A Journey Through Time: Revitalizing Hospitality-The Case of Kunta Hotels Part 1
This installment follows Yawa-Attah, a determined entrepreneur and a Director of Hospitality Associates, as they receive a consultancy assignment for Kunta Hotels from the multinational company ACDP. The project aims to assess the feasibility of renovating and expanding two state-owned hotels recently acquired by a Ghanaian entrepreneur in Kumasi and Tamale respectively. The letter outlines the detailed scope of work, including financial analysis, market evaluation, and project justification.
As Yawa-Attah processes the letter, she experiences a mix of excitement and doubt, feeling honored by the opportunity while also grappling with the weight of responsibility. She seeks guidance from her mentor and co-Director, Mr. Aanani, whose expertise reassures her and encourages strategic thinking. They discuss the requirements, particularly the financing plan, and recognize the need for professional consultants—such as architects, engineers, environmental experts, and regulatory advisors—to ensure the project’s success.
Their conversation highlights the balance between ambition and practicality, demonstrating the challenges of entrepreneurship and the importance of mentorship in navigating significant opportunities.
The Case of Kunta Hotels Part 1 cont.
Continuing the Conversation
Yawa-Attah nodded, reassured by Mr. Aanani’s calm and confident demeanor. “What about the timeline?” she asked. “Do you think we can meet the deadline?”
Mr. Aanani leaned back in his chair, steepling his fingers. “We’ll need to work efficiently, but I think we can make it happen. We just need to prioritize tasks and delegate responsibilities effectively.”
Yawa-Attah jotted down notes in her pad. “I’ll start working on the financial projections. … That’s too soon, redirecting her thoughts, we need to assemble the team first. Once that’s done, we can schedule a meeting to discuss the project’s scope and timelines.”
Mr. Aanani nodded in agreement. “Let’s develop a structured approach. To complete the project within the six-month timeframe, we should:
1. Create a detailed project schedule: Break the project into manageable tasks and allocate specific timeframes for each task.
2. Establish key milestones: Identify crucial checkpoints to ensure we stay on track.
3. Assign tasks and responsibilities: Clearly define roles for each team member, including ourselves.”
Mr. Aanani leaned forward; his eyes locked on Yawa-Attah. “Let’s break down the requirements and ensure we understand what’s expected. Can you walk me through the letter again?”
Yawa-Attah nodded, reviewing the document. “It seems we need to submit a detailed business plan, financial projections, and a market analysis.”
Mr. Aanani nodded. “We’ll need experts in finance and market research. Do you have any recommendations for professionals we can bring on board?”
Yawa-Attah thought for a moment. “Can’t we do that ourselves?”
“You may be referring to developing financial projections and analysis, which I know you handle quite well. An expert can advise us on the different types of hotel financing available; each with its benefits and drawbacks.” Mr. Aanani responded. Yawa-Attah reminds Mr. Aanani that ACDP will be determining the sources of alternative hotel funding and that their role was to come up with a feasibility study prepared for ACDP to assist Kunta Hotels source funding for the projects.
“How about an interior decorator?” Yawa-Attah asked but quickly added, “Their input could enhance the project’s overall design and guest experience.”
“An interior decorator could indeed be a valuable addition to the team,” Mr. Aanani responded. “They can provide expertise in:
– Design concepts: Creating visually appealing and functional spaces that align with the hotel’s brand and target market.
– Space planning: Optimizing room layouts, furniture selection, and decor to enhance the guest experience.
– Material selection: Recommending suitable materials, finishes, and furnishings that meet the hotel’s quality and aesthetic standards.”
Yawah-Attah, whose strengths include administrative tasks, suggested thoughtfully, “We should aim for regular progress meetings to track our progress, discuss challenges, and make adjustments as needed. And we must be prepared to adjust the schedule if unexpected challenges or changes arise.”
As they discussed the next steps, Yawa-Attah felt a sense of momentum building. With a clear plan in place, they could move forward with confidence.
Once they had a list of potential professionals, they discussed the specific assignments for each with Yawa-Attah writing down briefs on each:
– Financial analyst: To prepare detailed financial projections and analysis-Hospitality to do.
– Market researcher: To conduct market analysis and provide insights-to assign a specialist.
– Legal advisor: To review and draft contracts-Refer company lawyer for further discussions.
– Architect/Designer: To refer known architects-attn Mr. Aanani
-Engineer: To refer known engineers-attn Mr. Aanani
-Environmental Consultant: Further discussions required.
-Local Regulatory Expert: Further discussions required.
After successfully identifying the professionals, reaching out to them, receiving their quotes and selecting whom to work with, they discussed and negotiated fees. They drafted subcontracts outlining the scope of work, payment terms, and expectations.
Disclaimer: This story is a work of fiction. Any resemblance to real persons, living or dead, or actual events is purely coincidental.
