The situation is not good from the perspective of Jumby Bay Island, Antigua. In the case of Tropical Island, environmental factors are important and aligned with the pure environment. People spend their leisure time and hotels provide all the opportunity that a customer wants. But the situation will worse if the arrangement of distribution staged and financial help are not utilised at the proper place (Jumbybayisland.com, 2018). The process of renovation is the key manner that every hotel needs for the development of their infrastructure. The accumulated profits are not invested for the development of the hotel and the hotel becomes not effective enough and not compete with the other globally acclaimed hotels. Jumby Bay Island hotel is returning in October as the situation of the hotel is not productive and some elegant patches are missing from the hotel (Jumbybayisland.com, 2018). The owners of the hotel are basically the investors and they have realised that financial opportunity from this business is missing. The major profits are retrieved by the owners and they are not investing anything for development of the company. To maintain the infrastructure and to provide the best facility in Jumby Bay Island, there must be some changes and owners have to take part in this (Jumbybayisland.com, 2018). As a manager, there are some decisions that can be considered in this case and as the franchises provide them with an ultimatum for the development.
The rankings are based on the perception and the result of situation analysis. The best ranked outcome may not be the safest but the relevancy of choosing the rank is provided in that paper. The process of independency is the best way to form the business, however there is a question about money and resources. If those resources are there then, this is the best chosen rank among all. The idea of innovative business dealing and make something innovative is the key need from the business. Other ranks are ranked low as the chances of getting success by applying those processes are not effective.
In case of rank the four decision, the thought of an independent business hotel comes first. The process allows franchise agreement and terminate the hotel licence and try to develop the process at the ground level. This is a new start for the company and every old business process can be changed (Chai, Liu & Ngai, 2013). The changing accommodation, the introduction of exquisite restaurants, a section of the sensational spa, and the facility of traditional elegance with long graced private island facility will be provided. The process surely takes some time as the new set up design is there and some new employees are also needed. In the case of independent business, profit can be used for the betterment of the hotel and no such permission is required in that case. The new process and innovative collections are introduced in the hotel. The decision is effective enough for a new start and total control along with the budgeting and profit making is not questionable to anyone.
The next variable will be the process of convincing the owner to remodel the business. This is a process that involves lots of money for achieving the minimum standard of the hotel. The estimated amount is needed for is almost $10 million. The reason behind the huge investment is the carelessness of owners in the previous situations. There are such situations when the investors are unable to find interest in business (Elwyn et al., 2012). That will create a problem and the development of hotel staged. There will be an estimation of $5 million is needed to achieve the franchise standard. When the franchise visited the hotel, they are not impressed with the situation that hotel in and also informed that make it in a proper standard so that it can compete with other reputed hotels (Légaré & Witteman, 2013). There are six large resorts in that same place and all of them have high standard facilities. Jumby Bay Island hotel needs to develop their infrastructure, so that evolution of marketing and make a considerable place in the hospitality industry, can earn through this.
The next variable will be the process of looking for some other job. The situation will be worse in this hotel and if there are no opportunities for the development, then it better to leave that at the earliest. Some new employees will take the place and the company will get enough productivity from them (Zsambok & Klein, 2014). The academic career and reputation in the previous company will help in that case to find a better job in other organisation, thus a good opportunity is also available in that case. This variable comes in the third position because of the owners’ attitude towards the business (Zsambok & Klein, 2014). If owners have that attitude problem then it will be disastrous for other employees to work over there.
The last option will be a time-consuming process of asking for some more time from the franchiser and upgrade the facility. But the main hindrance, in that case, is the behaviour of the owners and their attitude towards the business as well (Vaiman, Scullion & Collings, 2012). They have declared earlier also that, their interest in business has lost and this was the reason they are not willing to invest their money. If the scenario remains the same, upgradation is not possible (Popovi? et al., 2012). Their process of never-ending time is required for the profit-making for almost 8 to 10 years and then come up with some money and then renovate the infrastructure of the hotel. This process is the last one to have as the situation of the company does not support.
There are some other alternatives can implement in that process. These alternatives have played an important role in the organisation to save it and make it to a high standard and to achieve success.
The decision of self-perception is the clear and relevant direction that I want to point out in that direction. If there are financial losses persists then it will be a disaster for the organisation, so independent business is the best approach in such cases. The business opportunities will be more in case of independent business. At the next level estimated amount of $5 million is needed from the franchises for the minimum standard of the hotel that wanted by those franchises. I have taken this decision in the second position as I thought this is the last way to achieve the ultimate reputation of the organisation. In Caribbean Island, there are six other resorts are there and this hotel has the least innovation and infrastructural productivity. I believe the standard level needs to revise for Jumby Bay Island and that only matches up the top hotels of Caribbean Island. The perception is based on the economic condition of the country and the development criteria is not match the required standard.
The decision making has some relevant steps to consider the process like identification of alternatives, and that alternatives that I have considered are also mentioned. However, to choose among the variables and alternatives, take some time from the franchisers is not effective enough as the process of financial disagreement is there and the interest over the business has lost. The situation is not effective enough for the company and there will be no future in such situations. That is the reason action taking the process for the alternative company comes at the third. Instead of starting a lower position in that company, the mental satisfaction of growing business is there and that will be the boost and encouragement for me. In case of reviewing the situation, I realise the option is the right one for me and I must go for that or make some independent business and say no to the franchiser. The impact of the decision will be productive enough for the company and the first variable, that variable is the best way to develop the infrastructure of the hotel and that is the reason I choose this process at the initial one.
References
Barry, M. J., & Edgman-Levitan, S. (2012). Shared decision making—the pinnacle of patient-centered care. New England Journal of Medicine, 366(9), 780-781.
Chai, J., Liu, J. N., & Ngai, E. W. (2013). Application of decision-making techniques in supplier selection: A systematic review of literature. Expert Systems with Applications, 40(10), 3872-3885.
Elwyn, G., Frosch, D., Thomson, R., Joseph-Williams, N., Lloyd, A., Kinnersley, P., … & Edwards, A. (2012). Shared decision making: a model for clinical practice. Journal of general internal medicine, 27(10), 1361-1367.
Govindan, K., Rajendran, S., Sarkis, J., & Murugesan, P. (2015). Multi criteria decision making approaches for green supplier evaluation and selection: a literature review. Journal of Cleaner Production, 98, 66-83.
Jumbybayisland.com (2018) Jumby Bay Island retrieved from: https://jumbybayisland.com/ [Accessed on 7th September, 2018]
Légaré, F., & Witteman, H. O. (2013). Shared decision making: examining key elements and barriers to adoption into routine clinical practice. Health affairs, 32(2), 276-284.
Popovi?, A., Hackney, R., Coelho, P. S., & Jakli?, J. (2012). Towards business intelligence systems success: Effects of maturity and culture on analytical decision making. Decision Support Systems, 54(1), 729-739.
Vaiman, V., Scullion, H., & Collings, D. (2012). Talent management decision making. Management Decision, 50(5), 925-941.
Wibowo, S., & Deng, H. (2013). Consensus-based decision support for multicriteria group decision making. Computers & Industrial Engineering, 66(4), 625-633.
Zsambok, C. E., & Klein, G. (Eds.). (2014). Naturalistic decision making. Psychology Press.
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