Case Astor Lodge & Suites

890 Words Mar 31st, 2014 4 Pages
BUS827 Astor Lodge and Suites, Inc Case1 Hints
Dr David Gray Email: david.gray@mq.edu.au

Astor Lodges Caase 1

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Case Questions
Problem Losing Money: Astor Lodge & Suites, Inc., a 250 property hotel chain, is about to post its fifth consecutive unprofitable fiscal year. Requirements: Prepare Presentation for new President and CEO, Joseph James, describing each VPs 1) his or her initiatives, expenditures, and outcomes for each of the past two fiscal years, and 2) planned initiatives and budgetary needs for fiscal 2006. 3) Show how their staffs prior and planned initiatives and expenditures contributed the company's EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization) - the corporate performance metric recently
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4. Given Mr James charge to the senior vice president, how would you portray and assess sales and marketing initiatives, expenditures, and outcomes for fiscal 2004 and 2005? 5. What should Kelly Elizabeth propose in her fiscal 2006 sales and marketing plan and budget Astor Lodges Caase 1 4

1. How would you characterise the U.S. hotel industry in early 2005

1. Think about size, growth, locational aspects and segmentation 2. Market Structure 3. Performance metrics used 4. Trends
2. What is the current competitive positioning for Astor lodges & Suites, Inc

1. Think about the basis of competition: competitive positioning may be based on (a) attributes or benefit, (b) use or application, (c) product or brand user, (d) product or service class, (e) competitors, and (f) price and quality. 2. Write its positioning statement
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How would you characterize the operational and financial performance of Astor Lodge & Suites, Inc.?

1. Analyse Exhibit 5 and its implications 2. Analyse and compare Exhibits 3 and 5 and identify implications (trends in revenues, occupancy, average daily rates and costs) 3. Analyse Exhibit 4 and its implications looking at EIBTDA 4. Think about what determines EBITDA

Astor Lodges Caase 1

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4. Given Mr. James' charge to the senior vice presidents, how would you portray and assess sales and marketing initiatives, expenditures, and

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