swot analysis case study snoozy inn

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S.W.O.T. Analysis Case Study

The Snoozy Inn is a 40-unit, no-frills operation in the less scenic part of a major Queensland resort town. The owner, Mr. Smith, firmly believes that there is a need for his style of low-cost family accommodation amid the luxury and beauty of the area. His rooms are large, family-style rooms (there is no television, for example). Although there is plenty of room for future expansion, the grounds are fairly bare with a bit of landscaping, but mostly grass. Mr. Smith can serve breakfast to the rooms and provides tea-making facilities. There are now a lot of good restaurants and take-aways in the area. Mr.. Smith's prices are less than half of what similar motels charge and only a fraction of what the big five-star properties are charging. And, really, he isn't all that far away from the beach, shops and other attractions. The problem is occupancy. He has some regulars who come every holiday period (and have been doing so for the four years he has owned the property). Overall, occupancy is about 50% year round and he knows from the local tourist office that the other properties average around 68% occupancy year round. New developments could mean trouble. This lack of occupancy can be quite frustrating for Mr. Smith. Cars pull in, drive around the parking areas, and then drive away. Currently Mr. Smith does very little advertising in local district guides and the holiday papers, mainly because he really thinks word-of-mouth is the best form of advertising. He is a member of the local tourist committee, but too busy to go to meetings. However, he does receive the local statistics and knows the average stay in the area is 3.8 nights, and that local families and couples and increasingly overseas visitors are his potential customers. He's not desperate yet, but he's getting worried and disillusioned. He thought he would be overrun with guests, but that hasn't happened.

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This tutorial explains about the hotel business which directly interacts with the customers when they first arrive at the hotel. The staff of this department is very visible to the guests. Audience This tutorial is prepared for the beginners to learn the basics of hotel management. This tutorial is useful to the people who wish to take up a career in hotel management. For all other enthusiastic readers, this tutorial is a good learning material. Prerequisites We assume the reader has interest and inclination towards hotel and reception. A passion for excellent service provision and good communication skills are a plus. The term classical in English language refers to something traditionally accepted or long established. The beginning of the classical organisation theory can be traced back to the heydays of industrial transformation in the second half of the nineteenth century when some perceptive observers felt obsessed with the problem of growing size of the industries. In the beginning, the large scale operations were carried out by the organisations. with the help of unskilled and semiskilled people but later on, the technological development changed the industrial scene completely. Many new economic, social and technical problems sprang up. The need for solving these problems called for the development of organisational forms and management practices which were quite different from the traditional ones. This phenomenon changed the individualistic nature of organisation and management into mechanical nature. This view was current till the first half of the twentieth century. The classical writers viewed the organisation as a machine and human beings as different components of that machine. Their approach has focused on input-output mediators and given less attention to constraining and facilitating factors in external environment. Workers were considered to be driven by economic considerations who could be solely motivated by economic rewards. While managers were regarded as kindhearted, rational, intelligent and qualified people. Because an organisation was treated as a machine, it was felt that its efficiency could be increased by making each individual efficient, so that both the organisations and the workers interests might be served. Increased human productivity would facilitate the organisation in achieving its goals and objectives while on the other hand workers would get higher wages in return for their increased productivity. Thus, management is to emphasise on the improvement of machine in order to get higher productivity from the people at the minimum expense. The emphasis was on specialisation of performance and coordination of various activities. The classical theory was based on the following assumptions:

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Correspondencia: Daniela Andreani. Caseros 3983. Córdoba(5003) Correo electrónico: [email protected] Resumen Introducción. El sistema de residencias ha demostrado ser el más adecuado para la formación de médicos egresados en el posgrado. En el presente trabajo se evalúa el desarrollo de la Residencia de Pediatría del Hospital de Niños de Córdoba y diferentes aspectos relacionados con la actividad profesional posresidencia. Población, material y métodos. Se incluyeron a todos los residentes ingresados a la Residencia de Pediatría del Hospital de Niños de Córdoba desde mayo de 1969 a junio de 2001, inclusive. Se evaluó el desarrollo de la residencia. La recolección de datos se realizó a través del Programa informatizado de registro de residentes del hospital y entrevistas personales abiertas. Resultados. El total de ingresos al sistema de residencias fue de 334 médicos. Se observó un número crecientede ingresosporaño (mediade6poraño los 10 primeros años y 12 anuales desde 19...

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Swot Analysis Snoozy Inn

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UCF SWOT Analysis of the Snoozy Inn Case Analysis Spreadsheet

Description

Read the following Case Study: “The Snoozy Inn is a 40-unit, no-frills operation in the less scenic part of a major Queensland resort town.  The owner, Mr. Smith, firmly believes that there is a need for his style of low-cost family accommodation amid the luxury and beauty of the area.  His rooms are large, family-style rooms (there is no television, for example).  Although there is plenty of room for future expansion, the grounds are fairly bare with a bit of landscaping, but mostly grass. Mr. Smith can serve breakfast to the rooms and provides tea-making facilities.  There are now a lot of good restaurants and take-aways in the area.  Mr.. Smith’s prices are less than half of what similar motels charge and only a fraction of what the big five-star properties are charging.  And, really, he isn’t all that far away from the beach, shops and other attractions.  The problem is occupancy.  He has some regulars who come every holiday period (and have been doing so for the four years he has owned the property).  Overall, occupancy is about 50% year round and he knows from the local tourist office that the other properties average around 68% occupancy year round.  New developments could mean trouble.  This lack of occupancy can be quite frustrating for Mr. Smith.  Cars pull in, drive around the parking areas, and then drive away. Currently Mr. Smith does very little advertising in local district guides and the holiday papers, mainly because he really thinks word-of-mouth is the best form of advertising.  He is a member of the local tourist committee, but too busy to go to meetings.  However, he does receive the local statistics and knows the average stay in the area is 3.8 nights, and that local families and couples and increasingly overseas visitors are his potential customers. He’s not desperate yet, but he’s getting worried and disillusioned.  He thought he would be overrun with guests, but that hasn’t happened.”

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