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| [[Category:Hotel info]] [[Category:Checked]] | | [[Category:Info pages]] {{Template:New Skin Box}} |
| ''→ Go! [[:Category:Hotel info]]'' <br> | | ''→ Go! [[Introduction to Hotel]]''</div><br> |
| {{Running E-manual}} <br>
| | {{Template:New Skin Box}} |
| {{Running competition}} __NOTOC__ __NOEDITSECTION__ | | == Hotel original objectives ==__NOEDITSECTION__ |
| | | The hotel has been managed by the Bergman family for a few decades; for the last ten years, daughter Christina Bergman has been the CEO. In 2020 Christina handed over the management to Jill Jandal, her assistant manager for the previous four years. The hotel is doing fine: Occupancy rates and profits are as planned. But recent changes in the industry show that it is in urgent need of new insights, especially in marketing communication. The hotel is getting outdated, so new investments and plans are needed to make the next years of operation successful, according to the goals set by the family: |
| == Step 1/10: Hotel objectives, starting position of all hotels ==__NOEDITSECTION__ | | * stay financially healthy and independent; no outside investments (apart from maybe bank loans related to investments) |
| In the game, you take over the hotel from the Bergman family, in fact from daughter Christina Bergman.
| | * keep all current 100 rooms as hotel rooms, without permanent renting and leasing etc. |
| All of you participants make up the Management Teams of Emerald Forest Hotel and a number of teams (7 up to 13) cover ''one'' [[city]]. All cities together are called a competition. At the start of the game there are a number of exactly the same hotels with the name Emerald Forest Hotel and the same [[Bergman family#history|history]]. All teams will have the same starting point, so at the beginning, all hotels are comparable companies in each of the cities.<br>
| | * keep hospitality business (i.e. being a hotel) as a core activity |
| | | * keep [[revenues|revenu]] on the same level as recent years: revenues around 2.8 million |
| The hotel you take over is in urgent need of new insights on marketing, financial management and communication, so that the next years of operation will be successful according to the standards set by the new management (your team). You do have last year's financial results and decisions on prices and expenditures, so you do have some numbers as an indication. And always use real benchmarks, look for them and use them in your decisions.
| | * aim for a minimum [[profit]] of € 400,000 per year: of course if you 'invest' and incur additional costs, this might not be realistic for one or two years. |
| | | * keep both target groups, business as well as leisure, though maybe in a different balance. |
| The objectives of the game are:
| | <br>No matter what the new plans are, the family absolutely wants to stick to these goals.<br> |
| * Gaining insight into the complex company situations, which relate to all business units. | | </div><br> |
| * Dealing with decisions which have to be made in uncertain situations, based on incomplete or even conflicting information and [[Competition|your competitors]]! | | {{Template:New Skin Box}} |
| * Learning from other teams in other countries and in other situations.
| | The family understands, and accepts, that making investments and taking some calculated risks might decrease the revenue and/or profit during a few years. The family is very open to new ideas, as long as they have a solid foundation: They are not so keen on big risks. They realize that their hotel has a number of weak elements. When you look at the building, the grounds and the developments in the market: |
| * Anticipating and responding to the market (or changes in the market).
| | * the building, and especially some of the [[rooms]], are outdated |
| * Being creative and innovative with limited resources. | | * some of the [[facilities]] in the hotel are outdated as well |
| * Learning to deal with an abundance of information and make a relevant selection.
| | * the [[distribution]] system (resellers, agents) is very old-fashioned |
| * Stimulating the sense and mentality of enterprise.
| | * [[social media]] are not effectively used |
| * Make decisions in a short period of time, under pressure while still focusing on your goals set by your team.
| | * the [[website]] is a weak element: it is outdated and has poor usability |
| * Run your own [[Management team|team]] in an effective way. | | * there might be even more problems which the family doesn't know about. |
| | |
| === Boundaries ===__NOEDITSECTION__
| |
| As in any simulation, and as in reality (!), there are always boundaries. Your team has to work within these restrictions (like limits to the costs you are allowed to make to prevent you from going bankrupt immediately). But, don't worry there is plenty possibilities for creativity!<br>
| |
| Keep in mind in all of your decisions:
| |
| <br> - Keep the hotel financially healthy; | |
| <br> - Keep the hotel independent. There is enough [[liquidity]] for reasonable investments; | |
| <br> - Keep the hotel company owned: no parts of the hotel, nor grounds or other assets are to be sold, leased out etc.
| |
| <br> - The number of rooms should stay at 100
| |
| <br> - There is are a limited number of [[decisions]] a team can take: if anything else is important there is the [[Team file]] in which you must explain the choices you make and the plans your team has.
| |
| <br> | | <br> |
| | ''→ Go! Following the Introduction to the Hotel? Step 2/10 is the [[Bergman family|Bergman family page, click here]]'' |
| | <hr></div><br> |
|
| |
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| === Creativity ===__NOEDITSECTION__
| | {{Footer}} |
| There is a fair amount of [[Competition on creativity|creativity]] needed and possible within these boundaries: but stay [[customer]] focused!
| |
| Every year you have to explain your decisions, so this offers you the opportunity to present extra plans. But always be sure to make some realistic calculations and expectations for these plans.<br>
| |
| Communication and marketing are important, so be sure to use the proper media in an efficient way. <br>
| |
| | |
| === Contact ===__NOEDITSECTION__
| |
| Each hotel has its own [[Team file]] which is important. This page shows your logo, name, basic strategy etc. and is important to Christina Bergman. In this way she can keep track of your plans and strategy. This page also holds all the links to your other communication platforms.
| |
| | |
| Apart from this, each hotel has to make external contact, with its customers and other stakeholders. Therefore the internet and social media should be used. Each hotel will have a website and (on social media) a Facebook page at least. All this communications in social media and on (owned) websites is even more important than the Team File.<br>
| |
| | |
| == Software used == __NOEDITSECTION__
| |
| As a management team you do all your decisions and explanations in the [Team File], assigned to you. This file is the most important thing to your team so also keep the secret link private to your team. So you have edit rights in this file which is in Google Docs. The file is shared with you, you don't 'own' it. It stays in the cloud all the time. Your teams works directly in this file in the cloud, so everything is saved automatically. Sometimes, when it is busy online, it takes some time to load. The program has a lot of functionalities: if you are logged in any Google account yourself (Gmail, YouTube etc.) you will have a more extended menu. If you have problems with copy paste, read
| |
| [https://support.google.com/docs/answer/161768?co=GENIE.Platform%3DDesktop&hl=en Google Docs Help]. There is a lot of tutorials on YouTube on working in Google Docs. Most basic things just work like in Word. You can access the file form many different PC's (telephones) at the same time, no problem. Remember that the last edit counts. Just be very careful if filling out the numbers in the tables in your file. <br>
| |
| In your Team Finances just can see all the results after each year gone by. You do not have edit rights in there, it is just for reading. You can though, when needed, download a copy (as Excel) down to your own PC and use that for calculations.
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| | |
| <br>
| |
| ''→ Go! Following the e-Manual? Step 2/10 is the page [[Bergman family|Bergman family, click here]]''
| |
| <hr>
| |
| ''→ GO! [[#top|Top of this page]]''
| |
| <center><small>''Emerald Forest Hotel'' offering an <font color="green">'''emerald''' </font color="green">hotel experience!
| |
| | Run your own hotel in this management simulation.</small></center>
| |
Hotel original objectives
The hotel has been managed by the Bergman family for a few decades; for the last ten years, daughter Christina Bergman has been the CEO. In 2020 Christina handed over the management to Jill Jandal, her assistant manager for the previous four years. The hotel is doing fine: Occupancy rates and profits are as planned. But recent changes in the industry show that it is in urgent need of new insights, especially in marketing communication. The hotel is getting outdated, so new investments and plans are needed to make the next years of operation successful, according to the goals set by the family:
- stay financially healthy and independent; no outside investments (apart from maybe bank loans related to investments)
- keep all current 100 rooms as hotel rooms, without permanent renting and leasing etc.
- keep hospitality business (i.e. being a hotel) as a core activity
- keep revenu on the same level as recent years: revenues around 2.8 million
- aim for a minimum profit of € 400,000 per year: of course if you 'invest' and incur additional costs, this might not be realistic for one or two years.
- keep both target groups, business as well as leisure, though maybe in a different balance.
No matter what the new plans are, the family absolutely wants to stick to these goals.
The family understands, and accepts, that making investments and taking some calculated risks might decrease the revenue and/or profit during a few years. The family is very open to new ideas, as long as they have a solid foundation: They are not so keen on big risks. They realize that their hotel has a number of weak elements. When you look at the building, the grounds and the developments in the market:
- the building, and especially some of the rooms, are outdated
- some of the facilities in the hotel are outdated as well
- the distribution system (resellers, agents) is very old-fashioned
- social media are not effectively used
- the website is a weak element: it is outdated and has poor usability
- there might be even more problems which the family doesn't know about.
→ Go! Following the Introduction to the Hotel? Step 2/10 is the Bergman family page, click here
→ GO! Top of this page
. . . Emerald Forest Hotel offer an emerald hotel experience! Run your own hotel in this management simulation . . .
