Good Hotel Essay

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Case 25 Teaching Note Good Hotel: Doing Good, Doing Well?* Overview Good Hotel in San Francisco was refurbished, re-branded, and opened by Joie de Vivre (JdV), a hotel management company in November 2008. Good Hotel was known in the industry as the first to be branded as a “hotel with a conscience” – encompassing a positive attitude, environmental sensitivity and philanthropy. In April 2010, however, due to the foreclosure and sale of the hotel and two nearby hotel properties from its prior owners to a new management group, JdV would be forced to terminate its hotel management contract for Good Hotel and two nearby hotel properties at the end of May 2010. Good Hotel’s General Manger, Pam Janusz was asked to provide a recommendation on whether to continue, expand or discontinue the Good Hotel concept to the new ownership group. Pam pondered how to evaluate Good Hotel’s performance in order to determine its long-term viability in light of the economic downturn in general, and the increasing competitive dynamics in the tourism and hospitality industry in particular. The case focuses on the company’s unique strategy in the U.S. lodging industry and its superior approach to strategy execution. Suggestions for Using the Case You should find that the students will find the case of interest because of the Good Hotel’s focus on sustainability and because of its rapid turnaround in the San Francisco market for hotels. The case is best suited for your module on strategy execution and provides an illustration of how to implement a focused differentiation competitive strategy. The case data provides a close linkage with such concepts from Chapters 10-12 as resource allocation, leadership, culture, and the need for strategy-supportive policies and procedures. The case’s coverage of the Good Hotel’s sustainable business practices also makes the case well-suited to accompany

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