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Business & Management Case Study

Business & Management Case Study. The Imperial. SWOT. Global Properties (Subsidiary Pvt ). Shareholders present in USA, Japan, and South Korea Method of Management – appoint a manager – generate profits – dividends paid to GP Once a year – BEQ, TP & MOS calculated. Martin Kimathi (2009).

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Business & Management Case Study

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  1. Business & Management Case Study The Imperial

  2. SWOT

  3. Global Properties (Subsidiary Pvt) • Shareholders present in USA, Japan, and South Korea • Method of Management – appoint a manager – generate profits – dividends paid to GP • Once a year – BEQ, TP & MOS calculated

  4. Martin Kimathi (2009) • Personal History Professional Life

  5. Martin and Susan (Similarities and Differences) • Similar Education • Did not fit the Kenyan Society • Efficient, Hard working and committed

  6. Problems of Imperial

  7. Keywords

  8. Option 1 • Reached decline phase of product life cycle. • Mass renovations required in order to upgrade the hotel and reposition it to its former place as the premier hotel in Mombasa. • This would require substantial investment. • in the physical condition of the hotel almost to rebuild it entirely • in its marketing in order to re-launch it, maybe even with a new brand name. • same customer types, but the product would be much improved. • need an improved workforce

  9. Option 2 • Transforming all the rooms into self-contained apartments with small kitchens. • Target market: business travellers staying at least one week. • The marketing audit had revealed that: • there is an increasing demand for such apartments • very few hotels in Mombasa offer such apartments • the market is still small • the market has high growth potential. • Lower fixed/variable costs. • Apartments serviced weekly • this option could reduce the • housekeeping staff by 70%

  10. Option 3 • Form a strategic alliance with the famous safari tour company KenSafarfor a two-week package tour. • Onyango, a spontaneous, dynamic and charismatic Kenyan who had many networks and contacts, and intuitively knew market trends, even without market research. • Kamauinsisted that if the strategic alliance were to go ahead The Imperial would have to: • make some improvements to the appearance of the hotel • pay Kensafar a 20 % commission for all hotel guests staying at The Imperial and booking through KenSafar. • • undertake a marketing audit.

  11. Key Words: • Product life-cycle • Target market • Workforce planning • Human resources strategic planning • Marketing audit • Growth potential • Fixed costs • Variable Costs • Strategic Alliance • Market trends • Market research

  12. Martins notes on Option1 Two possible approaches: • Approach 1: “Up skilling” the existing workforce • emphasis on “internal’’ recruitment • strong emphasis on training and development • no concern about staff retention rate, as most employees would be Kenyan. • Approach 2: Building a new global workforce • emphasis on “external” recruitment • little emphasis on training and development • major concerns about staff retention rate, as most employees would be international. • Features common to both: • recruitment • training and development • retention.

  13. Key Words • Internal Recruitment • Staff Retention Rate • External Recruitment • Training and Developments

  14. The Imperial - Maulik - Aditya Aman Sharmi Nimai Shubham

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