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

Website: http://wwwmyccinn.com

YBH Hotel, Bandar Puteri Puchong

51-1, 51-2 Jalan Rampai,

Niaga 5, Medan Niaga Rampai,

53300 Kuala Lumpur.

Tel: 012-5362420

Feel Inn Hotel, Kuala Lumpur

Information & decision technologies  have arrived to assist service and lodging industry decision makers  in  meeting  the  challenge to  stay  competitive,  and  indeed  thrive,  in  this  competitive environment by taking advantage of state-of-the-art developments in new technology, operations research, and management information systems (MIS).

The lodging & travel industry generally and in particular American air carriers, have been motivated by deregulation policies and marketplace pressures to develop new decision support systems and demand driven inventory. Management systems to improve their bottom line.

Four main areas of information management applications, supported by current technology developments and a new, marketing and customer demand driven management culture, have been identified in playing a leading role in growing accommodation booking volume, revenues and an overall improvement of financial results:

•  Marketing automation and product distribution through computerised reservation systems (CRS) and communication networks.

•  Overall revenue growth and customer service quality improvement through Guest History and Marketing Databases.

•  Executive information systems and customer databases to improve customer services, and to enable early problem identification and proactive distribution cost, revenue and targeted marketing management.

•  Minimising denials and revenue losses through yield management systems and concepts.

Apart from serving the identical customer groups, lodging and passenger transport providers have on e major problem in common: they produce and offer a fixed inventory of perishable products which cannot be stored, if unsold at a specific point in time, to a variety of customer groups with different purchasing behaviour. These services are typically sold at different rates or tariffs under different booking conditions to different market segments, through a variety of distribution channels, to cope with demand swings and market trends.

A client calls the hotel reservation office, requesting a discount rate single room from next Wednesday night through Friday. The question is: does the reservation office accept that reservation or not?

If it was the last single room available, it would not like to accept this reservation, IF it projected that between now and Wednesday night there was the likelihood of a booking request from a rack rate transient customer for the same arrival day and number of nights.

Neither would the reservation department want to accept that discount reservation, IF it could anticipate a late-booking request from a customer, who would like to stay from Wednesday through Sunday, since this customer also represents a greater revenue. In fact, a discounted rate for a longer stay may be significantly more revenue than a shorter stay at rack rate.

How does the hotel reservations manager know, how many reservations to take for what type of rooms at what rates or for what arrival and departure dates?

The term “Yield Management” has been coined in the airline industry and its objective is to manage the product inventory (seats on a given flight, rooms for a given night) in such a way as  to maximise revenue. In the airline context, “Yield” is expressed in cents per passenger mile, which is not a very useful definition to be used for non-airline service providers. Yield Management should actually be called “Revenue Management” or “Inventory Control”, since it is revenue, not (airline) yield to be maximised.

Yield or revenue management is not really new to Hoteliers, since physically identical rooms have been sold for higher prices during high season and for lower prices during low season and weekends for generations. This was done by more or less experienced staff with a varying talent to anticipate overall demand at certain days, weeks or periods of the year for a limited supply of rooms.

Yield management (or revenue management) is an economic discipline appropriate to many service industries in which market segment pricing (price differentiation) is combined with statistical analysis to expand the market for the service and increase the revenue “yield” per unit of capacity.

It is the set of demand forecasting techniques, optimisation models, and implementation procedures which collectively determine which reservation requests to accept and which to reject in order to maximise revenue. The principles of yield management had their origins in the airline industry, but have also taken hold widely throughout the rest of the travel industry.

Almost all major lodging corporations, airlines, cruise lines, car rental and passenger railroad firms are practising more or less sophisticated yield management methods, maintain inventory control systems and have either developed their own software and hardware configurations in conjunction with corporate CRS or are currently developing their own systems or screening the market for available integrated or stand-alone yield management software.

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.

Ensuring that hotels are safe, secure and that assets are protected is vital. Not only do guest’s belongings need to be protected but so does company information and materials. Hotel Lock Security ensures that only a person with a valid KeyCard is able to access the room.

This intelligent form of security can be changed and updated if so required by hotel management. Ensuring that the hotel is in control at all times and that both property and guests are not at risk is the responsibility of the hotel. With the help of the easy- to use, easy- to- manage Hotel Lock Management system, there is less to worry about. By providing limited access, management is able to have a firm control on the prevention of fraudulent activities and theft.

The Hotel Lock Security System has the following cards for management control:

• Guest Cards – restricted access for the duration of stay
• Program Cards – lock setup and initialization
• Master Card – management card to open all doors
• Maids Card – opens doors assigned to the maid for a specific time
• Clock Card – calibrates the door locks on board clocks
• Floor Card – opens a designated floor

There are of course various benefits to installing Hotel Lock Management. Many of which offer convenience and peace of mind to managers and hotel owners all over the world.

• Wireless system installation – easy retro-fit on existing hotels
• Anti-insert alarm function
• Durable stainless steel ANSI 5-lever latch technology
• Can control staff and guest access at all times
• KeyCards can fit into a wallet or purse- less risk of loosing
• Lost cards can be deactivated and reissued
• No training is required for system use

Energy saving devices are available that interface to the Hotel Lock Management System. A guest needs to insert their room card into the room energy saver device to turn on lights, air conditioners, power points etc. On departing the room, the card is removed and similarly the room powers down, saving on unnecessary electricity charges.

With hotel security having moved towards the more technical side, there are many other industries that are slowly adopting the more convenient method of security too. Many companies all over the world are adopting this smart security solution. Hotel Lock Management is not only a convenient method, it is also trust worthy. Unlike keys, KeyCards cannot be cut and duplicated. This hotel lock management system has become an integrated part of over 2000 hotels throughout the world. With a high success rate and a number of satisfied customers, Hotel Lock Security is certainly one of the very best ways to protect hotel property.

There are a number of different areas within a hotel that Hotel Lock Management is able to assist with, when it comes to controlling entry : Public Restrooms, Room Safes, Backend Offices, Kitchens, Gyms, Indoor swimming pools, Games rooms as well as vehicle and Pedestrian Gate Entry and Exit

Keeping unwanted visitors or those not staying at the hotel, out of certain areas, is simple and cost effective.

As of 2010, the total supply of 3- to 5- star hotel rooms in Kuala Lumpur stood at 23,972, of which 5-star rooms accounted for 50%.

Zerin Properties chief executive officer Previndran Singhe said the entry of international brands of the likes of Fairmont, W, Four Seasons, Conrad, Bulgari and MGM would augur well for the market.

“There is also room for limited service hotels or branded budget hotels such as Tune Hotels and Holiday Inn Express; ethnic hotels like India’s Taj and Oberoi; eco-tourism products at all luxury levels; and limited serviced apartments in the likes of Citadines,” Previndran told StarBiz.

The supply of true blue serviced residences was also limited, he said, adding that many of them were actually live-in apartments.

CB Richard Ellis (Malaysia) vice-president research, Nabeel Hussain, said there were very few internationally-branded three-star hotel chains within Kuala Lumpur, and some of the larger serviced apartment operators, such as Oakwood, were absent from the market as well. A number of new hotel projects are under development and the most anticipated include the new Grand Hyatt, scheduled to be completed next year, and the St Regis in KL Sentral, scheduled for completion in 2014.

Also in the pipeline are properties managed by All Seasons and Hilton’s Garden Inn, two internationally-known budget hotel brands.

Nabeel said a number of the large international groups, such as Accor, Hilton and Starwood, have a significant presence in Kuala Lumpur and appear to be looking to increase their hotel portfolio.

On hotel room rates, Previndran said rates in the luxury sector were still underperforming and were expected to increase.

“As globalisation sets in further, borders will be blurred and we will see parity setting in with our neighbours,” he pointed out.

Nabeel said generally, any increase in hotel room rates needed to start with the top-end properties and anticipated that properties such as the Grand Hyatt would set a new benchmark for the top end of the market.

“At the moment, Kuala Lumpur has some of the lowest room rates for five-star properties in the region,” he added.

In its latest quarterly report on Kuala Lumpur’s hospitality market, CB Richard Ellis Research said drivers for increased business and tourism spending might come from an improving economy (2011 GDP growth is projected to be 6%-6.5%) and a number of new initiatives being considered by the government.

It said the opening of the Pullman Kuala Lumpur Bangsar (Accor’s largest hotel in Southeast Asia with 515 rooms) later this year and the Grand Hyatt in 2012 might lift rates at the upper-end of the market, which could then have a knock-on effect in the 3- and 4-star hotel categories and also the service apartment segment, which competes for many of the same customers.

The luxury segment of the hospitality market, comprising mostly 5-star hotels, recovered in 2010 as full-year average occupancy for 5-star hotels reached 68%, up from 2009′s 58%.

CB Richard Ellis said although average room rates were lower in 2010 than in 2009, the net effect was positive, as revenue per average room (RevPAR) for this segment was RM224 in 2010 compared with RM196 in 2009, an increase of 14%.

In fact, RevPAR for all three segments of the market 3-star, 4-star and 5-star – improved in 2010.

Knight Frank Research said supported by concerted government efforts to attract more foreign tourists through innovative tourism packages and products, the hospitality sector was expected to continue to grow steadily into the first half of 2011.

It added that under Budget 2011, an allocation of RM85mil has been made for the provision of infrastructure facilities to facilitate construction of hotels and resorts in remote areas.

Another RM50mil allocation is to build covered walkways in the KLCC-Bukit Bintang area.