DOCSLIB.ORG

Planet Guest

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Planet Guest ion and at Cu r Entrep uc lt fo re rese d u t n d P rva E r r e n t e o u a io p r n n p s io o h u t f i a S p H r o e t r i s t e a R g e racting w te it ocial Res in h e S po r the En t t n fo vi d h ra s ct ro n e a n a o b e p m c p i g r l s o i e o t e n m n i y C R t t m r o u p n p i t u y S ion and at Cu r Entrep uc lt fo re rese d u t n d P rva E r r e n t e o u a io p r n n p s io o h u t f i a S p H r o e t r i s t e a R g e racting w te it ocial Res in h e S po r the En t t n fo vi d h “We are ralla Planets Guests”ct ro n e a n a o b e p m c p i g r l s o i e o t e n m n i y C R t t m r o u p n p i t u y S PLANET GUEST Pestana Group Sustainability Report for 2018 PLANET GUEST INDEX 1. Message from the Chairman.............................................................................................................................3 2. Who we are ...........................................................................................................................................................4 3. Planet Guest – Pestana Group Sustainability Programme ......................................................................5 3.1. Supporting and interacting with the community.......................................................................6 3.2. Education and Culture.....................................................................................................................12 3.3. Corporate Social Responsibility.....................................................................................................15 3.4. Restoration and Preservation of Heritage .................................................................................17 3.5. Respect for the Environment.........................................................................................................19 3.6. Support for Entrepreneurship.......................................................................................................23 Pestana Group | Sustainability Report for 2018 2 1 PLANET GUEST MESSAGE FROM THE CHAIRMAN I am delighted to present the sixth preservation of listed heritage sites, Sustainability Report of the Pestana born of the Group’s long-established Group, in which we publish details of history of investment in the conver- the initiatives implemented in 2018 by sion of heritage sites into hotel units, Planet Guest, the Group’s sustainabili- and support for entrepreneurship pro- ty programme. jects, an area that we intend to look at In the year we celebrated 10 years of in greater depth. Planet Guest, we undertook a strate- The initiatives we have set out in gic reflection which led us to restruc- this report are proof that we can aim ture the programme in six areas: su- to grow our business and at the same pport and interaction with the local time respect people and the planet. community, education and culture, With the commitment and motiva- respect for the environment, restora- tion of our thousands of employees tion and preservation of listed herita- scattered around the 16 countries ge sites, corporate social responsibili- where we have a presence, we shall ty, and support for entrepreneurship continue to seek out new opportuni- projects. ties to demonstrate our environmen- We chose these six areas because we tal and social responsibility. understand that they contribute to I am certain that the next decade the development of our business, both of Planet Guest will involve working now and in the future. together with our partners and local Of these six areas, I place special em- communities to construct a new set of phasis upon corporate social responsi- initiatives that will make Planet Guest bility, something upon which we have an even stronger programme, with an increasingly focussed, restoration and even more positive impact. Pestana Group | Sustainability Report for 2018 3 2 PLANET GUEST WHO WE ARE Business The environment 16 Number of countries in which the Pestana Group 5% less electricity consumed in 2018 than in 2017; has a presence a total of 69,376,360 KWh 10% less water consumed in 2018 than in 2017; 434,2 Million euros in turnover a total of 1,279,966 m3 8% more natural gas consumed in 2018 than in 2017; 98 Hotel units a total of 1,569,036 m3 1% more gas (LPG) consumed in 2018 than in 2017; 4 New hotel units inaugurated a total of 1,820,099 kg 18% more fuel/diesel consumed in 2018 than in 2017; 15 Hotel units in the pipeline a total of 465,130 litres 11 382 rooms Employees 67% Average occupancy rate 2,966 - Number of employees 72% - Percentage of employees with permanent con- 43,2 Million euros invested in new hotel facilities with tracts restoration and conservation of heritage 99% - Percentage of employees with full-time contracts 31 Number of restored units 100% - Percentage of employees who take part in performance assessments 0,1 Million euros received in government funding 0.87% - Absenteeism rate 105,6 Million euros EBITDA 43% of our employees are women Customers 16% of our management posts are occupied by women. 33% of our national directors and 38% of our regional 4,4 Million customers directors are women. 41% of our department heads are women. Distribution of economic value 38% of our employees are under 35 years of age 22,9 Million euros paid in corporate tax 198,9 Million euros paid to suppliers 88,9 Million euros in staff costs Pestana Group | Sustainability Report for 2018 4 3 PLANET GUEST PLANET GUEST – PESTANA GROUP SUSTAINABILITY PROGRAMME In 2018 we reorganised the areas of activity of PLANET GUEST, the Pestana Group sustainability programme. To the four branches of activity which have until now characterised our work on sustainability - support and interaction with the local community, education and culture, respect for the environment, and the restoration and preservation of listed heritage sites - we have added two new areas of activity: internal corporate social responsibility and support for entrepreneurship projects. PLANET GUEST - PESTANA SUSTAINABILITY PROGRAM 6 AREAS OF STRATEGIC ACTION munity ion and C r the Env atrimony cial Resp usiness om su at ul fo iro P o on B C p c tu t n l S s l p u r c m a a a o d e e n b c p e r r E il o t s n e i L e t t t y R n I The sustainability report that we are about to present - something which the Group has done since 2009 - is a voluntary provision of accounts to all the stakeholders with whom we are associated. In it we give an overview of the initiatives established and results obtained by the Planet Guest Programme in 2018, in all six of its strategic areas of intervention. Pestana Group | Sustainability Report for 2018 5 3.1 PLANET GUEST SUPPORTING AND INTERACTING WITH THE COMMUNITY We are committed to the promotion of well-being and quality of life in the local communities of which our hotels are a part, promoting development and greater social equity in these areas. PLANET GUEST - PESTANA SUSTAINABILITY PROGRAM munity ion and C r the Env atrimony cial Resp Business om su at ul fo iro P So on C p c tu t n l s ll p u r c m a a a o d e e n b cc p e r r E il oo t s n e i LL e t t t y R n I THANKS FOR HELPING In 2018, we extended the scope of the ‘Thanks for Helping’ initiative to inclu- de all Pousadas and our hotel units in the Azores. We have established agreements with 2 new institutions, which have also benefitted from this initiative: Afacidase and Santa Casa da Miseri- córdia in Vila Franca do Campo, Azo- res. In this campaign we invite our guests to leave a donation of €1 for causes and institutions when they check out of the hotel. For every euro given by our customers, we donate a further €1. All of this money goes to local chari- table organisations: Acreditar (Lisbon), Crescer Ser (Porto), Lar Bom Samarita- no (Algarve), Criamar (Madeira), Afaci- dase (Manteigas), and Santa Casa da Misericórdia (Vila Franca do Campo, Azores). Pestana Group | Sustainability Report for 2018 6 PLANET GUEST VOLUNTEER WORK Our hotel units seek to associate themselves with voluntary program- mes in the regions where they are lo- cated, or to promote their own volun- tary initiatives to address the specific needs of charitable organisations with which they have established partner- ships. Over four days in 2019, a group of volunteers from the Pousada de Lis- boa refurbished the head office of the Associação Os Francisquinhos, whose mission is to support the development of premature babies. In 2018, some of our employees also volunteered with the Comunidade Vida e Paz, an organisation whose mission is to respond to the needs and develop possibilities for homeless or socially vulnerable people. DONATIONS CHRISTMAS CHARITIES Year after year, our hotels help cha- rities over the Christmas period. 2018 was no different. Our hotels in Madei- ra and the Pousada da Serra da Estre- la donated basic supplies and toys to a group of local charitable organisa- tions, their partners. At our staff Christmas party in Lis- bon, we made a collection of toys whi- ch were then donated to the Centro Paroquial de Alcântara, as part of an agreement we made with this organi- sation. We seek to be an inclusive employer, and as part of this we have made agree- EMPLOYABILITY ments with various institutions for the integration of people with special needs FOR PEOPLE WITH into our team of employees.
Load more

Recommended publications
  • Internationalization Modes
    Internationalization modes The case of Portuguese firms in the United States of America Final work in the modality of Internship report presented to Universidade Católica Portuguesa to obtain the Master’s degree in Finance by João de Serpa Barros under the guidance of Prof.ª. Alexandra Paula Leitão Prof.ª. Francisca Guedes de Oliveira Católica Porto Business School September, 2017 Acknowledgments To my coordinators, Prof.ª. Alexandra Paula Leitão and Prof.ª. Francisca Guedes de Oliveira for their guidance, to the Consul General of Portugal in Boston, Dr. José Rui Velez Caroço for assisting during my internship in Boston and, lastly, to my parents who supported me in every step of the way. iii Resumo Numa ótica de expansão das suas operações para o mercado internacional, o modo de entrada escolhido é uma das decisões mais importantes que uma empresa pode tomar. Com este trabalho pretende-se, em primeiro lugar, fazer uma revisão de literatura em que se expõem os principais modos de entrada adotados pelas empresas assim como as principais teorias que os sustentam. São estas, a Teoria dos Custos de Transação, a da Aprendizagem da Organização, a da Economia da Informação, a Perspetiva da Organização baseada em Recursos, a teoria da Organização Industrial, a Teoria Institucional e a das Opções Reais. Seguidamente, e, tendo por base a localização do estágio nos Estados Unidos da América, são analisadas as relações comerciais e de investimento entre este país e Portugal, assim como a importância das agências de promoção do investimento e comércio tais como a AICEP. Finalmente, estas relações são ilustradas com a internacionalização da Mota- Engil, SA para os Estados Unidos da América.
    [Show full text]
  • ITB 2020 4 - 8 March 2020 List of Exhibitors
    ITB 2020 4 - 8 March 2020 List of Exhibitors Exhibitor Postal code City Country/Region 1001 Nights Tours 19199 Tehran Iran 123 COMPARE.ME 08006 Barcelona Spain 1AVista Reisen GmbH 50679 Köln Germany 2 Travel 2 Egypt 11391 Cairo Egypt - Prime Hospitality Management Group 33-North Baabdath el Metn Lebanon 360-up Virtual Tour Marketing 40476 Düsseldorf Germany 365 Travel 10000 Hanoi Vietnam 3FullSteps 1060 Nicosia Cyprus 3Sixty Luxury Marketing RG9 2BP Henley on Thames United Kingdom 4Travel Incoming Tour Operator 31-072 Kraków Poland 4X4 Safarirentals GmbH 04229 Leipzig Germany 500 Rai Resort & Tours 84230 Surat Thani Thailand 506 On The River, Woodstock 05091 Woodstock United States of America 5stelle* native clouds pms 43019 Soragna Italy 5vorFlug GmbH 80339 München Germany 7 Degrees South Victoria Seychelles 7/24 Transfer Alanya/Antalya Turkey 7Pines Kempinski Ibiza 07830 Ibiza Spain 9 cities + 2 in Lower Saxony c/o Hannover Marketing & Tourismus GmbH 30165 Hannover Germany A & E Marketing Durbanville, Cape Town South Africa A Dong Villas Company Limited 56380 Hoi An City Vietnam A la Carte Travel Greece 63200 Nea Moudania Greece A Star Mongolia LLC 14250 Ulaanbaatar Mongolia a&o hostels Marketing GmbH 10179 Berlin Germany A-ROSA Flussschiff GmbH 18055 Rostock Germany A-SONO Riga Latvia A. Tsokkos Hotels Public Ltd 5341 Ayia Napa Cyprus A.T.S. Pacific Fiji Nadi Airport Fiji A1 Excursion Adventure Tours and Travel Pvt. Ltd. 44600 Kathmandu Nepal A2 Forum Management GmbH 33378 Rheda-Wiedenbrück Germany A3M Mobile Personal Protection GmbH 72070 Tübingen Germany AA Recreation Tours & Travels Pvt. Ltd. 110058 New Delhi India AAA Hotels & Resorts Pvt Ltd 20040 Male Maldives AAA Travel 7806 Cape Town South Africa AAA-Bahia-Brasil 41810-001 Salvador Brazil AAB - All About Belgium Incoming DMC for the Benelux 9340 Lede Belgium aachen tourist service e.v.
    [Show full text]
  • Redalyc.Internationalization of Service-Oriented Companies: Case Study
    Tourism & Management Studies ISSN: 2182-8458 [email protected] Universidade do Algarve Portugal Carvalho, Luísa Internationalization of service-oriented companies: Case study research into a hospitality group Tourism & Management Studies, vol. 10, 2014, pp. 169-173 Universidade do Algarve Faro, Portugal Available in: http://www.redalyc.org/articulo.oa?id=388743880021 How to cite Complete issue Scientific Information System More information about this article Network of Scientific Journals from Latin America, the Caribbean, Spain and Portugal Journal's homepage in redalyc.org Non-profit academic project, developed under the open access initiative L. Carvalho, Tourism & Management Studies, 10(Special Issue), 2014, 169-173 Internationalization of service-oriented companies: Case study research into a hospitality group Internacionalização de empresas de serviços: Um estudo de caso aplicado a um grupo hoteleiro Luísa Carvalho Department of Social Sciences and Management, Open University, Edifício Inovação I, Av. Jacques Delors, 211, 2740-122 Porto Salvo, Oeiras, Portugal and CEFAGE, (Centro de Estudos e Formação Avançada em Gestão e Economia), University of Évora, Portugal, [email protected] Abstract Resumo The service sector has grown in importance in recent years mainly O setor dos serviços ganhou um peso significativo nos últimos anos e because it contributes towards economic growth and job creation in contribuiu para o crescimento económico e criação de emprego em many countries. As yet, the services sector has been the subject of little muitos países. Contudo, ainda que nos últimos anos os estudos sobre o research and few empirical studies, especially within the field of setor serviços tenham vindo a aumentar, este setor carece ainda de innovation.
    [Show full text]
  • Grupo Pestana,S.G.P.S.,S.A. Consolidated Annual Report the Ti Me of Your Li Fe Table of Contents
    GRUPO PESTANA,S.G.P.S.,S.A. CONSOLIDATED ANNUAL REPORT THE TI ME OF YOUR LI FE TABLE OF CONTENTS Consolidated Management Report for 2016 08 Overview of the world economy Economic background 16 Tourism 29 Activity of Grupo Pestana, S.G.P.S., S.A. 38 Other relevant facts occurred in the year 41 Objectives and policies of Pestana Group regarding financial risk 44 Relevant issues that occurred after the year end 47 The future Recognitions 52 Appendix list to the Consolidated Annual Report 55 Consolidated financial statements 173 Statutory Auditor’s Report 177 Report and Opinion of the Supervisory Body (Issued by the Statutory Auditor) CONSOLIDATED MANAGEMENT REPORT FOR 2016 CONSOLIDATED MANAGEMENT REPORT FOR 2016 Dear Shareholders, In the terms established by the Corporate Law, we have the honor to submit for your appreciation and approval the Consolidated management report and the Consolidated financial statements for the year ended as at 31 December 2016. Consolidated Annual Report for 2016 Grupo Pestana S.G.P.S., S.A. 6 01 OVERVIEW OF THE WORLD ECONOMY ECONOMIC BACKGROUND CONSOLIDATED MANAGEMENT REPORT FOR 2016 1.1 GDP growth The world economy revealed signs of recovery in 2016 that allowed for a nominal GDP growth of 3.2%, which is higher than the 2.6% verified in 2015. This slight increase was essentially due to the emerging economies, with the developed countries maintaining modest growths. Infla- tion paralleled this slight increase, with an expected average above 2.5%. Table 1 - GDP Growth Rate (%) 9 6 World 3 OVERVIEW US Portugal Europe 0 OF THE WORLD 2010 2011 2012 2013 2014 2015 2016E Brazil ECONOMY -3 -6 ECONOMIC Source: World Bank The USA economy, responsible for circa 25% of world GDP, grew 2.6%, largely due to the perfor- BACKGROUND mance observed in the first half of the year.
    [Show full text]
  • Relatório De Estágio Curricular
    Relatório de Estágio para obtenção do Grau de Mestre em Gestão do Turismo e Hotelaria Relatório de Mestrado elaborado sob a orientação da Professora Doutora Cláudia Gouveia Pestana Palace Hotel João Melo Braz 50036144 Lisboa, 21 de fevereiro de 2018 JOÃO MELO BRAZ – RELATORIO DE ESTÁGIO JOÃO MELO BRAZ – RELATORIO DE ESTÁGIO Declaração de autoria O conteúdo deste relatório é da exclusiva responsabilidade do(a) autor(a). Mais declaro que não incluí neste trabalho material ou dados de outras fontes ou autores sem a sua correta referenciação. A este propósito declaro que li o guia do estudante sobre o plágio e as implicações disciplinares que poderão advir do incumprimento das normas vigentes. _______________________ __________________________________ Data Assinatura JOÃO MELO BRAZ – RELATORIO DE ESTÁGIO Agradecimentos Ao longo deste estágio, e execução deste relatório, foram muitas as pessoas que, de alguma forma, contribuíram para a concretização do mesmo. Gostaria assim de agradecer a todos aqueles que tornaram possível a realização deste trabalho. À minha família, em especial aos meus pais, pelo apoio incondicional e pelo encorajamento constante que tornaram possível não só a finalização desta etapa bem como todas as outras etapas passadas. À Professora Doutora Cláudia Gouveia, orientadora deste trabalho. Agradeço-lhe o incentivo e o apoio, com todas as sugestões e contributos dados ao longo deste período. À Professora Doutora Áurea Rodrigues pela disponibilização de materiais essenciais à construção deste relatório. Ao Grupo Pestana, em especial à Diretora do Departamento de E-commerce e Website, Rute Costa; e ao Gonçalo Barros, Social Media Manager, pela colaboração, disponibilidade e apoio diário demonstrados ao longo do período de estágio.
    [Show full text]
  • Pestana International Holdings S.A. Consolidated Annual Report
    Pestana International Holdings S.A. Consolidated Annual Report 31 December 2019 Index Consolidated management report for 2019 3 Message to stakeholders 4 1. Overview of the world economy 8 2. Tourism 11 3. Key figures 19 4. Pestana Hotel Group 21 5. Investment 26 6. Activity of Pestana Hotel Group 31 7. The near future 41 8. Other relevant facts occurred in the period 44 9. Objectives and policies of Pestana Hotel Group regarding risk 46 10. Relevant issues that occurred after the year end 49 11. Recognitions 51 Consolidated financial statements 54 Auditor’s Report 192 Pestana International Holdings S.A. Consolidated Annual Report 2019 2 Consolidated management report for 2019 Message to Stakeholders Consolidated management report 2019 was a challenging and important year in Pestana Hotel Group’s history. Financially speaking consolidated net income was the highest in the Group’s history even though some indicators were slightly worse than in the previous year which had been the Group’s best year ever. Even more important than the record net income, Pestana Hotel Group fulfilled other very important goals. First off, the Group issued the first green bond in the Hospitality sector with great success both in terms of demand, which was substantial and which resulted in an increase in the amount issued, as well as in respect of the actual interest rate which was substantially lower than initially foreseen. The Group’s sustainability plan also showed remarkable progress in 2019 in terms of a 60% reduction in the use of single use plastic when compared with the previous year as well as investment in clean energy which led to an important decrease in the overall energy bill.
    [Show full text]
  • 09Th to 15Th SEPTEMBER.19 WORLD WOMEN's JUNIOR
    WORLD WOMEN’S JUNIOR WATER POLO CHAMPIONSHIPS 09th TO 15th SEPTEMBER.19 FUNCHAL, MADEIRA FUNCHAL DESPORTO PARA TODOS - TUDO PARA O DESPORTO FINA WORLD WOMEN’S JUNIOR WATER POLO CHAMPIONSHIPS 01 GENERAL INFORMATION POPULATION Aound 110.000 people now. ACCESS Madeira has the International Airport of Madeira which is 20 minutes away from the centre of Funchal and has all the facilities of an international airport as in any other European city. You may check all information about this airport here http://www.anam.pt/. MEANS OF TRANSPORTATION A network of transports will be prepared based upon buses who will transport the teams, in a circuit scheme between the hotels and the venue. ACCOMMODATION OPTIONS Funchal is the largest city in Madeira Island and is a touristic city so it has plenty of hotels around all city and near to the Venue (around at the most 15 minutes away). We are thinking in working with Pestana group (mainly with four and five stars hotels). The hotels have all the facilities and equipment and are fully prepared, also the meals will be made here and so an especial buffet will be prepared for the teams. FINA WORLD WOMEN’S JUNIOR WATER POLO CHAMPIONSHIPS 02 ABOUT FUNCHAL FUNCHAL (MADEIRA ISLAND) – PORTUGAL In addition to its stunning scenery and nery luxuriant mountains, this archipelago also includes a mild climate all year round a warm, welcome and peace, safety and security among its charms. The capital of the archipelago is on the south coast of Madeira in beautiful bay washed by the warm waters of the Atlantic Ocean and surrounded by green mountains and deep valleys.
    [Show full text]
  • School of Business and Economics
    A Work Project, presented as part of the requirements for the Award of a Master Degree in Management from the NOVA – School of Business and Economics. CUSTOMER RELATIONSHIP MANAGEMENT GUEST COMMUNICATION PREFERENCES AT THE PESTANA HOTEL GROUP PAOLA ANDREA LEGUIZAMÓN PELÁEZ- 3595 A Project carried out on the Master in Management Program, under the supervision of: Professor Sonia Dahab JANUARY 2018 i ABSTRACT This work project identifies seven different marketing personas for the Pestana Hotel Group and their preferences when it comes to communicating with the hotel throughout the customer journey. In order to do so, an internal analysis of Pestana Group was conducted and a qualitative research with 5000 guests of the Pestana group. Learning about the customers preferences allows the company to tailor its responses to those preferences, which will improve Pestana’s marketing efforts and guest satisfaction. The work project also provides recommendations to improve the Customer Relationship Management strategies of the Pestana group. Keywords: Customer Relationship Management (CRM), Communication preferences, Marketing Persona ii ACKNOWLEDGEMENTS I would like to express my very great appreciation to my supervisor, Prof. Sonia Dahab for the valuable and constructive feedback, guidance and encouragement throughout the development of this Master Thesis. I would also like to thank Prof. Patrícia Xufre for her advice in statistics regarding my work project. I am particularly grateful for the assistance given by Catarina Figueiredo, business intelligence manager of the Pestana Hotel Group since the beginning of my Thesis. Additionally, I would like to express my gratitude to Joana Sitima from the business intelligence team of the Pestana Hotel Group for her technical support in the survey process and for her valuable support.
    [Show full text]
  • School of Business and Economics
    A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics. Key Performance Indicators and The Balanced Scorecard at the Luxury Brand Hotels of Pestana Group Beatriz Gomes Marques, 1485 A Project carried out under the supervision of: Prof. Inês Cruz January 7th, 2015 Abstract Traditional approaches to evaluate performance in hotels, have mainly used financial measures. Building on Speckbacher et al. (2003), this Work Project aims to design and propose a Balanced Scorecard Type II as a performance measurement/management system for the hospitality industry based on data collected at the Luxury Brand Hotels of Pestana Group. The main contribution is to better align the vision, strategy and financial and non-financial performance measures in this category of hotels, in particular those of Pestana Group, and by doing so, lead their managers to focus on what is really critical and, consequently improve the overall performance. Keywords: Balanced Scorecard, Luxury Brand Hotels, Performance, KPI’s, Pestana Group Table of contents I. Purpose of the Work Project II. Literature review on the Balanced Scorecard III. The methodology followed in this Work Project IV. The field study V. Main findings VI. BSC for Pestana Group’s Luxury Brand Hotels VII. Contributions and limitations of this Work Project VIII. Bibliography 1 I. Purpose of the Work Project (WP) The purpose of this WP is to design and propose a Balanced Scorecard (BSC) for measuring and managing performance in Luxury Brand1 hotels. Empirical data was collected in relation to four of these hotels in Pestana Group, i.e., Pestana Palace Hotel (Lisbon), Pousada de Cascais - Citadela Historic Hotel & Art District (Cascais), Pousada do Porto - Freixo Palace Hotel (Porto) and Pestana Porto Hotel (Porto), as well as at the corporate department of Pestana Group located in Lisbon.
    [Show full text]
  • 2018 Group Profile UK
    COMPANY STRUCTURE BUSINESS & GOLF & INDUSTRY REAL ESTATE The companies in Group Pestana are organized into several business divisions: Hotels, Vacation Club, Golf, Real Estate and Industry. Each company, with its own individual strengths and areas of expertise, is tailored for dynamic growth and is structured in such a way that it functions in its respective market as an autonomous unit. At the same time, however, the companies in the different divisions cooperate with each other whenever practicable. The basic idea behind this concept is that each positive development within the individual divisions strengthens Pestana Group as a whole. This organizational structure allows Pestana Group, as a strategic financial holding company, to oversee and coordinate the companies in the Corporate Group centrally and ensure overall corporate continuity. CHAIRMAN’S REVIEW Dr Dionísio Pestana Chairman of Pestana Group “We know how important it is for our clients to experience a quality service that is refined, attentive and efficient. We want their experience with us to be a memorable one.” During more than 40 years Pestana has on providing autonomy within the various business established itself as a recognized and successful sectors which has the advantages of providing faster force in the hotel and leisure industry. The Group lines of communication and efficient decision was able to leverage its strong performance in the making. We understand the important role our hotel sector to further diversify into real estate, employees play in our Group whilst committing construction, brewing, aviation and an themselves to standards of excellence. We aim to international business and free trade centre in recruit employees who are well qualified for the Madeira.
    [Show full text]
  • Pousadas De Portugal a Repositioning and Differentiation Strategy
    Pousadas de Portugal A Repositioning and Differentiation Strategy Author: Ana Carolina Lourenço Rodrigues Advisor: Nuno Magalhães Guedes Dissertation submitted in partial fulfillment of requirement for the degree of MSc in Bussiness Administration at the Universidade Católica Portuguesa, June 2015 Abstract Founded in the 40s by the Portuguese Government and with an innovative concept of providing a hospitality service in historic locations such as castles, monasteries and forts, Pousadas de Portugal was a group of 37 inns properties located from North to South of the country. Managed by the Pestana Group since 2003, it offered unique and innovative experiences. From 2010, with the worsening of the economic and financial crisis in Portugal and due to the low awareness of the Pousadas de Portugal particularly abroad, the sales level decreased considerably. Thus, Dr. Miguel Velez decided to revolutionize the company and set a new strategic plan to increase and strengthen the brand image of Pousadas de Portugal, attract foreign customers, with the main objective to increase sales and reverse the company's results. The strategy of the Pousadas de Portugal is the main topic of the case study and includes themes such as the external factors that affect the industry, product differentiation, positioning and sustainable competitive advantages. A Literature Review of subjects related to the Case Study is provided, followed by a Teaching Note that addresses the viability of the new strategy adopted to capture foreign markets and consequently increase the company's sales. Throughout the analysis, it is possible to verify that the differentiation strategy combined with a greater investment in Marketing and the creation of new services and units may be a viable alternative to the sustainability and success of the company.
    [Show full text]
  • Portugal Casinos
    PORTUGAL CASINOS WILLIAM N. THOMPSON PROFESSOR EMERITUS AT UNIVERSITY OF NEVADA LAS VEGAS [email protected] EUROPEAN ASSOCIATION OF GAMBLING STUDIES ANNUAL MEETING –LISBOA PORTUGAL September 16, 2016 PORTUGAL CASINOS ABSTRACT This presentation, spoken and in power point, offers an overview of the history, development, and features of casino gaming in Portugal. The presenter has visited seven of eight casinos that existed in the 1980s, all casinos except one on the island of Madeira. Since then an additional three casinos have been established in the city of Lisbon, at the northern city of Chaves, and in a south of Lisbon suburb of Troia. The developments in Portugal are compared to those in adjacent Spain, along with the influences of leaders Salazar of Portugal and Franco of Spain. PORTUGAL CASINOS ABSTRACT PART 2 The first casino in Portugal was opened in 1904 at Figueira Da Foz on the Atlantic Coast north of Lisbon. This was during an era of monarchy. Portugal then experienced severe political turmoil as the king was assassinated and his son deposed, followed by times of democracy and autocracy. An additional two casinos appeared at northern cities of Espinoza and Povoa de Varzim, only to be closed and then reopened. A right wing dictator, Antonio Salazar came to power in the 1930s. He endorsed casino gaming as facilities opened on Madeira Island as well as Estoril near Lisbon. Salazar’s successor opened three casinos on the south Mediterranean Coast area known as the Algarve. While these were operated privately, a new socialist government put them under government control after 1975.
    [Show full text]