Hotel objectives: Difference between revisions
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== Hotel original objectives ==__NOEDITSECTION__ | == Hotel original objectives ==__NOEDITSECTION__ | ||
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 | 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 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 New investments, the hotel is getting outdated, and plans are needed so that the next years of operation will be successful according to the goals.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: | ||
* | * stay financial healthy and independent, no outside investments (apart from maybe bank loans related to investments) | ||
* | * to keep all 100 rooms without permanent renting and leasing etc | ||
* | * to keep hospitality business (i.e. being a hotel) as a core activity | ||
* | * to keep the [[revenues]] on the same level as recent years: revenues 2.8 million | ||
* a minimum [[profit]] € 400,000 per year | * realize a minimum [[profit]] of € 400,000 per year | ||
* | * to have an [[occupancy rate]] of 50% on average per year. | ||
No matter what the new plans for the future are, the family absolutely wants to stick to these goals.'<br> | |||
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 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 | ||
Revision as of 16:11, 16 March 2020
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 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:
- stay financial healthy and independent, no outside investments (apart from maybe bank loans related to investments)
- to keep all 100 rooms without permanent renting and leasing etc
- to keep hospitality business (i.e. being a hotel) as a core activity
- to keep the revenues on the same level as recent years: revenues 2.8 million
- realize a minimum profit of € 400,000 per year
- to have an occupancy rate of 50% on average per year.
No matter what the new plans for the future are, the family absolutely wants to stick to these goals.'
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 very old-fashioned
- social media are not effectively used
- the website is a weak element
- some things they might not realize themselves
→ Go! Following the Introduction to the Hotel? Step 2/10 is the page Bergman family, click here
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