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SUCCESS STORIES

As a result of implementing our internal audit systems and controls and our high commitment towards quality and customer service, we are proud to acknowledge that a number of Hotels under the management of the Everly Group have garnered the following awards and recognition:

  1. Prescott Inn Kuala Lumpur – Medan Tuanku was a finalist in the Kuala Lumpur Mayor’s Tourism Award 2011.

  2. Prescott Hotel Klang was awarded the 2008/2009 Malaysia Tourism Award for ‘Best Hotel Services” (Winner).

  3. Prescott Metro Inn Kajang, also managed by the Everly Group, was nominated as a finalist in “Best Hotel Services” for the 2008/2009 Malaysia Tourism Award.

  4. Everly Resort Hotel Malacca was awarded 2008/2009 Malacca Tourism Award for “Excellence in Hotel Services” (Resort, Winner).

  5. Beverly Hotel Kota Kinabalu was a finalist in the 2009 Sabah Tourism Award for “Excellence in Hotel Services”.

  6. Everly Resort Hotel Malacca (formerly Riviera Bay Resort Malacca) was shortlisted as a finalist for the “Excellence in Hotel Services” (4-Star Resort) for 2006.

  7. Prescott Hotel Klang (Prescott Hotel Sdn Bhd) was one the two finalists of the Anugerah Pembangunan Sumber Manusia Berhad 2006 in the category of small and medium employers (Service Sector).

    The Anugerah PSMB was introduced in 1993 in recognition of employers who excel at human resource development. The Hotel was awarded the Certificate of Appreciation.
  8. Prescott Metro Inn Kajang (Laju Jaya Sdn. Bhd.) was shortlisted as a Productivity Achiever for the Productivity Award 2005 by the National Productivity Corporation (NPC).

    NPC’s tenet is to raise Malaysia’s economic growth and maintain industrial and business competitiveness. The Award is given in recognition of business and productivity management excellence among Malaysian industries.

  9. Everly Group added another feather to its cap when ParkCity Everly Hotel Bintulu, a hotel managed by the Group was awarded “Excellence in Hotel Services” (4-Star City Hotel) 2004 by Tourism Malaysia.

    The fact that another hotel within the Group, Beverly Hotel Kota Kinabalu, was also shortlisted as a final three for the same category shows that Everly Group is steadily receiving recognition for its productivity and customer focused strategies. Striking a perfect balance between quality of service, productivity, cost competitiveness and customer satisfaction is a challenging feat indeed and Everly Group is truly proud of its hotels’ accomplishment.

Everly Group added another feather to its cap when ParkCity Everly Hotel Bintulu, a hotel managed by the Group was awarded “Excellence in Hotel Services” (4-Star City Hotel) 2004 by Tourism Malaysia. The fact that another hotel within the Group, Beverly Hotel Kota Kinabalu, was also shortlisted as a final three for the same category shows that Everly Group is steadily receiving recognition for its productivity and customer focused strategies. Any hospitality leader can tell you that striking a perfect balance between quality of service, productivity, cost competitiveness and customer satisfaction is a challenging feat indeed and Everly Group is truly proud of its hotels’ accomplishment.

Everly Group has carved a niche for itself in turning around properties and/or improving profits within a short span of time. These are some of the properties which were either turned around or have made sound profit improvements after coming under the management of Everly Group:

  • ParkCity Everly Hotel Miri, Sarawak*
  • Prescott Hotel Kajang*
  • Prescott Hotel Kuala Lumpur - Medan Tuanku*
  • Beverly Hotel Kota Kinabalu*
  • Sunway Hotel, ShenZhen, China (managed previously)
  • Rajah Court Hotel, Kuching (managed previously)
  • Park Avenue Hotel, Kuala Lumpur (managed previously)

(* These names reflect Everly Group’s current brand names and all references to the hotels’ names prior to coming under Everly Group’s management have been omitted.)

Most of the turnaround and profit improvements are a result of

  • consistently improving service conditions which encourage repeat customers;
  • customer recovery programmes (previous customers who experienced poor or bad service);
  • our special focus on making our guests our ‘Champions’ for life;
  • repositioning or re-categorisation of the properties;
  • relocation, restructuring and streamlining business units;
  • introducing more focused marketing concepts and ensuring adequate concentration on sales coverage;
  • re-training of staff, the introduction of multitasking and quality circles; and
  • the implementation of productivity and guest response measurements to ensure high guest service and reliability.
 
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