Business strategy Report
Executive summary
The purpose of this business strategy report was to analyze the internal and external environment of Ibis hotel and made recommendations to improve its generic strategy based on business-level and corporate-level strategy. According to analyzing the Ibis hotel’s internal environment, both tangible and intangible resources of the hotel were better than other economic hotels, because the facilities and equipment were in good conditions. Meanwhile, the Ibis hotel won many awards which not only benefited from the reputation of Accor but also benefit its high quality services. However, the only problem of the hotel was its design style did not combine with local cultures. The Ibis hotel also had capabilities to provide the 15 minutes contract to guarantee the staff will solve problems in short time. In addition, the Ibis hotel operated its business in high efficiency and quality, and it could be regarded as the most innovative hotel chains, which were the most obvious competitive advantages. In terms of external analysis, the growth rate of the economy and global trades contributed to the development of the Ibis hotel. Based on Porter 's five Forces analyzed, the risk of entry by potential competitors was high. Bargaining power of suppliers was low, which was an opportunity for Ibis hotel development.
In the last part of the report, the Ibis hotel applied the franchising plan to expand its business, but it still needed to reduce its cost. Furthermore, the Ibis hotel should focus on its service and facilities quality.
Table of Contents
Executive summary
1.00 Introduction Ⅰ
2.00 Analysis of the internal environment Ⅰ 2.10 Resources Ⅰ 2.11 Tangible resources Ⅰ 2.12 Intangible resources II 2.20 Capabilities Ⅲ 2.30 Distinctive competencies Ⅲ 2.40 Competitive advantage Ⅳ
3.00 Analysis if the external environment Ⅴ 3.10 Analysis of the macro-environment Ⅴ 3.11Macroeconmic Forces Ⅴ 3.12 Global Forces Ⅶ
The purpose of this business strategy report was to analyze the internal and external environment of Ibis hotel and made recommendations to improve its generic strategy based on business-level and corporate-level strategy. According to analyzing the Ibis hotel’s internal environment, both tangible and intangible resources of the hotel were better than other economic hotels, because the facilities and equipment were in good conditions. Meanwhile, the Ibis hotel won many awards which not only benefited from the reputation of Accor but also benefit its high quality services. However, the only problem of the hotel was its design style did not combine with local cultures. The Ibis hotel also had capabilities to provide the 15 minutes contract to guarantee the staff will solve problems in short time. In addition, the Ibis hotel operated its business in high efficiency and quality, and it could be regarded as the most innovative hotel chains, which were the most obvious competitive advantages. In terms of external analysis, the growth rate of the economy and global trades contributed to the development of the Ibis hotel. Based on Porter 's five Forces analyzed, the risk of entry by potential competitors was high. Bargaining power of suppliers was low, which was an opportunity for Ibis hotel development.
In the last part of the report, the Ibis hotel applied the franchising plan to expand its business, but it still needed to reduce its cost. Furthermore, the Ibis hotel should focus on its service and facilities quality.
Table of Contents
Executive summary
1.00 Introduction Ⅰ
2.00 Analysis of the internal environment Ⅰ 2.10 Resources Ⅰ 2.11 Tangible resources Ⅰ 2.12 Intangible resources II 2.20 Capabilities Ⅲ 2.30 Distinctive competencies Ⅲ 2.40 Competitive advantage Ⅳ
3.00 Analysis if the external environment Ⅴ 3.10 Analysis of the macro-environment Ⅴ 3.11Macroeconmic Forces Ⅴ 3.12 Global Forces Ⅶ