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Date Submitted: 01/22/2011 02:08 PM
102
Cases in management accounting
CASE SIX
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1.
What are the critical suceess factors for the Royal Hotel? Specify why you have chosen them. What are the finandal implications of the two alternatives contemplated by Pascal Burke (Le. staying open or c10sing down for the win ter months)! Your assumptions should be c1early stated. What are the non-quantifiable factors that should be taken into consideration! Which alternative do you recommend! Be specifie.
Cast control in product
2.
Based on the comparative information provided, undertake a benchmarking exercise for the Royal Hotel with other comparable hotels in the industry seg'-----ment-and suggest mêthods for immediate profit improvement. Project the
financial consequences of your conclusÎons for the next six months, assuming
3.
design and development: the Volvo Car Corporation experience
Urban Askl
Introduction
that the hotel stays open.
References
Bord Fâilte
Dublin.
(1 994). DeveJoping Sustainable Tourism - Tourism Development
Plan 1994-1999, 1 May,
1
The Volvo emplDyees,
Car CorpDratiDn (VCCl is part Df the VDlvD GrDup that has 72,900 prDductiDn facilities in mDre than 20 cDuntries, and wDrldwide sales. in the group, with abDut 28,000 employees.' Ils
VCC is the largest single DperatiDn
Business and Finance (1997). Are we building too many?, Belenos Publications, Dublin. Ernst and Young/AIE (1995). Tourism 2000 - Growing Your Business. Dublin. Horwath Bastow Dublin. Charleton, Jreland and Northern Jreland Hotel Jndustry Survey
1996.
DperatiDns include R&D, design, production, marketing and spare parts handling. Headquarters and the R&D functiDn are based in Sweden, while productiDn is carried Dut in Sweden, Belgium and the Netherlands. Cars are alsD assembled in BDtswana, IndDnesia, Thailand, Malaysia, and the Philippines. VDlvD cars are characterized grDunded Dccupies by a strong identity, which is based Dn features in the VDtvD CDre values...