Ranjal_OB_PB_Week15

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Nov 24, 2024

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#1. In the given scenario, convincing the franchisee-owners to remodel the hotel is a strategic and potentially transformative course of action. The estimated $5 million needed to meet the franchisor's minimum standards and an additional $5 million to reach the top standards of resorts on the island signifies a significant investment. However, this investment aligns with the broader goal of maintaining the franchise and ensuring the long-term competitiveness of the hotel. Firstly, initiating open and transparent communication with the franchisee-owners is essential. Clearly outlining the dire situation, emphasizing the franchise's jeopardy, and detailing the potential positive outcomes of remodeling can help garner support. Presenting a comprehensive business case that highlights the return on investment, increased customer satisfaction, and elevated brand reputation can be persuasive. Moreover, showcasing the success stories of other renovated hotels in the region and the subsequent positive impact on revenue and customer loyalty can serve as compelling evidence. This strategy aims to align the interests of the franchisee-owners with the long-term prosperity of the hotel and the preservation of the franchisor's brand. Additionally, offering the franchisee-owners a stake in the renovation process, such as profit- sharing agreements or incentives tied to the hotel's performance, could further motivate their commitment to the remodeling initiative. Collaborative decision-making and involving them in the planning phase may also foster a sense of ownership and engagement. Overall, the objective is to emphasize the mutual benefits of remodeling, not only for meeting minimum standards but exceeding them to position the hotel as a leading resort on the island. Successful execution of this course of action would not only address the immediate concerns raised by the franchise 1

headquarters but also ensure the sustained success and profitability of the hotel in the highly competitive hospitality industry. 2. Convince the Franchisor for More Time and Options: Attempting to negotiate with the franchisor for additional time and more flexible options for upgrading the facility is a strategic move. It involves engaging in open communication with the franchisor, highlighting the challenges faced, and proposing a realistic timeline for the hotel's improvement. Presenting a comprehensive plan that outlines phased upgrades, prioritizing critical areas first, and demonstrating a commitment to reaching the franchisor's standards over an extended but reasonable period may provide a viable compromise. This approach aims to preserve the relationship with the franchisor while allowing the hotel the necessary time to secure resources for a comprehensive renovation. 3. Allow the Franchise Agreement to Terminate and Succeed as an Independent Hotel: Allowing the franchise agreement to terminate and pursuing an independent path is a bold decision that necessitates careful consideration. This approach involves rebranding the hotel, 2

developing a unique identity, and establishing a distinct market presence. While it carries risks, such as the loss of brand recognition and reservation system access, it also offers newfound flexibility and control over the hotel's operations. Successful rebranding efforts, coupled with targeted marketing strategies, can position the hotel as a distinctive and attractive destination, potentially attracting a different segment of customers. 4. Assume Hotel Failure and Seek Another Job: Contemplating the possibility of the hotel's failure and exploring alternative career options is a pragmatic but potentially disheartening choice. It involves acknowledging the limitations in salvaging the current situation and considering personal career prospects outside the current role. While seeking another job may offer stability, it comes with the challenge of accepting a potentially lower-level position. This decision requires assessing the current job market, identifying suitable opportunities, and leveraging one's reputation and experience to secure a position aligned with career aspirations. References: 3

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Kotler, P., Bowen, J. T., Makens, J. C., & Baloglu, S. (2017). Marketing for Hospitality and Tourism. Pearson. Enz, C. A. (2010). Hospitality Strategic Management: Concepts and Cases. John Wiley & Sons. Hayes, D. K., & Ninemeier, J. D. (2007). Human Resources Management in the Hospitality Industry. John Wiley & Sons. Schmitt, B. (2010). Experience Marketing: Concepts, Frameworks and Consumer Insights. Foundations and Trends® in Marketing, 5(2), 55-112. 4

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