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Peaceful Rest Motor Lodge

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Peaceful Rest Motor Lodge
Franchising Peaceful Rest Motor Lodge In today’s market whether it is shopping for a vacation spot or purchasing tangible goods the consumer is one thing that never changes. Research tends to support brand equity and brand loyalty. In choosing a vacation, spot customer not only wants the facility to meet their needs they want it to exceed their expectations, none the less for the best price. Branding within the hotel industry is no different. Consumers look for key risks, perceived benefits and costs when making their purchases. Through all the ways, that tourist can book hotels and read prior reviews on where they are, going to stay the decision is, usually, made before the trip. With the case of Peaceful Rest Motor Lodge, there are significant obstacles that the owner overlooked when jumping into becoming a hotel owner and now faces the decision of choosing a franchise. Addressing some of the critical issues the company is suffering from will help to determine the necessary action and best decision of a franchise company. In conducting the SWOT Analysis, the majority of the critical issues are the within the confines of the weakness and threats. However, in addressing some of the strengths of Peaceful Rest one discovers that it is in a prime location that it is growing to be a favorite vacation spot. It is located next to the highway with excellent visibility and easy to get to. Considering the low cost of purchase, Tristan can have low-cost rooms to meet a tighter budget. A viable weakness is that the lodge has limited amenities. The owner utilized only his opinion to determine what was the standard package of amenities to offer to the clients. The next area of weakness is the lack of advertising that the owner is choosing to utilize. While advertising is expensive, it is a necessity to drive people to the business. Advertising budgets should always be considered when conducting a business plan. The next apparent weakness in the business is the


References: Belmonte, S. (2014). The Bare Essentials Of Repositioning Your Hotel, by Steven Belmonte. from http://hotelexecutive.com/business_review/3015/the-bare-essentials-of-repositioning-your-hotel Franchise Agreements vs. Management Agreements: Which One Do I Choose?, by Nelson Migdal. (2014). from http://hotelexecutive.com/business_review/2101/test-franchise-agreements-vs-management-agreements-which-one-do-i-choose Hayes, D. (2005). Pearson - Hotel Operations Management, 2/E - David K. Hayes & Jack D. Ninemeier (Vol. 2E): Prentice Hall. Kayaman, R., & Arasli, H. (2007). Customer based brand equity: evidence from the hotel industry. Managing Service Quality, 17(1), 92. doi: http://dx.doi.org/10.1108/09604520710720692 Pars, S. R., & Ciftci, G. (2011). The Effects Of Brand Image On Consumers ' Choice. International Journal of Business and Social Science, 2(20). Snyder, M. (2007). Holiday Inn Brand (pp. 50). William D. Perreault, J. p., Canon, Jerome McCarthy. (2012). Basic Marketing A Marketing Strategy Planning Approach (19E ed.): McGraw-Hill. Wyndham. (2014). Development & Support | Conversion & Renovation. from https://developmentsupport.wyn.com/en/development-and-support/conversion-and-renovation/ Zeigler, J. (2007). Holiday Inn Brand Management.

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