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Imperial Hotel Case Analysis

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Submitted By karinaobed
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HOTEL IMPERIAL
CASE ANALYSIS

EXSERVS

Obed, Karina
Padua, Kathleen

I. Statement of the Problem
The Hotel Imperial, constructed in 1885, was located near the heart of Vonburg. When it declared bankruptcy in 2000, decades prior to the World War II, it was immediately bought by the Limbourg Corporation. Limbourg Corporation had extensive holdings in banking and real-estate, and also owned hotels in a number of European cities. In the following year, Limbourg hired a new general manager, Pierre Clermont, who has had a broad experience in managing prestigious hotels. Clermont decided to reposition the hotel and make some extensive renovation in the hotel and it’s restaurants. As a result, their occupancy rate rose from 52% in 2002 to 81% in 2008.

Because of Imperial Hotel’s prime location, many other competitors are planning to build their luxury hotels near the Imperial’s vicinity. Imperial was close to Vonburg’s corporate, government, and financial offices. There was a metro station within a three-minute walk and the airport could be reached by a taxi less time than it took to travel there from any other center city hotel.
Clara Hausmann, Hotel Imperial’s sales director, then announced that Marion Hotels just declared that they were going to build a new hotel overlooking the harbour less than a ten-minute walk from the Imperial Hotel. The report also pointed out that six new luxury hotels are scheduled to open in Vonburg before the year of 2012. Pierre Clermont and Hotel Imperial’s management team now have an underlying problem, one which they have already predicted to happen, on how to make their hotel competition proof and how each department of the hotel can contribute to that position. II. Objective
The objective of the general manager of Hotel Imperial is to maintain an upmarket position for their hotel.

III. Areas of Consideration

SWOT

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