“We weren't just classmates anymore. We had to think, act and deliver like professionals.”
That’s how AIHM student Maya Mariyam described her final Integrated Hospitality Project (IHP) experience at AIHM. It’s a sentiment echoed by many who’ve taken part in this ambitious, real-world learning series. From their third semester onwards, students step into the industry and take on consulting projects for real clients, with real stakes, and real impact.
By the time they graduate, they’ve completed three consulting projects—each more complex and independent than the last. The result? Graduates who not only know what it means to work in hospitality management but who’ve already done so and have the track record of experience to prove it.
What Is the IHP?
The Integrated Hospitality Project (IHP) is a signature component of AIHM’s Bachelor’s degree curriculum.
Students complete one IHP in each of the following semesters:
Each project asks students to solve an actual problem for a hospitality business, typically a hotel within Minor Hotels’ portfolio. They conduct research, deliver insights and present actionable recommendations to the client. This is real-world consulting work.
Projects range from operational improvements and sustainability planning to branding, training programmes and future-focused strategy. Students are encouraged to draw on classroom theory, their internship experiences, and deep collaboration with peers. They also work closely with the clients, who expect thoughtful and implementable ideas.
With their carefully strategised solutions in hand at the conclusion of the project, each hotel or brand is able to implement proposals or continuing developing them in longer-term renovations, new product launches and service updates.
Semester 4: Turning Theory Into Action
If Semester 3 is about learning how to walk, Semester 4 is about taking off the training wheels.
Students in Semester 4 begin to tackle complex, often multi-dimensional, real-world projects. In the most recent term, these projects included reducing water and energy use at a resort, creating personalised food and beverage experiences, and developing appearance standards for an international hotel brand.
“Working with a real hotel client added a new level of seriousness and professionalism to our project,” said Nan Si Htaung, who worked on personalised F&B offerings at Anantara Riverside Bangkok Resort. “Our ideas weren’t just for academic grading. They had the potential to be implemented in real-world hotel operations.”
Her team drew heavily on their F&B Management course, applying menu engineering techniques to maximise revenue per order while also embracing design principles like font hierarchy, layout balance and focal points. Their goal was to propose menu enhancements that could simultaneously boost guest satisfaction and increase revenue. “We wanted our designs to blend aesthetics with function,” she said.
Emy Gouders, who worked on the same project, reflected on the importance of collaboration: “The client noticed that we had divided the work too much, which made our presentation feel disjointed. That feedback stuck with me—it taught me that even in a consulting environment, teamwork must be fully integrated.”
Khin Thiri Naing discovered that teamwork wasn’t just about communication, but also about navigating conflict. “We disagreed on our presentation structure, and it slowed us down. However, we had the tools to overcome this. We worked through by implementing the DESC method of conflict resolution through constructive feedback, a model we had learned in class. It helped us express concerns constructively and move forward as a team.”
Other teams found themselves grappling with unexpected complexity. Ei Nyein Thu’s team was tasked with developing a Global Appearance Guide for Anantara Hotels & Resorts. What seemed simple at first—outlining appearance standards for staff—quickly grew into a challenging task.
“Appearance isn't just about looking neat,” she explained. “It involves cultural sensitivity, religious considerations, and local norms. In some locations, tattoos might be fine for a bartender, but they may need to be covered for a front-desk role or for teams in another region. We had to think about hairstyles, makeup, uniforms, and even how climate affects appearance.”
Jirapat Chaicharoen, working on a similar branding project, was struck by the openness of the client. “We expected a conservative approach, but they were excited about the bold, game-inspired ideas we proposed like ‘wardrobe customisation.’ That challenged us to push our creativity further.”
Kanyarat Sitthilersjanya’s team focused on sustainability initiatives at Anantara Riverside. Although the hotel already had strong eco-practices, their mission was to enhance what was already working and make it more visible to guests.
“Our challenge wasn’t fixing problems—it was identifying areas of opportunity,” she explained. Her team recommended operational adjustments to reduce consumption and improve awareness. “We learned to trust the process, even when we doubted ourselves,” she added. “We had weekly check-ins and check-outs to stay aligned. That habit made a big difference.”
Semester 4 students are still guided by faculty, but increasingly take ownership of their work. The shift in mindset—from student to problem-solver—is visible by the end of the project.
Semester 6: Thinking Like Consultants
By Semester 6, the transformation is complete. Students are expected to lead the entire process: defining the scope, managing the timeline and delivering a presentation that stands up to client scrutiny. The projects are more open-ended, requiring students to make judgment calls and adapt to shifting needs.
In one Semester 6 project, students were tasked with developing a new orientation programme for Anantara team members—a hybrid onboarding model that could be adapted across regions. Chinnakrit Kerdsang found the challenge immense but rewarding: “We had to conduct cross-cultural interviews across Bangkok and Dubai, and there were delays, time zone issues, scheduling challenges. We had to rework our structure completely to stay on track.”
Their final product, he said, was a tailored programme that respected both the brand’s values and the unique needs of each property. “Seeing our ideas resonate with the client made all the challenges worth it.”
Pimmada Triviwat, who worked on the same project, was proud of how her team incorporated interview feedback. “We really listened to what Anantara needed,” she said. “We took those insights and turned them into something useful.” For her team, the IHP was challenging and inspiring. She explained, “If our IHP had a theme song, it would be the Avengers music. Just like the Avengers coming together with all their different skillsets, we faced challenges and we stuck together.”
Other students looked further into the future. One Semester 6 group explored what luxury hotel guestrooms might look like 5 to 10 years from now. Maya described how her team had to balance blue-sky thinking with practical strategy: “We researched dozens of trends—tech amenities, linens, bathroom features—but the key was making sure our recommendations matched the brand’s DNA.”
Maya perfectly captured the shift from student work to strategic consulting:
“Compared to our first projects, our team dynamics had evolved significantly. Having worked together for over three years on various projects, we had developed a strong sense of collaboration and mutual understanding. We were familiar with each other’s strengths, weaknesses and each of our colleagues’ preferred working styles and roles, which allowed us to function as a high-performing team from the beginning. We were able to recognise the roles already present within our group and identify any gaps that needed to be filled. This awareness allowed us to adapt our roles smoothly depending on the task at hand, making our process more efficient and minimising conflict. As a result, we were able to tackle challenges smoothly and maintain consistent progress throughout the project.”
The results speak for themselves. “What made us particularly proud,” said Maya, “was hearing the client highlight specific suggestions from our proposal that they were interested in implementing within the upcoming Avani properties. That was the most rewarding part.”
The Arc of Growth: From First Steps to Future Professionals
Across all three IHPs, the learning curve is steep by design.
Students start with structure and support. Then they gradually take on more autonomy, more pressure and more complexity. By Semester 6, many are leading international teams, solving multifaceted challenges and proposing solutions that could genuinely shape hotel operations.
“What the IHP teaches you is how to take responsibility for something that matters,” said Kanyarat. “It’s a rehearsal for the real world, but with just enough support to help you shine.”
The student-consultants also learn the value of preparation, planning and professional accountability. In each project, they practice making decisions. They learn to read between the lines of a client brief, to pivot mid-project and to defend their ideas in front of experienced industry professionals.
With the IHP projects, students leave AIHM with far more than a degree. They leave with a portfolio of work, a track record of real-world experience, and a sense of confidence that only comes from doing the job before your job title says so.
Your Future in Hospitality Starts Here
Do you dream of managing luxury resorts or launching bold new ideas for the hotel world? Turn your passion into a profession.
AIHM’s BBA degree and related programmes are designed to equip you with real-world experience, global insight and the confidence to lead.
Explore our BBA and discover how far hospitality can take you.