Strengths: Maintaining a centralized management structure with personal interactions of the owner, Roy Kelley (1970’s). Expanding the business and adding more property agreements with 3rd parties and creating international property chain to make the business gain geographic diversity. Creating brand awareness to the budget traveler under their new branch name, OHANA, providing affordable condos. Creating multicultural environments at good locations with multicultural and multilingual employees. Pleasing employees created less turn-over rates and non-unionized labor market. As a result, this created a differentiated service and created priceless appeal. Having good relationships with local tourism authorities to improve the appeal of destinations the hotel chain operates in. Having a deep local knowledge and community ties. Having above average performance levels of the global industry in Hawaiian market, which directly affects the hotel chain’s success. Being able to compete with other worldwide brand-recognized hotels, Their commitment of hospitality didn’t change even if they added properties (Both on-beach properties/condominiums and off-beach budgeted properties) in their portfolio. Condominiums customers (families with $90,000-$150,000 income) had four times as many reservations coming directly from the Internet, recovering faster after a soft economy. Having centralized services such as accounting, IT, finance, engineering, purchasing, and special projects provided an efficient workflow in OHANA Hotels. IT Function: Centralized IT systems increased their capabilities and decreased overall cost. Stellex, guaranteed complete redundancy and 24 * 365 uptime, provided revenue management systems for the wholesalers’ interaction, reservation center support, and blocks management.