Bergman family: Difference between revisions
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== New venues == | == New venues == | ||
If your assignment becomes managing one of the new branches, you have more freedom in setting up a new concept. All the information and that | If your assignment becomes managing one of the new branches, you have more freedom in setting up a new concept. All the information and that of the existing "old" hotel you can use as benchmarks. The new branches also all have 100 rooms. The accommodation costs (fixed costs) etc. remain similar to the situation of the original hotel. So, you can focus on other decisions, your Team decisions. | ||
Revision as of 09:22, 2 June 2023
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The Bergman family and the Emerald Forest Hotel
This family-style hotel is owned by the Bergman family, in fact by Christina, the youngest daughter.
When constructing the hotel the family decided to call it the "Emerald Forest Hotel". The family already owned a bungalow park, which was situated among woodlands. This hotel is also at the edge of a forest-like park. The original name was chosen because of the beautiful park surrounding the hotel and the fantastic colours of the numerous trees in autumn.
The family was -and still is- a family of entrepreneurs. So after the initial start-up years, they decided that Christina was going to be the one to run the hotel at a rather young age. Last few years there was a Management Team running the hotel which came up with good results. Christina stepped down as CEO in favour of her successor Jill Jandal. While Christina is going to focus on new projects in the hospitality industry, Jill is very concerned about the fact that the hotel and systems seem to be getting outdated. She noticed that the quality of the whole product is going down. The current Management Team is only looking at the short-term goals and is neglecting the maintenance as well as the marketing. Moreover, they have not been using any of the possibilities that are offered by the internet (e.g. websites, social media).
Liquidity
As a result, Jill decided to look for new management with more of a vision: she now is responsible for the hotel and feels that it is time to change things concerning the Emerald Forest Hotel.
One big advantage of the situation is, that the hotel does have enough liquidity. Paying for costs (or investments) will not be a problem (off course with some limitations), from liquidity perspective. Though, of course, this will pull down the profit for a while. Jill realizes this and knows that in the long run, more investments need to be made to keep the hotel in business.
Typical entrepreneurs
The Bergmans are typical entrepreneurs and are highly involved in everything that they do. Christina and her own household (i.e. her man and three children) have been living next to the hotel and hardly ever took a day off. They have known most of their clients by name for years, and some of them have even become close friends. Their three children have lived on the premises all of their lives, but they are too young to run the hotel. So Jill Jandal now is, but she needs ideas from new Management Teams.
Christina learned a lot from her brother Frank Bergman as she grew up, knowing all the ins and outs of the Emerald Forest bungalow park, which has been managed by Frank for 20 years. After the first five hectic years running the Emerald Forest Hotel as a young, dynamic manager she got married. Her husband, an excellent cook, came from a hotel family as well and knew what it was like to work in hospitality. After all these years of hard labor and very few days off, they have decided to limit their activities related to the Emerald Forest Hotel and look for a new challenge. The family still owns the Emerald Forest bungalow park which used to be run by Christina's brother Frank Bergman and the Emerald Forest Hotel. And recently they acquired a new hotel that Christina will focus on.
New ideas needed
The family has become very attached to the 'old' hotel after all these years and the core of the regular guests also regrets that the current owners are about to step out of the daily operations. Despite the shortcomings of the venue, many other entrepreneurs from across the country appeared to be able to rate the venue at its true value and showed sincere interest. A number of companies from abroad particularly were trying to get a foothold in this area and were very interested in a take-over. The Bergmans are not willing to sell to a big international company and losing the familiar character of the hotel and lots of their 'freedom' as entrepreneurs. Their goal is to stay independent and simultaneously improve their hotel.
Christina and her family have already moved away from the hotel and its premises and have found themselves a nice house in the countryside, close by to the newly acquired hotel. Jill Jandal from now on will be supervising all the daily operations of the Emerald Forest Hotel, and supervising the new Management Team. Due to her Asian roots and experiences, she will for sure look at 'international' aspects of all operations (usability, customer behaviour, cultural differences e.g.). Christina might (as owner) step forward when there is spectacular events or decisions to be made.
History
The hotel and all of its infrastructure, the guests, the suppliers, the marketing....The new Management Team needs to improve the hotel. However, they also need to respect its history. An important part of this history are the results from the past. All of the results of the hotel can be found on the page operating review on this platform. These last actual data (last year), are called the history.
The new management will take over the hotel with all of its history: so the pages give some benchmarks and directions. To keep in mind as well, the hotel has many loyal customers, especially in the business segment.
Jill Jandal, nor the Bergmans, will interfere with daily activities or decisions of the new Management Team. Liquidity is not an issue, your operating review is more important. The new management has to beware to make enough revenues to cover all the regular costs, and costs of the new plans set up by them.
This all means Jill will look at the new Management Team's decisions and will ask them to justify their decisions and to explain all of the choices they make for each year. Links to sources, calculations and benchmarks should convince them. Jill Jandal will ask for presentations, figures & facts, analyses and, especially, a strategic vision on how to run the hotel. This vision is going to play a very important role in the way the Management Team is going to be evaluated. There is also an Emerald Fund which is run by the family and on which very little information is available yet.
What does the hotel look like?
If you want to have a look at the groundplan and the different details of the hotels in pictures and videos check out the hundreds of photos and videos. Maybe not for now, but realize the hotel is documented very well. First of all the:
The main elements on the inside of the hotel:
The outside of the hotel and park:
The website of Emerald Forest also holds a lot of information
New venues
If your assignment becomes managing one of the new branches, you have more freedom in setting up a new concept. All the information and that of the existing "old" hotel you can use as benchmarks. The new branches also all have 100 rooms. The accommodation costs (fixed costs) etc. remain similar to the situation of the original hotel. So, you can focus on other decisions, your Team decisions.
Let's have a look at what the rooms look like, as they are key to a hotel.
→ Go! Following the Introduction to the Hotel? Step 3/10 is the page Rooms, click here
→ GO! Top of this page
