bulk of event files

My last day as a trainee in the Sales and Marketing Department
45