Hotel Effectiveness, a 120-room select service hotel with a strong ambience, was having issues with its gross operating profit (GOP) margins including overtime, labour costs and distribution expenses. Two years ago, the hotel began experiencing a steady escalation in overtime hours due to increased occupancy combined with tight labour market issues. The significant increase in hourly wages created a challenge—some roles were up by 25%+. And, guest collection and dropping costs at various locations have been on the rise due to rising fuel prices. All these cost increases posed a problem for the hotel’s management company. The staff comprises of 40 people, blending longtime employees with newer hires. The hotel has ten different job positions, including supervisory roles. Since opening 15 years ago, the hotel has welcomed a balanced mix of leisure and business travellers—with particularly healthy weekend bookings, which include room-only guests, and small groups for social events and sports teams.

List two (2) micro-environmental factors that Hotel Effectiveness faced. Motivate your answer from the case study.

1 answer

1) Tight labor market: The case study mentions that the hotel had difficulties with labor costs and overtime hours due to a tight labor market. This indicates that there was a high demand for labor in the area, making it challenging for the hotel to find and retain qualified employees. The tight labor market is a micro-environmental factor as it directly affects the hotel's workforce and labor costs.

2) Rising fuel prices: The case study states that guest collection and dropping costs at various locations have been on the rise due to rising fuel prices. This indicates that the hotel has to bear the cost of increased transportation expenses for guest services. Rising fuel prices are a micro-environmental factor as they impact the hotel's cost structure and can reduce the hotel's profitability.