Hotel objectives: Difference between revisions
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* by keeping the [[revenues]] on the same level as recent years: revenues 2.8 million | * by keeping the [[revenues]] on the same level as recent years: revenues 2.8 million | ||
* [[profit]] 400,000 per year | * [[profit]] 400,000 per year | ||
* occupancy rate on an average per year 50% | * [[occupancy rate]] on an average per year 50% | ||
The family understands that doing investments and taking some risks might bring down all of the 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 they hotel has a number of weak elements, looking at the building, the grounds and the developments in the market: | The family understands, and accepts, that doing investments and taking some calculated risks might bring down all of the 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 they hotel has a number of weak elements, looking at the building, the grounds and the developments in the market: | ||
* the building, especially some of the rooms, are outdated | * the building, especially some of the [[rooms]], are outdated | ||
* some of the facilities in the hotel as well | * some of the [[facilities]] in the hotel as well | ||
* the [[distribution]] system (resellers, agents) is way outdated | * the [[distribution]] system (resellers, agents) is way outdated | ||
* social media are not effectively used | * [social media]] are not effectively used | ||
* the website is a weak element | * the website is a weak element | ||
* some things they might not realize themselves | * some things they might not realize themselves | ||
Revision as of 10:05, 30 December 2019
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Step 1/10: Hotel original objectives
The hotel has been managed by the Bergman family for a few decades, the last ten years daughter Christina Bergman is CEO. In 2020 Christina will hand over the management to Jill Jandal, her assistant manager during the last four years. The hotel is doing fine: occupancy rate and profit are as planned. But recent changes in the industry show, it is in urgent need of new insights especially on marketing and communication. New investments, the hotel is getting outdated, and plans are needed so that the next years of operation will be successful according to the goals. The goals set by the family are simple:
- staying financial healthy and independent, no outside investments
- keeping the rooms at 100, no permanent renting, no leasing etc.
- keeping hospitality business as a core activity
- by keeping the revenues on the same level as recent years: revenues 2.8 million
- profit 400,000 per year
- occupancy rate on an average per year 50%
The family understands, and accepts, that doing investments and taking some calculated risks might bring down all of the 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 they hotel has a number of weak elements, looking at the building, the grounds and the developments in the market:
- the building, especially some of the rooms, are outdated
- some of the facilities in the hotel as well
- the distribution system (resellers, agents) is way outdated
- [social media]] are not effectively used
- the website is a weak element
- some things they might not realize themselves
→ Go! Following the e-Manual? Step 2/10 is the page Bergman family, click here
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