Conference booklet

quality nor in quantity. This fact impacts the profit margin. A more skilled and dynamic negotiating
approached is of the essence. Heads of units resolved to engage more actively in this area as well as
to cooperate with the new product development team.
Sales & Marketing: the team of three have made presentations to the whole Lotus staff on the market
conditions they operate within, the various market segments, clientele and MICE tickets sought after.
The S&M team have resolved to better engage in all PR and press activity, and to always elevate their
market knowledge and understanding, to better serve the company requirements.
Finance: finance and accounting are mostly in order and nearing to progressing on time. The major
issues that emerged were related to the capturing of cost into our ERP system. Inaccuracies and lack
of appropriate documentation slow down the process and at times impede a final confirmation of
actual cost. Shared bookings between units also present problems of accounts reporting leading to
duplication of revenues at the consolidation level. Both areas are being tackled by the finance manager
and the heads of units.
Top performers: a new scheme to reward performing personnel is being implemented effective of the
1st of July 2018.
Brand and communications: a new director of branding and communication has been hired to manage
all branding, corporate image, identity and communication matters. Lotus is looking at new phase of
projecting itself in manner consistent with its values, skills and vision.
The team resolved to hold a biannual convention to facilitate the bonding of all staff and confront and
tackle all issues at group and unit level. The team also resolved to organise a yearly incentive-cumwork
travel for all managers and top performers.
This chart serves as a base of discussion during the incentive travel of 2019 and convention 2020.
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