Some of the most common constraints would be to refill the hotel with skilled staff members and retain their position for long, arranging cheaper resources from suppliers in the wake of rising costs, and increased possibility of the most profiteering decisions going wrong due to uncertainty that looms large. Getting the right manpower and retaining them is a winning streak that the Powers would have to master. Other constraint would be the curbing of the Powers couple’s habitual nature of intervening in all affairs when they have deputed skilled staff for specific duties. They would have to refrain from intervening into processes and systems, precisely when they are helping the hotel to regain its popularity (Gray, 2009). Competing with similar category hotels that are under construction in a small market is a huge constraint, requiring the hotel to opt for extreme measures of retaining regular customers and also to compete the acquisition of new ones.
The future uncertain period is an opportunity for using different techniques and sale offerings to attract new customers and build up new regular clientele. This can be done by being different in the service quality, offering unique “never before experienced” opportunities. Suppliers could be made permanent members of the hotels purchases, and strike a credit deal with the for longer payment periods. The best advantage lies in the fact that the Powers have experience at their disposal, which if used properly with economic wisdom can turn around the hotel’s decline. Moreover, the hotel enjoys a location inaccessible or wanted by other competitors, and it is for the hotel to make full use of this to attract premium customers who vie for scenic experiences and quality service.
The occupancy is stable and not much of a worry, though it may look to be very low considering only 20 rooms for the property. In proportion to the rooms, the restaurant are lacking, because there is only one restaurant operational, and the best one has been closed down following John’s intervention to change the menu. The over-supply quotient in hotel rooms during weekdays informs the hotel of what they need to do. They could probably introduce special fares for weekdays, and attract new adventurous customers.
The number of meeting rooms could be scaled down if corporates are wary of conducting their meetings here, instead it must be refurbished in a way that operates both as a conference room and also as a banquet. The marriage plans not to support the hotel could be discontinued for a period, and some other revenue stream could be introduced, something like adventure sports, a pool, and something that becomes a primary excuse to book the hotel. The numbers are thus found to be stable and not hurting too much as expected, but further mismanagement would obviously escalate the divide between expectations and performance.