 Hotel Weng Leong is located close to the tourist areas in Sungai Buloh and easy access to public transportation. |
| We having total of 40 guest rooms, where all rooms are equipped with internal & external facilities such as air-conditioned, In-House Movie with Astro, bathroom with hot/ cold shower, WIFI, locker for your valuables and etc. |
| Surrounding - Shopping Destination |
| Airport/Train Stations |
| Hospital |
| Historical & Famous Places |
Friday, August 24, 2012
Hotel Weng Leong Sungai Buloh
Friday, June 15, 2012
9 Square Hotel, Kota Damansara
| A newly open boutique hotel located at the Strand, Kota Damansara. Offering a new dimension in service and quality standards to ensure you experience twice comfort at a affordable pricing. |
| 9 Square Hotel is strategically located within the affluent neighbourhood of Kota Damansara and also provides a easy access to shopping, dining and entertainment establishments. There are only a doorstep to the Ikano Power Center Shopping Mall, The Curve Shopping Mall and 1 Utama Shopping Mall. |
| It is conveniently located near to the wide variety of restaurants, 24 hours store, bars and entertainment outlet. Besides, it is also located near to the major highway such as LDP, Penchala Link, Taxis and Buses. Read more on Hotel Management System at http://www.e-soft.my such as LDP, Penchala Link, Taxis and Buses. |
Sea Lion Hotel, Klang
Newly open hotel in Klang, Sea Lion Boutique Hotel.
Visit http://www.e-soft.my for more information on Hotel Management System
Saturday, February 11, 2012
Hotel City Comfort Inn, Bandar Puteri Puchong
Hotel City Comfort Inn is located close to the main commercial and tourist areas in Bandar Puteri, Puchong with easy access to public transportation, one of the most highly sought 2-star hotel in Puchong, Selangor.
Our rooms are designed to meet the needs of well traveled discerning individuals by focusing on certain priorities such as comfort and security without costly frills. We offer our guests less space for a better price, thus gives you the best value hotels in Puchong, Selangor. Our affordable rates will ensure that our guests will have more to set aside for dining and shopping in Puchong, Selangor.
We offer comfortable rooms for guests who travel alone or with their family. All Hotel City Comfort Inn rooms come with en-suite facilities as well as private bathrooms with hot shower. Our rooms are also equipped with modern must-haves such as high speed wireless Internet access. Hotel City Comfort Inn is a non smoking hotel.
So what makes us so special? We are willing to do what no other hotels are doing. Personal hygiene is so important to us that we decided to provide each guests their very own fresh towel and personal pillowcase to use. This is just one of the many ways we take care of out guests.
We are also offer little extras such as a free luggage storage room so that you can enjoy some last minute shopping and come back for a refreshing shower before you leave. Go to our online reservation form now, come and see for yourself what Hotel City Comfort Inn in Selangor is all about.
Hotel City Comfort Inn is located on 50, Jalan Puteri 1/2, Bandar Puteri, Puchong Selangor. The hotel is a mere 5-10 minutes walk to variety of restaurant dining places, Giant Hypermarket, commercial banks such as Maybank, CIMB, Citibank, Standard Chartered, OCBC, AM Bank, Alliance Bank & Al-Rajhi Bank. And for your basic shopping needs, IOI shopping mall is less than 10 minutes drive from the hotel. Kuala Lumpur International Airport is less than an hour’s drive from the hotel.
Address: 50, Jalan Puteri 1/2, Bandar Puteri, 47100 Puchong, Selangor, Malaysia.
Tel: (60)3-8063 9228
Visit http://www.e-soft.my for Hotel Management System
Website: http://www.myccinn.com
Tuesday, October 18, 2011
Hotel Online Reservation System
The Hotel Online Reservation System are designed to enables internet guest to check room availability, confirm the rooms in “real-time” and proceed with payment immediately without having to bother with time-consuming emails and faxes between guests and your reservation staff.
Benefits:
- Saves valuable time, and cuts costs – Availability checks and instant confirmations eliminate email exchanges between guests and your reservations department. Valuable reservations staff time is saved because reservation requests will no longer have to be processed. Guests can check availability and book instantly, thus closing a booking without having to wait for your reservations staff to confirm a room by email.
- The rates, availability etc on your website are real-time – The reservation system will directly point to your hotel server.
- Reliability and efficiency – Guests find the Internet reservations system easy-to-follow, with uncluttered screens and prompts. Reservations & payment details will be updated directly to E-Soft Hotel Management System.
- No third party involvement – No third party involve in taking order online except payment gateway provider which help you to accept Credit Card payment.
- Stay ahead of your competitors – With the growing trend towards Internet-based hotel bookings across the industry, online hotel bookings from websites are increasing dramatically. The Hotel Online Reservation System ensures that you are at the forefront of this industry bookings trend.
Software Features
- Link from your existing website.
- Instantly check room rate & room availability by guests.
- Online room reservation page by guest.
- Payment Processing by Payment Gateway Provider.
- Update E-Soft Hotel Management System for successful reservation.
Read more on Hotel Management System at http://www.e-soft.com.my
Yield Management And Hotel Software
When a hotelier is approached by a “yield-management specialist,” it is usually a short time before the wonders and value of computer tools and systems are discussed.
Discussions of yield management appear to be inextricably linked to computer systems and their capabilities of forecasting demand, optimizing reservation-inventory allocations, and limiting discount availability.
Yield management is neither a computer system nor a set of mathematical techniques. It is an approach to increasing revenues and improving service by responding to current demand. It is a process, a way of conducting business.
Certainly, computer-based tools can be a key component of a yield-management program. The full range of the benefits of yield management will not be achieved without computer-based tools that do the following: forecast demand, cancellation, and no-show activity; determine when to restrict the sale of discounts; estimate the revenue displacement of transient demand caused by a group; recommend and control reservation availability on the basis of length of stay and daily rate; and perform many other actions that could not otherwise be effectively carried out.
But other yield-management practices can be implemented with little or no investment in computer resources. Upselling programs, enhanced scripting for reservations agents that enables them to be more-effective sales agents, revised performance measures, and marketing programs and packages that produce incremental revenue gains are a few of those actions.
Some hotels can carry out those business processes better than others because of the way they monitor employee actions and customer purchasing behavior and identify and communicate the actions of hotel staff members.
Although yield-management decision making may be supported by sophisticated mathematical modeling, yield-management programs also involve other elements, for example:
• Education and training,
• An appropriately designed and delivered product, and
• Corporate policies and procedures that encourage revenue enhancement.
Those three areas must be addressed in a coordinated manner when developing or enhancing a yield-management program. Focusing too heavily on any one of them will lead to an unbalanced program that will not produce anticipated benefits. Employees must be able to learn from their decisions—information-feedback mechanisms are critical. As a yield-management program
becomes more sophisticated, so too will the feedback mechanisms.
Product.
One concept of yield management that has proved successful focuses on offering a
product at multiple prices, differentiating the price by some service or purchase characteristic at
each price point. Many hotels have had trouble implementing yield management because they have failed to modify their product appropriately. The customer wants each product to have only one price.
When you go into a store, a product sells for a single price. You either buy it or you don’t. (It is interesting to note that many car dealers in the United States are finding that customer satisfaction is increasing as they move toward selling new cars by promoting prices that are nonnegotiable. Several hotel chains are now beginning to follow suit.)
On the other hand, when you call some hotels and are quoted a price, if it is too high, you will be quoted additional lower prices—often for the same room and without any service variations. Why? If a hotel offers multiple prices for the same room, the rates need to be differentiated. Effective market segmentation is critical. These questions need to be answered:
What types of customers will purchase the product?
What value do they place on it?
How do the purchase needs and behaviors of the market segments differ?
Airlines have differentiated their product on the basis of purchase and service restrictions such as
refundability, advance-purchase requirements, and Saturday-night-stay requirements.
Hotels that offer multiple prices for a room must do the same. The particular service characteristics may differ from the airline approach, or even among hotel chains. But consumers must understand why the same room can cost either $69 or $169.
Policies and procedures.
Corporate policies and procedures should be designed to encourage revenue enhancement. One firm had a performance-measurement system with multiple monthly goals. As the end of the month approached, employees’ behavior would often change to reflect their progress toward achieving each of the goals.
The end-of-the-month behavior, while maximizing an employee’s compensation, did not maximize the firm’s revenue. Changes in the performance measures have helped reduce the problem.
Senior managers at another firm were acutely aware that accepting reservations beyond capacity
resulted in unaccommodated customers. But they did not know how much additional revenue was
generated by overbooking.
Personnel in the yield-management department received several directives to reduce over-booking
levels. During a review of the company’s yield-management practices, departmental procedures
to constrain the overbooking levels were identified, and their implications were discussed with
senior management. The revenue implications of the constraining procedures were estimated. When senior management learned how much revenue loss was associated with its directives, changes were instituted, overbooking levels were pushed to a higher level, and revenues increased.
Technical models.
Using the right technical models is critical in identifying the right actions to take. A hotel-casino stopped using available yield-management computer software because management believed that the software was making incorrect recommendations. The management was correct: the software did not consider the value of gaming revenue when making recommendations about room-rate
availability.
The software was useful to the free-standing hotels in the hotel chain, but not to hotels with casinos. The management of the hotel-casino was right to stop using the software, but it was
mistaken in its belief that yield-management concepts did not apply to its business.
Because yield management is a business process, it would be unwise to say that the tail (yield
management) should wag the entire dog (the hotel). One hotel chain reportedly spent more than a million dollars on yield-management software. During its implementation, however, the hotel
company’s managers realized that the software did not meet the operating needs of many of the
chain’s hotels. The chain is currently working to replace the software with a yield-management
program that better meets the actual needs of its hotels. Hoteliers are well advised to think and plan ahead before selecting yield-management software.
When a hotelier is approached by a “yield-management specialist,” it is usually a short time before the wonders and value of computer tools and systems are discussed.
Discussions of yield management appear to be inextricably linked to computer systems and theircapabilities of forecasting demand, optimizing reservation-inventory allocations, and limiting discount availability.
Yield management is neither a computer system nor a set of mathematical techniques. It is anapproach to increasing revenues and improving service by responding to current demand. It is a process, a way of conducting business.
Certainly, computer-based tools can be a key component of a yield-management program. Thefull range of the benefits of yield management will not be achieved without computer-based tools that do the following: forecast demand, cancellation, and no-show activity; determine when to restrict the sale of discounts; estimate the revenue displacement of transient demand caused by a group; recommend and control reservation availability on the basis of length of stay and daily rate; and perform many other actions that could not otherwise be effectively carried out.
But other yield-management practices can be implemented with little or no investment in computerresources. Upselling programs, enhanced scripting for reservations agents that enables them to bemore-effective sales agents, revised performance measures, and marketing programs and packages that produce incremental revenue gains are a few of those actions.
Some hotels can carry out those business processes better than others because of the way theymonitor employee actions and customer purchasing behavior and identify and communicate theactions of hotel staff members.
Although yield-management decision making may be supported by sophisticated mathematicalmodeling, yield-management programs also involve other elements, for example:• Education and training,• An appropriately designed and delivered product, and• Corporate policies and procedures that encourage revenue enhancement.
Those three areas must be addressed in a coordinated manner when developing or enhancing ayield-management program. Focusing too heavily on any one of them will lead to an unbalancedprogram that will not produce anticipated benefits. Employees must be able to learn from theirdecisions—information-feedback mechanisms are critical. As a yield-management programbecomes more sophisticated, so too will the feedback mechanisms.
Product. One concept of yield management that has proved successful focuses on offering aproduct at multiple prices, differentiating the price by some service or purchase characteristic ateach price point. Many hotels have had trouble implementing yield management because they have failed to modify their product appropriately. The customer wants each product to have only one price.
When you go into a store, a product sells for a single price. You either buy it or you don’t. (It is interesting to note that many car dealers in the United States are finding that customer satisfaction is increasing as they move toward selling new cars by promoting prices that are nonnegotiable. Several hotel chains are now beginning to follow suit.)
On the other hand, when you call some hotels and are quoted a price, if it is too high, you will be quoted additional lower prices—often for the same room and without any service variations. Why? If a hotel offers multiple prices for the same room, the rates need to be differentiated. Effective market segmentation is critical. These questions need to be answered:What types of customers will purchase the product? What value do they place on it? How do the purchase needs and behaviors of the market segments differ?
Airlines have differentiated their product on the basis of purchase and service restrictions such asrefundability, advance-purchase requirements, and Saturday-night-stay requirements.
Hotels that offer multiple prices for a room must do the same. The particular service characteristics may differ from the airline approach, or even among hotel chains. But consumers must understand why the same room can cost either $69 or $169.
Policies and procedures.Corporate policies and procedures should be designed to encourage revenue enhancement. One firm had a performance-measurement system with multiple monthly goals. As the end of the month approached, employees’ behavior would often change to reflect their progress toward achieving each of the goals.
The end-of-the-month behavior, while maximizing an employee’s compensation, did not maximize the firm’s revenue. Changes in the performance measures have helped reduce the problem.
Senior managers at another firm were acutely aware that accepting reservations beyond capacityresulted in unaccommodated customers. But they did not know how much additional revenue wasgenerated by overbooking.
Personnel in the yield-management department received several directives to reduce over-bookinglevels. During a review of the company’s yield-management practices, departmental proceduresto constrain the overbooking levels were identified, and their implications were discussed withsenior management. The revenue implications of the constraining procedures were estimated. When senior management learned how much revenue loss was associated with its directives, changes were instituted, overbooking levels were pushed to a higher level, and revenues increased.
Technical models. Using the right technical models is critical in identifying the right actions to take. A hotel-casino stopped using available yield-management computer software because management believed that the software was making incorrect recommendations. The management was correct: the software did not consider the value of gaming revenue when making recommendations about room-rateavailability.
The software was useful to the free-standing hotels in the hotel chain, but not to hotels with casinos. The management of the hotel-casino was right to stop using the software, but it wasmistaken in its belief that yield-management concepts did not apply to its business.
Because yield management is a business process, it would be unwise to say that the tail (yieldmanagement) should wag the entire dog (the hotel). One hotel chain reportedly spent more than a million dollars on yield-management software. During its implementation, however, the hotelcompany’s managers realized that the software did not meet the operating needs of many of thechain’s hotels. The chain is currently working to replace the software with a yield-managementprogram that better meets the actual needs of its hotels. Hoteliers are well advised to think and plan ahead before selecting yield-management software.
When is Yield Management Appropriate in Hotel Management?
The intelligent use of yield management principles can be used to increase bottom line profitability in any service industry possessing the following characteristics:
· Demand for the service can be divided into distinct market segments and price elasticity varies among the customer segments.
· The capacity supply is relatively fixed and it is costly or impractical to add or subtract inventory in the short run.
· The inventory is perishable and cannot be stored to be sold at a later date.
· The marginal cost of selling an additional unit of inventory is low.
· The service is ordered in advance of its delivery / consumption.
· Demand for the service fluctuates and cannot be predicted with a high degree of certainty.
· The physically (not commercially) identical product can be sold to different market segments for different prices under different booking conditions.
Clearly, hotel rooms fit that product / service profile
1. Demand can be segmented into business and pleasure segments using discount rate restrictions.
2. Hotels have a fixed number of rooms and cannot add 100 rooms when a major convention is in town.
3. Hotels cannot sell last night’s unsold rooms today.
4. The marginal cost of cleaning and making up a room plus incremental supplies and utilities is low relative to the additional revenue, generated by a unit sale.
5. Reservations for rooms are accepted days, weeks and months in advance (even years for major conventions).
6. The demand for hotel rooms exhibits regular seasonal and day-of-week patterns, but cannot be forecasted precisely for any particular night.
7. Different, demand driven inventory controlled rates, combined with segment-specific booking restrictions (fencing), are at the core of modern Yield Management applications.
In order to fulfill the requirements of the hotels operators, it is essential that the Hotel Management Software shall support the control & management of the Yield Management of the hotels.
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