Difference between revisions of "Hotel objectives"
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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 | The hotel has been managed by the Bergman family for a few decades, the last ten years daughter Christina Bergman has been CEO. In 2020 Christina handed 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 New investments, the hotel is getting outdated, and plans are needed so that the next years of operation will be successful according to the goals.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) | * 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 all current 100 rooms as hotel rooms, without permanent renting and leasing etc. | ||
* to keep hospitality business (i.e. being a hotel) as a core activity | * 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 | * to keep the [[revenues]] on the same level as recent years: revenues around 2.8 million | ||
* aim a | * aim at a minimum [[profit]] of € 400,000 per year: of course if you 'invest' and make additional cost, this might not be realistic for one of two years | ||
* to have an [[occupancy rate]] of 50% on average 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. | 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 the revenues 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 family understands, and accepts, that doing investments and taking some calculated risks might bring down the revenues 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, especially some of the [[rooms]], are outdated | * the building, especially some of the [[rooms]], are outdated | ||
* some of the [[facilities]] in the hotel are outdated as well | * some of the [[facilities]] in the hotel are outdated as well | ||
Revision as of 18:49, 11 April 2020
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Hotel original objectives
The hotel has been managed by the Bergman family for a few decades, the last ten years daughter Christina Bergman has been CEO. In 2020 Christina handed 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 current 100 rooms as hotel 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 around 2.8 million
- aim at a minimum profit of € 400,000 per year: of course if you 'invest' and make additional cost, this might not be realistic for one of two years
- 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 the revenues 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, 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
- 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 page Bergman family, click here
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