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Essay / Research Paper Abstract
A 10 page paper examining a case focusing on this 59-room independent motel in Louisiana. The current owners paid cash for what commonly was referred to as a “dump,” made extensive physical and cosmetic renovations and achieved a profit in the first year. They bought the Crowley with the intention of renovating, building business and then selling, and they currently have two offers that they did not seek out. They have become emotionally attached to the motel, and now need to decide whether they should sell or not. The paper recommends performing a capital budgeting analysis for each of the four options identified in the paper, eliminating any with a negative net present value (NPV), then choosing among remaining options based on what they want to do. Bibliography lists 4 sources.
Page Count:
10 pages (~225 words per page)
File: CC6_KSmgmtCrowley.rtf
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Unformatted sample text from the term paper:
a 59-room motel located on Interstate 10 60 miles west of Baton Rouge, Louisiana. Art and Debbie Sharplin bought the Crowley for $435,000 cash in 1991, gaining a facility
that had been nice when built several years before but had been neglected into lower levels of mediocrity. It commonly was characterized as a "dump." After investing much
energy and attention into the Crowley, its reputation is much improved. Situation Analysis The Sharplins made extensive cosmetic and physical plant renovations, and
made drastic changes in employee performance expectations in terms of cleaning and keeping up new appearances. In its first year of operation, the Sharplins have been able to maintain
an occupancy rate slightly above industry average, and they believe that further improvements will increase their average occupancy rate even further. They have been approached with an offer to
buy the Crowley, however, and they are now considering the options available to them. The Sharplins originally bought the Crowley with the intention
of renovating it, building its business and then selling it. They became emotionally attached to it, however, and they are loathe to pursue their original plan to sell.
They are faced with deciding what their best course of action will be. The owners are dedicated to preserving the jobs of the
Crowleys employees, particularly that of the manager who has been so instrumental in helping them achieve the turnaround of the property. They also are not clear on the financial
implications of the choice available to them. Interest rates are low in the recessionary climate, meaning that they will receive lower interest rates on any mortgage that they carry
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