Hotel

Case Solution for Youreka Hotel, Amritsar

Complete Case details are given below :

Case Name :      Youreka Hotel, Amritsar
Authors :           Shikha Aggarwal, Narain Gupta, Gita Bajaj
Source :             Ivey Publishing
Case ID :           W14774
Discipline :        Operations Management
Case Length :    09 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The management of the Youreka Hotel in Amritsar, India, was concerned about the hotel’s overall returns relative to its annual operating cost and large initial investment. The new five-star hotel was now up and running and customers had started checking in, but occupancy levels were low. The hotel industry in India was making double-digit margins, but the hotel had not even achieved operational breakeven yet. Of key importance for the operations head was choosing the best seafood supplier – based on selling price, transportation cost and other factors – for supplying the hotel’s restaurants. A poor decision could have a negative impact on room occupancy and profitability. Among management, there were also concerns that the location of the hotel might be unfavourable. When could the operations head expect the hotel to match the profitability of the industry? What could he do to improve the hotel’s profitability?
 
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Case Solution for Delta Grand Pacific Hotel

Complete Case details are given below :

Case Name :      Delta Grand Pacific Hotel
Authors :           John R. Kennedy, Tom Gleave
Source :             Ivey Publishing
Case ID :            98A005
Discipline :        Service Management
Case Length :    15 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In July 1996, Ross Cunningham, director of sales and marketing for the Delta Grand Pacific Hotel in Bangkok, Thailand, needed to devise a marketing strategy that would ensure the hotel’s success in its very competitive market. Cunningham wanted to ensure that the hotel would maintain and eventually increase its two key benchmarks of performance (occupancy rates and average room rates) by milking the Sukhumvit Micromarket to its fullest potential. Compounding this challenge was the anticipation of a sharp drop in occupancy at the hotel due to the likelihood that an important client contract would not be renewed.
 
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Case Solution for Majestica Hotel in Shanghai?

Complete Case details are given below :

Case Name :      Majestica Hotel in Shanghai?
Authors :           Paul W. Beamish, Jane Lu
Source :             Ivey Publishing
Case ID :            905M35
Discipline :        Service Management
Case Length :    17 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Majestica Hotels Inc., a leading European operator of luxury hotels, was trying to reach an agreement with Commercial Properties of Shanghai regarding the management contract for a new hotel in Shanghai. A series of issues require resolution for the deal to proceed, including length of contract term, name, and staffing. Majestica was reluctant to make further concessions for fear that doing so might jeopardize its service culture, arguably the key success factor in this industry. At issue was whether Majestica should adopt a contingency approach and relax its operating philosophy or stick to its principles, even if it meant not entering a lucrative market.
 
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Case Solution for Roaring Dragon Hotel: A Second Attempt at Modernization

Complete Case details are given below :
Case Name :      Roaring Dragon Hotel: A Second Attempt at Modernization
Authors :           Stephen Grainger
Source :             Ivey Publishing
Case ID :            W12392
Discipline :        Organizational Behavior
Case Length :    06 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The Roaring Dragon Hotel (RDH), a Chinese state-owned enterprise (SOE), was under pressure to become a profit generating 5-star hotel due to the continued development of the Chinese market economy. As for many SOEs, the RDH was overstaffed, filled with archaic work practices, internal cliques, unsystematic production systems and a dysfunctional motivation system unrelated to performance. During modernization, a number of human resource management problems became increasingly evident; solving these problems had become a priority. In 2000, the RDH’s provincial government and stakeholders made their first attempt at modernizing the hotel by hiring a globally renowned company to undertake the upgrade. The disastrous outcome caused the provincial government and stakeholders to lose heart, momentum and motivation until six years later. A new joint venture owner and the RDH board recovered enough confidence to attempt modernization for a second time. They contracted Premium Hotel Services (PHS) to undertake the second attempt at improving operations. The PHS found the quality of older employees, increasing turnover of new staff and policies emerging from the continuing evolution of the Chinese economy were now presenting problems never confronted before at the RDH. How could the stakeholders solve these problems and have the RDH emerge as an internationally recognized five star, commercially viable hotel?
 
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Case Solution for Mount Rundle Hotel Banff

Complete Case details are given below :
Case Name :      Mount Rundle Hotel Banff
Authors :           Jim Kayalar
Source :             Ivey Publishing
Case ID :            908M50
Discipline :        Operations Management
Case Length :    05 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
A service delivery failure in the Mount Rundle Hotel escalates into a full-fledged confrontation between hotel management and the customer. The hotel general manager has an inward focus and is more intent on managing internal company systems and processes than catering to customer needs. The delay in responding effectively to the service failure leads to the involvement of the Better Business Bureau of Alberta, the Banff Lake Louise Tourism Development Board and the Banff mayor’s office.
 
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Case Solution for Regal Carnation Hotel, Guam

Complete Case details are given below :
Case Name :      Regal Carnation Hotel, Guam
Authors :           Jim Kayalar
Source :             Ivey Publishing
Case ID :            908M70
Discipline :        Operations Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In the spring of 2007, a vacationer is upset by the poor hotel experience he has had on the island of Guam. At the onset, the reasons for the bad experience seem to point to seemingly minor issues: bad management, poor service and old rooms. The value of the case lies in the analysis of the symptoms and arriving at the root causes of the problem, particularly the profit maximization strategy of the hotel’s owners in a mature industry. The case uses a different method of analysis, starting with micro indicators and moving to macro indicators: the analysis of symptoms, arriving at root causes, determining company strategy and finally assessing the company’s position using the Product Life Cycle Model.
 
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Case Solution for C&D Hotel, Xiamen

Complete Case details are given below :
Case Name :      C&D Hotel, Xiamen
Authors :           Chong Wu, Hubert Pun, Gregory S. Zaric, Deyuan Chen
Source :             Ivey Publishing
Case ID :            W15009
Discipline :        Operations Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The C&D Hotel, the first five-star deluxe hotel in Xiamen, a coastal city in China, needs to improve its service delivery process. In particular, the hotel’s customer service manager needs to present her plans for handling some recent customer complaints and decide how to compensate hotel guests for errors that have occurred during service delivery.
 
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Case Solution for Hotel Latvia: Sell Out, Hang Out or Partner?

Complete Case details are given below :
Case Name :      Hotel Latvia: Sell Out, Hang Out or Partner?
Authors :           Stephen Grainger
Source :             Ivey Publishing
Case ID :            W14660
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Three friends have followed their entrepreneurial dream to build a five-star hotel in Liepaja, a seaside city in Latvia. After a few early profitable years, the hotel is struggling, due to the massive downturn in the Latvian economy as a result of the European Union financial crisis and slow recovery. The hotel has declined from generating an annual profit to now making a loss or barely breaking even. On several occasions, the co-owners have considered selling up while they can still break even. With the European Union showing signs of recovery, business confidence is returning and the future is starting to look up. The co-owners must decide whether to put all their struggles behind them, retain the ownership of the hotel and look forward to the potential days of profit that lie ahead. Alternatively, they can move in an almost opposite direction, by selling up and moving on. What strategic direction will produce a successful outcome?
 
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Case Solution for Roaring Dragon Hotel

Complete Case details are given below :
Case Name :      Roaring Dragon Hotel
Authors :           Stephen Grainger
Source :             Ivey Publishing
Case ID :            908M04
Discipline :        General Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case looks at the takeover of the Roaring Dragon Hotel (RDH), a state owned enterprise in south-west China, by global hotelier Hotel International (HI) and discusses the cultural collision and organizational adoptions resulting from the intersections of two significantly different business cultures. Specifically in this case, the focus is on the challenge involved with downsizing, redundancy, communication, cultural sensitivity, strategic planning and in developing strategy. In south-west China in 2002, the RDH business environment was just emerging from the shadow of the planned economy and had retained its guanxi-based organizational culture. At RDH, relationship development and the exchange of favors were still important and occurring on a daily basis and there was little system or efficiency in the hotel’s domestic management style and processes. In comparison, Hotel International had a wealth of international experience in providing accommodation, marketing and professional management in servicing the needs of a global market steeped in corporate governance. At the commencement of the management contract there was a deep division separating the organizational cultures of RHD and HI.
 
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Case Solution for Note on the Global Hotel Industry

Complete Case details are given below :
Case Name :      Note on the Global Hotel Industry
Authors :           Gevork Papiryan
Source :             Ivey Publishing
Case ID :            908M28
Discipline :        General Management
Case Length :    23 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The hotel industry has experienced tremendous growth since the 1980s and has emerged as a global industry. During the expansion processess and rise of competition, multinational, multi-brand corporations, such as Hilton Hotels Corporation, were in the process of finding new markets and setting priorities. On the other hand in emerging markets, such as Russia, most of the national hotel industry had been formed under the pressure of foreign hotel chains. In addition to competing with foreign firms in their own markets, local Russian companines were also planning to enter international markets. In this environment where competition was strengthening within the global hotel industry, and new players were emerging, a number of questions and challenges existed: 1) How could firms effectively leverage their competencies and increase their competitiveness? 2) Would the multinational hotel corporations continue to expand their brand portfolios? 3) How could hotel chains maintain their integrity during the expansion on a global scale? 4) What strategies might apply to convince Western hotel companies to compete in emerging markets? 5) Which direction would further develop the hotel industries in emerging economies.
 
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