Integrative Seminars

Integrative Seminars

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Task 3.1
Mission, vision, objectives and strategies
In this task you will use the case of Playa Serena who introduced early in the course as a resource to put into practice what you have learned about planning in business administration. (See the attachment) To see the results of the survey conducted by the hotel owner (see the attachment)
Specific instructions
• Read carefully the case of Playa Serena.
• Using the data in the case, answer the following:
• Writes and evaluates the company’s mission for Playa Serena (8 points):
– Compose a mission to Playa Serena.
– Assessment: Identifies the mission you have written at least three (3) main elements that distinguish it.
• Compose a vision for the company. (8 points)
• Choose one or more of the following operational areas and drawn two (2) short-term objectives (4 points each 8 points):
– security
– maintenance
– food and entertainment (restaurant, gym and recreational areas): (see the attachment)
or employees
• Writes at least a strategy for each of the objectives you wrote in the previous step. (2 Strategies to 4 points: 8 points)

Antonio recently acquired the Playa Serena hotel located in the southeast area of the country. The hotel is a three-story building with 24 rooms that faces the beach. With much effort, sacrifice and with the help of the bank, Antonio could buy and put this building that previously was handled by more than three years by a foreign company. Playa Serena has direct access to the beach, has a pool, a small, cozy restaurant with bar, entertainment room and a gym. The hotel has 10 maintenance and cleaning staff, 3 administrative and permanent personnel attending the restaurant and gym. Antonio manages other family business, so it is not always on site. Your trusted employee is Rafael, who is the operations manager.
Rafael has previous experience in hospices, so work in Playa Serena is nothing new. 10 maintenance workers and restaurant and fitness center are under their supervision. The three administrative employees will report directly to Antonio, because as he said: “I want to be more updated with what happens administratively in the hotel.” All have the same responsibilities: manage the daily sales tabulated, prepare payroll and responsible for the area of customer service. Rafael still has the responsibility for everything that happens in daily hotel operations, including the administrative office. In addition, all non-financial operational decisions can be taken without the problem, but you should consult with Antonio everything involving expenditure of money.
Like any hotel, Playa Serena has its ups and downs on reservations seasons. However, Antonio has noted that reservations in general have declined by 15% compared to previous years. He knows that conditions in the economy are not very good, but understands that something else must be going. To learn more about it, he mailed a questionnaire to customers who had stayed during the past three months. Of the 200 questionnaires, 75 answers (37.5% response rate) were received. Attached is a table showing the responses tabulated under the “excellent”, “good” or “poor” perception that every client had the service provided.
Antonio proceeded to quote all the staff. First individually and then as a group. In individual meetings he perceived in some employees, discouragement and in others, fatigue and boredom. He could not understand why they were reacting this way, as has always given good treatment, and even invited to his house to celebrate holidays such as Thanksgiving and Christmas. Antonio knows that the last raise that was offered two years ago, but since he had told them that until reservations not increase and be reflected in earnings this would not happen. Will they be affected by this ?, he thought. However, he ruled out of his mind, because they know what the expectations are. This is something he and COO have been commissioned to make that perfectly clear.
Antonio also held a meeting with your accountant, and was able to assess the financial performance of recent months, as it did not meet with him for various reasons. The reports showed that, apart from the loss of revenue reservations, also reflected a reduction in sales of the restaurant, at another time, had been the mainstay in the revenue was concerned. This alarmed him somewhat, so he summoned the manager thereof to a meeting.
As a good manager he is, Antonio has decided to give a “fresh air” to the business. He understands it’s time to put the house in order, and you want to
major changes to previously establish.
Created by: Prof. Wilfredo Deliz, the 11/2008
Modified on:

Activity 2.2 SWOT analysis (SWOT)
CLEANING    5    54    16
TV / AIR CONDITIONING    5    58    12
WATER (temperature and pressure)        42    33
a) The cable TV service was out of service for a weekend full.
b) There were 5 bedrooms with problems with the A / C.
c) The water pressure is very weak at all
RESERVATIONS    60    15
CHECK-IN / CHECK-OUT    50    25
PARKING        15    60
INTERNET    10    65
a) The parking no lighting at night and has no security guard.
b) five cars with broken glass were recorded during the last three months.
FOOD QUALITY    8    37    30
a) The food was cold.
b) Not what I expected for the price.
IN GENERAL, how would you assess the Hotel?    15    39    21
IN GENERAL, how would you assess TO
EMPLOYEES?    12    55    8
a) Great location; friendly employees.
b) The hotel lacks “life”, I found it very sober. c) The bar / restaurant had no music at night. d) The gym closes early.
They WERE friendly and helpful?    8    62    5
¿Maintained an attitude AND APPEARANCE
PROFESSIONAL?    9    60    6
THIS TO MEET YOUR NEEDS?        25    50
a) Was there an operations manager? I never saw him.
b) The very friendly employees but they lacked supervision.
c) The manager was to return my call to resolve my complaint and never did.
GENERAL    Yes    No
Would you stay with us?    30    45

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