TURNAROUND MANAGEMENT THROUGH BUSINESS PROCESS RE-ENGINEERING FOR SBH HOTEL BANDUNG INDONESIA

Abstract

The fact that no company are immune against distress shows that business performs similar with product. Company failure or passive reaction in handling decline would cause the company down into crisis stage. SBH Hotel face continuous decline in occupancy rate since 2016 to 2019 from 70% to 51% even 27% after pandemic hit. Hotel’s sluggish reaction towards increasing competition and small improvement management made since its establishment of 1998, are not strong enough to help them rebound and led them to face its crisis. Turnaround management that has been known as the best strategy to spare a company from crisis, will be used as the proposed solution concept for the issue. Through financial data collecting, interviews and author’s observation in gathering the data, the usage of International Turnaround Management Standard framework by Lymbersky will be applied, due to its thorough coverage makes it suitable to guide the turnaround process. Sampling towards its main competitor with 100% response rate shows SBH’s values has been declining. Business process re-engineering will help author for determining the change in management process required during developing turnaround management action plan.This research will be a development from previous research regard its marketing strategy. Turnaround management will be done through Business Process Re-engineering as a rethinking and redesign process. SBH Hotel expected to performed with better management process and provide customer with higher quality of services and products. SBH Hotel ability in earning outstanding guests’ experience brought hotel more guests’ loyalty and benefit hotel in securing profit.