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The Magnificent Northern Hotel, a privately owned, independent, four-star chalet hotel loc, Assignments of Strategic Management

CT UniversityStrategic Management

Since its inception 8years ago, the hotel has been one of the top performers in the upscale and luxury market segments, preceding the current economic crises. The hotels main target market is the business traveler (80 per cent of room bookings) who has no problem with paying 12,000 naira per night for a room. During the past 12 months, however, the hotel has been a victim of several economic turbulence, which resulted in a significant reduction in rooms bookings from the business travel segment.

Typology: Assignments

2022/2023

Uploaded on 05/24/2023

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MODULE 1
Performance Task I
Case Study: THE MAGNIFICANT NORTHERN HOTEL
Name: Lander Joseph M. Bibat Date: ___________________________
Section & Year: BSTM III-A Faculty in Charge: Ian Kenneth D. Deuna
Directions: Read the given case carefully, answer the given questions below. Please be guided of
the attached rubrics as a basis for grading your output. Reminder: Outputs that are the same with
the works of other students will be returned with 0 (zero) points.
The Magnificent Northern Hotel, a privately owned, independent, four-star chalet hotel located
in Abuja, Wuse Commercial District, is confronted with a turbulence external environment because
of the global financial crisis. Since its inception 8years ago, the hotel has been one of the top
performers in the upscale and luxury market segments, preceding the current economic crises. The
hotels main target market is the business traveler (80 per cent of room bookings) who has no
problem with paying 12,000 naira per night for a room. During the past 12 months, however, the
hotel has been a victim of several economic turbulence, which resulted in a significant reduction in
rooms bookings from the business travel segment. This has reduced profits drastically to the extent
that the hotel is no longer able to cover fixed costs. The owner, Adebisi Samuels has called an
executive committee meeting to discuss the future direction the organization should take in the
immediate term and in the long term to sustain its competitive advantage. (Source: Mejebi, E.C.,
(2013). Strategic Management in Hospitality and Tourism)
1. What issues should Adebisi and the executive committee address? Why? (Hint: Make
assumption where necessary, including mission and vision statements, as well as goals, strategies,
and objectives.)
2. Given the preceding information, what are Adebisi’s options? How should they be evaluated?
Make assumptions where necessary.
3. What should the hotel do in the short and long term? Make assumptions where necessary to
arrive at your decisions.
4. Why is it difficult to answer the preceding questions? Do we have clear answers for issues
and challenges in real life?
5.. Do Managers and executives in hospitality and tourism organizations always have
sufficient and reliable information to make decisions?
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MODULE 1

Performance Task I Case Study: THE MAGNIFICANT NORTHERN HOTEL Name: Lander Joseph M. Bibat Date: ___________________________ Section & Year: BSTM III-A Faculty in Charge: Ian Kenneth D. Deuna Directions: Read the given case carefully, answer the given questions below. Please be guided of the attached rubrics as a basis for grading your output. Reminder : Outputs that are the same with the works of other students will be returned with 0 (zero) points. The Magnificent Northern Hotel, a privately owned, independent, four-star chalet hotel located in Abuja, Wuse Commercial District, is confronted with a turbulence external environment because of the global financial crisis. Since its inception 8years ago, the hotel has been one of the top performers in the upscale and luxury market segments, preceding the current economic crises. The hotels main target market is the business traveler (80 per cent of room bookings) who has no problem with paying 12,000 naira per night for a room. During the past 12 months, however, the hotel has been a victim of several economic turbulence, which resulted in a significant reduction in rooms bookings from the business travel segment. This has reduced profits drastically to the extent that the hotel is no longer able to cover fixed costs. The owner, Adebisi Samuels has called an executive committee meeting to discuss the future direction the organization should take in the immediate term and in the long term to sustain its competitive advantage. (Source: Mejebi, E.C., (2013). Strategic Management in Hospitality and Tourism)

  1. What issues should Adebisi and the executive committee address? Why? (Hint: Make assumption where necessary, including mission and vision statements, as well as goals, strategies, and objectives.)
  2. Given the preceding information, what are Adebisi’s options? How should they be evaluated? Make assumptions where necessary.
  3. What should the hotel do in the short and long term? Make assumptions where necessary to arrive at your decisions.
  4. Why is it difficult to answer the preceding questions? Do we have clear answers for issues and challenges in real life? 5.. Do Managers and executives in hospitality and tourism organizations always have sufficient and reliable information to make decisions?
  1. What issues should Adebisi and the executive committee address? Why? (Hint: Make assumption where necessary, including mission and vision statements, as well as goals, strategies, and objectives.) The concerns that Adebisi and the executive committee should address involve connecting the organization's actions with its purpose and vision, resolving any financial or operational difficulties, and making strategic decisions that enable the organization reach its goals and objectives. They must reevaluate the hotel's target market and positioning. Given the drop in business travelers, they may consider expanding their client base by focusing on leisure travelers, tourists, or event organizers. To correspond with the new target market, the hotel's purpose and vision statements, goals, strategies, and objectives may need to be redefined. They must analyze various aspects of the crisis's influence on the hotel's operations, including a drop in room reservations and the accompanying loss of earnings. Understanding the scope of the issue is critical for creating effective solutions.
  2. Given the preceding information, what are Adebisi’s options? How should they be evaluated? Make assumptions where necessary. Consider increasing the hotel's offerings beyond lodging. This might include the addition of facilities such as a spa, fitness center, or conference facility to attract an increased number of clients and produce other sources of income. Create and execute marketing strategies to attract new client groups and boost bookings. This could include creating targeted advertising efforts, collaborating with travel agents or corporate customers, and providing unique packages or incentives.
  3. What should the hotel do in the short and long term? Make assumptions where necessary to arrive at your decisions. In the short term, the hotel should prioritize immediate efforts to stabilize its financial situation: evaluate pricing methods to assure competitiveness while maximizing income. To attract clients, provide attractive pricing or bundles. Improve the total customer experience to increase customer satisfaction and encourage consumers to return. This may be accomplished by particular services, attention to detail, and responding to any feedback or concerns. Long-term considerations for the hotel include investing in facilities and amenities that respond to the demands and opinions of the new target market. This might include things like enhancing accommodations, adding dining options, or bringing new experiences. Create a thorough marketing and sales plan to attract customers other than business travelers. This might include attracting leisure visitors and tourists or organizing activities to boost occupancy rates.