Case Studies 1. Ana Chavaria‚ Front Office Manager and Lorraine Desants‚ Director of marketing and sales‚ have just returned from a computer conference at which they were able to look at the latest Property Management System for hotels. Ana is enthusiastic about updating and adopting front office applications for Reservations‚ Registration‚ Room status‚ Posting‚ Call Accounting‚ Checkout and Night Audit. Lorraine is sure the marketing and sales applications will help her department be more efficient
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forecast gives the investors the overview of the future cash flow which reflects the return as the crucial metrics of the investment‚ helping investor to make a good decision. According to the proposal plan‚ the proposed hotel located in 22nd street will have following facilities: 238 hotel rooms‚ 53 off-street parking spaces in a valet-operated below-grade garage‚ a fitness center‚ a restaurant with an entrance on M street‚ an outdoor terrace and a roof-top pool. Based on the demand and supply analysis
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Quantitative Methods • Dance with Chance • Black Swan 4 QUANTITATIVE METHODS CASE MAPPING Chapter Basic Concepts of Scales & Measurements Detailed Syllabus Nominal‚ ordinal‚ interval and ratio scales. Review of central tendencies and dispersion Session Key Concepts 1 Scales Case Study College Canteen’s Decreasing Beverages’ Sales: Analysis Dilemmas Abstract Meant for ‘Scales of Measurement’‚ this case study presents Raghu’s • analysis dilemma‚ the owner-manager of Matrix canteen‚ which sells
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obr3588x_ch07_212-246 10/5/04 11:17 AM Page 215 EQA Chapter 7 / Electronic Business Systems ● 215 R EAL WORLD CASE 1 H Hilton Hotels Corporation: D ata-Driven Hospitality ilton Hotels Corporation has learned that customers are more satisfied when they have a problem and the hotel staff takes care of it than if the stay goes flawlessly. Giving hotel staff the information to make critical recoveries is the reason Hilton‚ during one of the industry’s worst downturns in decades‚
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AEREN FOUNDATION’S Maharashtra Govt. Reg. No.: F-11724 SUBJECT:-E-COMMERCE MANAGEMENT COURSE : Total Marks : 80 Attempt all the cases Case 01 GM’s E-Business Strategy INTRODUCTION US-based General Motors (GM)‚ the largest automobile company in the world‚ was in trouble in the late 1990s. The company’s market share in the US automobile market had been steadily declining from a high of 50% in the late 1960s to a low of 28% by 1999.Analysts pointed out that GM had been in the grip of a vicious
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new strategy to boost the company’s growth. The management team thinks that it is the right time to establish Rosewood as a corporate brand. A known corporate brand name will encourage hotel guests to stay at some of other Rosewood hotels. Rosewood wants to compete with the corporate and individual branded luxury hotels. As indivudual branded company‚ is is hard to compete with the corporate brands that benefit from cross-property usage. Their current strategy limits their market and objectives. They
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TO CHANGE OR NOT TO CHANGE: A CASE STUDY AT THE FRONT DESK | Morgan Black has been described by the corporate office as the Miracle Worker because of the troubled properties that were turned | |around under Morgan’s leadership. It is hoped the story at the Coug Inn will have the same happy ending; however‚ the Coug Inn is in a | |remote location‚ hundreds of miles from any other corporate properties. The Coug Inn is a 150-room full-service | |property
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Hilton Hotels: diferenciación de la marca a través de Gestión de las relaciones A principios de 2008‚ Hilton Hotels Corporation fue preparado para el crecimiento mundial‚ con una tremenda meta agresiva de apertura de 1.000 hoteles en América del Norte en cinco años y 1.000 hoteles en el resto de el mundo en diez años. La empresa acababa de ser tomada por el privado Blackstone Grupo 1 de reportó US $ 26 mil millones‚ una prima del 32% sobre el precio de la acción 32‚05 dólares el día anterior
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Marketing Department of the Terminus Hotel forecasted an average occupation level of 40% during 2009. In November 2008‚ the department received two offers from regular customers‚ the first at a rate of €90 for 10 rooms per day‚ and the second at a rate of €95 for 5 rooms per day. Both offers were rejected. Based on the numbers‚ it appears that the accounting department rejected both offers because the rate fell short of the total cost per room per day for the hotel. Assuming an occupancy rate of 40%
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International hospitality practice Raffles Hotel in Singapore Full Situational Audit of the Raffles Hotel and Develop a Strategic Place for the next 3 Years. Cover Page: Student Number‚ Module Code‚ Title‚ Module Tutor Table of Contents‚ List of Tables‚ Figures and Appendices Introduction Explaining the Purpose of the Report Brief Company Overview (10% of the assignment mark) 400 words External Audit: analysis of relevant macro-environmental (PESTE) and industry dynamics (Porter’s
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