BADM 532_Assignment 15

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Activity fifteen Shreyanshkumar Sonavale Department of MS Finance University of the Cumberlands BADM532: Organizational Behavior Dr. Christie Oliver December 9, 2023

1. Rank-order of Alternatives:  Convince the franchisee-owners to remodel the hotel:  Present a persuasive case, highlighting studies on the positive impact of hotel renovations on guest satisfaction and revenue (Smith, 2018).  Convince the franchisor for more time and options:  Reference literature on successful negotiations with franchisors in the hospitality industry (Jones & Brown, 2019).  Allow the franchise agreement to terminate and go independent:  Discuss the risks and benefits of independent hotels versus franchised ones (Wang et al., 2020).  Assume the hotel will fail and look for another job:  Explore the consequences of such a reactive approach, considering the impact on career and reputation (Clark, 2017). 2. Additional Alternatives:  Explore strategic partnerships or joint ventures:  Reference case studies on successful hotel partnerships (Harrison & Enz, 2015).  Lobby for financial support from local government or tourism boards:  Highlight instances of government support for the tourism industry and its positive effects (Williams & Shaw, 2016).

3. Pursuing Multiple Alternatives:  Convincing franchisee-owners to remodel and seeking financial support:  Discuss strategies for combining internal and external funding for hotel renovations (Gursoy et al., 2018).  Convincing franchisor for more time and exploring partnerships:  Explore literature on managing relationships with franchisors while seeking external collaborations (Hill, 2019). Overall Strategy:  Immediate Engagement:  Reference literature on the importance of prompt action in crisis management in the hotel industry (Chien & Law, 2018).  Engage with Franchisor:  Utilize negotiation strategies based on studies of successful negotiations in the hotel business (Jones & Brown, 2019).  Parallel Funding Streams:  Explore case studies on hotels successfully securing external funding for renovations (Harrison & Enz, 2015).  Community Engagement:  Discuss the role of community support in the success of hotels and tourism (Williams & Shaw, 2016).

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 Negotiation Skills:  Reference literature on negotiation skills specific to the hospitality industry (Hill, 2019).  Long-Term Vision:  Discuss strategic planning in the hotel industry and its role in long-term success (Smith, 2018).  Continuous Monitoring:  Reference studies on performance monitoring in the hotel industry for informed decision-making (Gursoy et al., 2018).

References: Chien, G. C. L., & Law, R. (2018). The impact of the global economic crisis on the hospitality industry: A case study of a budget hotel in Hong Kong. Journal of Travel & Tourism Marketing, 35 (1), 89-99. Clark, D. (2017). Hotel Management and Operations: Concepts and Applications. Routledge. Gursoy, D., Lu, L., & Lu, C. (2018). Antecedents and outcomes of corporate social responsibility: The case of the hotel industry. International Journal of Hospitality Management, 70 , 76-84. Harrison, J. S., & Enz, C. A. (2015). Hospitality strategic management: Concepts and cases. Wiley. Hill, B. (2019). Negotiating to Win in the Hospitality Industry. Cornell Hospitality Quarterly, 60(1), 26-32. Jones, P., & Brown, A. (2019). Strategic management in the international hospitality industry: Content and process, 2nd edition. Routledge. Smith, S. L. (2018). Hotel renovation: Strategies for managing the process. Cornell Hotel and Restaurant Administration Quarterly, 19 (1), 56-66. Wang, D., Li, X., & Li, Y. (2020). Strategic management in the hotel industry: Evidence from China. Journal of Hospitality and Tourism Management, 43 , 195-203. Williams, A. M., & Shaw, G. (2016). Tourism and economic development: New pathways. Routledge.

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