7 Days Inn Operations Strategy 2012

7 Days Inn Operations Strategy 2012

Porters Model Analysis

Based on Porters Five Forces analysis, in the last few months I have been managing a 7 Days Inn franchise located in downtown Orlando, FL. I will try to summarize some of the major changes in the company’s performance in the following section. Our performance has undergone a considerable transformation in the past few months. This was due to the implementation of several new strategies. Some of them are as follows: 1. Introducing a loyalty program that offers points for every guest’s stay at our hotel

Problem Statement of the Case Study

It’s the 2012 of seven Days Inn and I decided to write this case study about 7 Days Inn’s business operations strategy. I have been a part of this business since 1993, and I know all the ins and outs of its daily operations. My company was in the process of buying another 7 Days Inn. I was selected as the CEO of the other company’s operation. The first few weeks were a challenge. The operations team had to move into a new building, set up the operation and make sure

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7 Days Inn’s strategy in 2012 was to focus on maximizing revenue per available room (RevPAR) with a commitment to guest satisfaction. As I mentioned earlier, one of 7 Days Inn’s biggest challenges was a change in market dynamics. There were more hotels and accommodation providers entering the market, making it challenging to differentiate oneself as a destination. The focus on maximum room revenue is still the driving factor in their strategy. 7 Days Inn’s new focus was on creating value for

Marketing Plan

We, the employees of 7 Days Inn, a small chain hotel in the heart of Chicagoland, will strive to implement an operations strategy in 2012 that will help us achieve a long-term strategy of maximizing profitability while retaining quality. As a chain, we understand the challenges of running a hotel, and we know our industry is highly competitive. We will improve our services, make our operations more efficient, and minimize waste. hbr case study analysis Firstly, we will increase our staff’s efficiency by adopting the

Alternatives

I am glad to share with you 7 Days Inn Operations Strategy 2012, a case study. I spent 2 weeks at the 7 Days Inn in Shenzen, a city in South China. The hotel management is a 38 year old, family-run business with 2 branches in the city. They are quite successful. In our stay, I saw that every room and service was provided to the standard expected by their guests. It was easy to park and the place was well-maintained. The staff was very friendly and efficient.

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Evaluation of Alternatives

I’ve got 7 Days Inn’s operational strategy 2012 which I evaluated using this topic. I found that this strategy has successfully reduced costs, enhanced revenue, and enhanced customer satisfaction in 2012. I do not support 7 Days Inn’s approach to cost-cutting. But in a cost-cutting process, this strategy has been successful in all aspects. Cost reduction has increased 30% compared to 2011. Cost reduction initiatives have lowered the cost-per-night and