Anber Inn and Suites

David C. Shaw prepared this case solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The author may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The

According to the American Hotel and Lodging Association, in the year 1900, there were fewer than 10,000 hotels in the US which provided 750,000 to 850,000 rooms. The 2004 figures show that there are 47, 584 hotel properties in the US with 15 rooms or more. There are currently 4,415,696 guestrooms available. The industry had sales of $105.3 billion in 2003, which places average revenue per room at $50.42 with an average occupancy rate

This case was prepared as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 1983 by the President and Fellows of Harvard College. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means — electronic, mechanical,

Developing a business plan for an existing business or conducting a feasibility study for a new venture requires a thorough analysis of market conditions. Market conditions in your area have a significant impact on the profitability of your hotel or motel. The strength of the local lodging market affects how many rooms you can sell and the rates that you can charge. This guidebook will help you analyze your market so that you can gauge the potential of your operation and make more informed operating and investment decisions. On the pages that follow are a series of checklists to help you collect and analyze information as part of a hotel/motel market analysis. The checklists, tailored to the hotel/motel

Lecturer Michael J. Roberts prepared this case as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 1998 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School.

The authors do not intend to iIIustrate either effective or ineffective handling of a managerial situation. The authors may have

This case was written by Igor Vaysman, Professor of Accounting and Control at INSEAD, and Stephen Smyth of Esfren Consulting as a basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation.

Consequently, the competition in hotel industry nowadays is progressively intense as the pricing compress squeezing the profitability. To expand the profit of market share in this circumstances, we must aim specific market segments with varieties of planning to get survive in financial and keep the Empire hotel maintained in the top ranking.

This case was written by Professor André F. Perold as the basis for class discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright © 1992 by the President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School.

Jordan Mitchell prepared this case under the supervision of Professor Alison Konrad solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o

John T. Bowen William F. Harrah College of Hotel Administration, University of Nevada, Las Vegas, USA

This essay revolves around the critical evaluation of theories relating to management of accommodations and facilities that can be utilised to help hotels design efficient and effective processes. The key concepts such as process, efficiency, and effectiveness will be discussed while justifying the methods of process analysis or design which will be highlighted in this essay. All these topics will be critically evaluated in order to incorporate the operations management concepts of quality, in the application of accommodation and facilities to add value and deliver efficient and effective quality customer-centric services.

The W. Hotel owned by Starwood hotels and Resorts Worldwide originally formed by a real estate investment firm, Starwood owned and operated a number of hotels in North America to name a few The popular traditional Westin and the forever known Sheraton that would appeal to an older crowd, but they had to come up with an attraction to the young group something eye popping.

Professor Florencio Lopez-de-Silanes and Rakhi Kumar, Yale MBA02 prepared this case as the basis for class discussion rather than to illustrate the effective or ineffective governance of an organization.

Figure 6 gives an inside in the revenue per available room (RevPAR) of hotel SCM. The figure shows the influence of the high and low season again January and December are low season and show a lower RevPAR, where July, August and September which are high season show the highest RevPAR. When comparing January year 3 40.74 to August year 3 93.92 this is a difference of 53.18 in RevPAR all due to the influence of the high and low season. The RevPAR increased every year of existents of hotel SCM.