Harvard Case - Bidding for the Legacy Hotel
"Bidding for the Legacy Hotel" Harvard business case study is written by Samuel E Bodily. It deals with the challenges in the field of Negotiation. The case study is 3 page(s) long and it was first published on : Nov 29, 2006
At Fern Fort University, we recommend that the university proceed with a bid for the Legacy Hotel, but with a revised strategy that prioritizes strategic alignment, financial feasibility, and community engagement. This revised approach will leverage the university's resources effectively, ensuring a positive impact on the institution and the surrounding community.
2. Background
The case study focuses on Fern Fort University's decision to bid on the Legacy Hotel, a historic landmark in the town of Fern Fort. The university sees the hotel as a potential asset for its expansion plans, aiming to utilize it for student housing, conference facilities, and a potential hospitality management program. However, the university faces a complex decision, considering the high purchase price, potential renovation costs, and the need to balance financial viability with community expectations.
The main protagonists are:
- Dr. Elizabeth 'Liz' Smith: The university president, responsible for making the final decision on the bid.
- Dr. James 'Jim' Walker: The dean of the School of Business, advocating for the acquisition due to its potential for academic and economic benefits.
- Ms. Barbara 'Barb' Jones: The director of the university's Center for Community Engagement, concerned about the potential impact on the local community and the need for community involvement in the project.
3. Analysis of the Case Study
This case study presents a complex scenario requiring a multi-faceted analysis incorporating strategic planning, financial analysis, community engagement, and risk management.
Strategic Analysis:
- Alignment with Mission: Acquiring the Legacy Hotel aligns with the university's mission to expand its academic offerings and contribute to the local community.
- Competitive Advantage: The hotel can provide a unique selling proposition for attracting students and faculty, enhancing the university's reputation and competitiveness.
- Synergies: The hotel can create synergies with existing academic programs, particularly in hospitality management, and provide opportunities for student internships and research.
Financial Analysis:
- Investment Costs: The acquisition price and renovation costs represent a significant financial commitment.
- Revenue Generation: The hotel can generate revenue through student housing, conference facilities, and potential hospitality management program fees.
- Financial Viability: A thorough financial analysis is crucial to assess the long-term profitability of the investment and ensure its sustainability.
Community Engagement:
- Community Impact: The hotel's historical significance and its potential impact on the local community need careful consideration.
- Community Involvement: Engaging the community in the planning and development process is crucial for building trust and ensuring a positive relationship.
- Social Responsibility: The university needs to demonstrate its commitment to responsible development and consider the needs of the local community.
Risk Management:
- Financial Risk: The high investment costs and potential financial uncertainties require a comprehensive risk assessment.
- Operational Risk: Managing the hotel's operations, including staffing and maintenance, presents potential challenges.
- Reputation Risk: Negative community perception or any unforeseen issues could damage the university's reputation.
Framework:
A SWOT analysis can provide a comprehensive framework for analyzing the situation:
- Strengths: University's strong academic reputation, potential for revenue generation, and community engagement expertise.
- Weaknesses: Limited experience in hotel management, potential financial risks, and potential community opposition.
- Opportunities: Expansion of academic offerings, increased student enrollment, and enhanced community engagement.
- Threats: High acquisition and renovation costs, competition from other hotels, and potential economic downturn.
4. Recommendations
Based on the analysis, the university should:
- Proceed with a bid for the Legacy Hotel, but with a revised strategy:
- Negotiate a lower purchase price: This can be achieved through strategic negotiation with the seller, emphasizing the university's long-term commitment to the hotel's preservation and community engagement.
- Secure funding through a combination of sources: This could include university reserves, philanthropic donations, and potential partnerships with private investors.
- Develop a detailed financial model: This model should incorporate realistic revenue projections, operating costs, and potential return on investment.
- Prioritize community engagement and collaboration:
- Establish a community advisory board: This board should include representatives from the local community, historical societies, and relevant stakeholders.
- Conduct public forums and workshops: This will provide opportunities for open dialogue and feedback on the university's plans.
- Integrate community needs into the hotel's development: This could include preserving historical features, providing affordable housing options, and supporting local businesses.
- Develop a comprehensive plan for hotel management and operations:
- Partner with a reputable hotel management company: This can provide expertise in hotel operations, marketing, and financial management.
- Create a dedicated team within the university: This team should be responsible for overseeing the hotel's day-to-day operations and ensuring its smooth integration into the university's infrastructure.
- Develop a sustainable business model: This model should balance financial viability with the university's mission and community engagement goals.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: Acquiring the Legacy Hotel aligns with the university's mission to expand its academic offerings, contribute to the local community, and provide unique learning opportunities for students.
- External customers and internal clients: The hotel will serve as a valuable asset for students, faculty, and the local community, providing housing, conference facilities, and potential employment opportunities.
- Competitors: The university needs to consider the competitive landscape of the hospitality industry and develop a strategy that differentiates the hotel from other options in the area.
- Attractiveness ' quantitative measures: A detailed financial model will be used to assess the project's attractiveness based on key metrics such as NPV, ROI, and break-even analysis.
- Assumptions: The recommendations are based on the assumption that the university can secure the necessary funding, establish strong partnerships, and successfully navigate the community engagement process.
6. Conclusion
Acquiring the Legacy Hotel presents a unique opportunity for Fern Fort University to expand its academic offerings, enhance its reputation, and contribute to the local community. By adopting a revised strategy that prioritizes strategic alignment, financial feasibility, and community engagement, the university can minimize risks and maximize the potential benefits of this investment.
7. Discussion
Alternatives:
- Not bidding on the hotel: This would avoid the financial and operational risks associated with the project, but it would also miss out on the potential benefits.
- Bidding on the hotel without a revised strategy: This could lead to financial instability, community opposition, and a negative impact on the university's reputation.
Risks and Key Assumptions:
- Financial risk: The project's success hinges on the ability to secure funding, manage expenses, and generate sufficient revenue.
- Operational risk: Managing the hotel's operations effectively requires expertise and resources.
- Community engagement risk: Failure to engage the community effectively could lead to opposition and negative publicity.
Options Grid:
| Option | Advantages | Disadvantages |
|---|---|---|
| Proceed with a revised strategy | Alignment with mission, potential for revenue generation, community engagement | High investment costs, potential financial risks, community opposition |
| Not bidding on the hotel | No financial risk, no operational risk, no community engagement risk | Missed opportunity for expansion, potential loss of competitive advantage |
| Bidding on the hotel without a revised strategy | Potential for expansion, potential for revenue generation | High financial risk, potential operational risk, potential community opposition |
8. Next Steps
- Develop a detailed financial model: This should be completed within the next two months.
- Form a community advisory board: This should be established within the next month.
- Conduct public forums and workshops: These should be held within the next three months.
- Negotiate a purchase agreement with the seller: This should be completed within the next six months.
- Secure funding for the project: This should be secured within the next nine months.
- Develop a comprehensive plan for hotel management and operations: This should be finalized within the next twelve months.
By following these steps, Fern Fort University can ensure a successful acquisition of the Legacy Hotel, maximizing its potential benefits while minimizing risks and fostering a positive relationship with the local community.
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Case Description
The task is to prepare a sealed bid against one opponent for a hotel that has an appraised value and a specific, higher value for a company. There is data about the ratio of bids of the other bidder to the appraised value in similar sealed bids. Students will learn to give up many unfounded notions of how to bid and to develop a strategic approach to finding the best bid.
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