Tauzia : la création des « Inn »-Roads en Indonésie, le potentiel et les risques de lancer une chaîne d’hôtels en Indonésie

Since I first started studying at the university level, I often went abroad to work, perfected language skills, or simple took some time off. Only last year, I have had the opportunity to carry out an internship. After the Licence year at the University of Evry, France, I worked for Samsung-Thales Co. Ldt., Seoul, South Korea. Even though this was a unique experience, in the sense that I worked for the defence industry (military), I was required analysis, initiatives and putting into practice knowledge gained in school.
When I started to look for another internship at the end of the Maitrise year at the University of Evry, I could only faire valoir my abilities. I was much more exigeant in my quest for an internship, ready to target a field that has always interested me throughout various trips: the hotel industry. The Accor group came as the main object of my quest quite naturally.
I started with sending my resume to all the Human Resources Managers of Accor in Asia for I did not have any particular preference towards which country in Asia I was going to go to. The only thing that mattered to me was to work in a French environment, in the hotel industry, in Asia. After two weeks, it seemed that I was the right person at the right place, just about the right time. Mr. Steinmeyer, who has previously worked for 20 years for Accor sent me an email asking me to meet with him during his next business trip to Paris.

Therefore, we set up a meeting by June, 6th and after talking with him for three hours, the journey started. That day, he told me he wanted to me to go back with him to Jakarta, Indonesia, where he and his business partner (Mr. Christophe Glass) had set up a consulting company called tauzia, which target was the development of the hotel industry. Their main business partner in Indonesia had been Accor. He told me he was looking for a candidate just like me to be part of the team as the International Developper for tauzia. At that time, that is all I knew about tauzia Business Consulting, but the project already sounded great to me. I immediately accepted his offer.
As I carried out my internship with the Development Department, it took me some time to understand the subtle mechanisms of a Franco-indonesian managed corporation. Time was also required on my side to comprehend the variaty of the products tauzia offered, could offer, would offer, and wanted to develop.
Among the Development Department, I was, among other tasks, in charge for developing a hotel chain called 'Waka', based on the previously tauzia-developed 'Harris' brand. The concept was totally different, but the logic was the same. Initially, I had many questions regarding this particular type of business, for I had never helped to set up a hotel chain. Some of them were crucial such as: What does it take to create, prepare and launch a hotel chain? How will we both set up a new project and manage other ones at the same time? What is the role of the partnership with Accor in all that? What are the time limitations? How efficient is our team? What are the key issues specific to a continent-nation such as Indonesia?

In order to answer those questions, my analysis shall be two-fold. The first part will be a presentation of my experience at tauzia, including a thorough analysis of the company and my own experience. This is critical to understanding the type of business discussed in this report. Then, the second part will analyse the full range of measures taken by a management company to launch a hotel chain in Indonesia, specifically one in Bali, the main tourist spot of the Republic of Indonesia.