Introduction
The disruptions in the hospitality industry caused by the global COVID-19 pandemic meant that the processes of acquisitions, mergers, and other forms of expanding investment slowed down. However, the post-COVID period is likely to oversee a surge in the number of business people and organizations seeking to acquire target business through the various criteria for acquisition to achieve the needed outcomes. The acquiring businesses require information, research, and knowledge about the acquisition process that make it possible to successful achieve the intentions. Thus, it is these criteria that enhance decision making process on the models and frameworks for successful acquisition of the target companies. Achieving the relevant acquisition criteria for Morgan-Eskola Hospitality Partners (ME-HP) LLC to part with a European-style boutique hotels and spas can take various forms and frameworks (Pillai et al., 2021). The articles given by the ME-HP contain the relevant accusation criteria and frameworks that inform on the feasibility of the project and making it sustainable and feasible. Therefore, based on the identified information and the literature provided, it is possible to help Morgan-Eskola Hospitality Partners (ME-HP) LLC to make relevant decision regarding the feasibility and profitability of the ventures based on wide range of options to influence the acquisition criteria.
The business model fronted by Morgan-Eskola Hospitality Partners (ME-HP) LLC defines the essence of acquiring a hospitality and spa center, where several activities such as retreats, upscale tourism, business meetings and weekend gateways can take place. Thus, the venture includes assessing the suitability of these locations to acquire the existing firms based on the brand goals and objectives. The post-COVID recovery time makes sense regarding the models, motivation, and criteria for acquisition to make the identified goals and objectives achievable. Thus, the focus of this firm is to establish the partnership with an existing hospitality and spa business start the venture in San Francisco, New York, Boston, Los Angeles, and Chicago. These locations offer prime opportunity for the assessment of the relevance and usability of the various acquisition criteria that influence the long run outcomes (Seyitoğlu & Ivanov, 2020). The focus is on general, operating, and financial elements to ascertain the discretions necessary for decision making process. In this regard, the focus is on the general elements of retaining the employees and whether it is relevant.
Hospitality Hotel Acquisition Criteria and Framework
It is estimated that many people lost their jobs during the pandemics, hence the need for the new acquisition model to shift gears and retain the newly acquired staff within the hospitality industry. The general criteria is that it is relevant, beneficial, and ethical within the moral paradigms to retain the employees of the newly-acquired target company to avoid disruption, social challenges, and the invaluable outcomes that can ravage the outcomes. ME-HP LLC has the potential to acquire a hospitality hotel business and use the general criteria to change its discourse and making it one of the leading firms in the long run (Vasquez, 2014). Achieving the acquisition criteria necessary for decision making process should consider frameworks and aspects such as the profitability of the venture, availability and accessibility of this company. Moreover, the brand reputation and other elements make it possible for the individual partners to consider making decision. Thus, the financial, ethical, and other elements of the target company are considered to avoid the disconnections and disruptions.
The post COVID pandemic makes it a challenge to identify a firm that has all the metrics before making the decisions. In this regard, the strategic approaches are focused on the principles and outcomes and endear it to the applicable contexts. The investors have to understand the changes and dynamics caused by the COVID-19 and how it has shifted the consumption patterns, lifetime changes, and the disposable income (Wieczorek-Kosmala, 2021). Thus, the identifiable metrics and frameworks make it possible for the individual companies to assess their motivation for mergers or acquisition and create the elements that define its media and its role in shaping the hospitality acquisition criteria. It is necessary for the partners or investors to have the clear reason for acquiring the target company, including the need to address the elements of expanding economies of scale, portfolio diversification, reducing overall costs, and enhance significant market share (Vasquez, 2014). These reasons also add the reasons why a company might be interested in acquire its target, including entering foreign market, decrease competition, synergies, and gain new technology through the entry of the new foreign market.
There are several factors that the investors will have to use, including the background information on the vitality of the firms and making them more suitable to the structured outcomes. Thus, making decisions on the ideal acquisition criteria requires the critical assessment of the outcomes and frameworks in the management of the conditions. Acquiring a hospitality business during the pandemic period requires critical assessment of risk scenarios and creating consistencies that shape the decision making processes and frameworks (Pillai et al., 2021). the elements of acquisition make it possible for the individuals to shape and define the discourse of risk identification and responsiveness to the set outcomes. For instance, acquiring a hospitality business will entail critical assessment of its profitability, the hidden aspects of transactions and the loopholes that more money is coming. Morgan-Eskola Hospitality Partners (ME-HP) LLC investor partners should consider criteria that allow them to reduce the risk for potential acquisition of risk and loses. On the other hand, it is crucial to have a proactive mentality when targeting the company for the project, which highlights the challenges and frameworks.
The available information serves to create tension and attempting to make the company more lured to achieve the necessary goals and objectives. Thus, the background information about the target companies can offer insightful and chilling encounters with kidnapers send other individuals. The assessment of the past information and frameworks about the criterion make it possible for the investors to identify the inconsistent values and frameworks (Wieczorek-Kosmala, 2021). There is need to assessment the back found, sat and the potential for the current and future engagement practices. In such scenarios, the investors have to assess the realignment needs for their company and prepare the stakeholders for the eventual acquisition. Thus, the criteria used define the necessary changes that should be embraced, including the compatibility of the company’s values to the target company (Seyitoğlu & Ivanov, 2020). Consequently, it will improve the viability, connectivity, and transition of the organization into the expected outcomes. The hospitality industry in the post-COVID era defines the laxities and inconsistencies that continue to hurt the progress of the individual goals and objectives and shaping the discourse of argument.
The preliminary information that most companies should consider before the acquisition decision is made is on the relationship with stakeholders, corporate values, and the financial position and background of the target firm. In this regard, it is crucial to make decision on acquisition criteria based on such factors as differentiation and positioning, elements and frameworks, and demand and customer expectations. Moreover, the identified factors highlight the discourse for advancing the service delivery and other options within the hospitality industry and the long-term impacts of the COVID19 pandemic across the world (Wieczorek-Kosmala, 2021). These factors have the relevant outcomes and consistencies that also shape the understanding of the practical perspectives. Additionally, situational analysis will inform on the current, past, and the future rejections that influence the competitiveness and the financial situations of the target company. These elements and frameworks inform on the decision making process to achieve the set goals and objectives.
Part of the recommendation is on balancing the corporate goals and culture to those of the target company and integrates parts of its controversies to achieve gradual and seamless transition by the employees. Moreover, the use of differentiation strategies and frameworks make it possible to shape the current and future service delivery and alternatives that apply to the regions that needed outlets in the United States. Thus, the applicable elements, including differentiation, customer expectations, assessment to situational analysis, it is possible to advance the arts of the strategic management practices and instill its relevance to influence acquisition criteria and frameworks (Vasquez, 2014). The service delivery is also a product of the background checks and investigations, which improve the consistencies, alternatives, and advanced frameworks in the long run.
Financial Data
The acquisition criteria are dependent on the financial state and data, including the financial statements, ratios, profitability, asset analysis, and the investment portfolio and share values. The information is crucial in influencing the decisions and underlining the discourse of competitiveness and strategic decencies making (Seyitoğlu & Ivanov, 2020). The hospitality industry is one that is sustainable mainly through the international tourism. Hence, it is expected that the post-COVID period will have overarching outcomes, including how the target company’s financials are monitored to raise confidence. It is not crucial for the people to come up with ideologies perspectives that can foretell the financial position. Therefore, there is need to include the detailed financial information to guarantee sustainable business models. The financial liquidity requirements make it possible for the analysis and predictive perspective to inform on the wellbeing, safety, viability, and the feasibility of the acquisition process. Thus, the financials are crucial part of the long-term practices and should not be ignored (Pillai et al., 2021). Caution should be taken on the credibility of the financial metrics, reporting ethics, and the standardization of the auditing to ensure it does not entice investors. In such scenarios, the use of personal auditors to ascertain the outcomes is necessary in the long run.
The acquisition Criteria
Following the critical assessment of the acquisition metrics, it is possible to use the essence to understand how to convince the investors to make a move on the hospitality sector. Seeking acquisition is crucial in defining the criteria, including the use of availability of the identified target company. In this regard, it is only possible for companies to be acquired when they avail themselves for such ventures. There are instances when the proposal by investor firms to acquire an organization is rejected for lack of goodwill or the owners simply say they do not want to be part of the long-term discourse (Vasquez, 2014). Other than availability of the firms, it is necessary to consider profitability of such venture, the size and its relevance to the organization, and geographical locations to define their discourses. The synergies employed and the customer segmentation and the size of the target company are part of the long-term goals and objectives. These criteria can be used to make informed decisions, creating the challenges in the long run.
Reflection
I reckon that the utility, value, and application are significant factors that can improve the decision making during the strategic acquisition models and frameworks. In such scenarios, it is only possible that part of the outcomes is structured on the critical assessment of the information to ascertain the varying calls in the long run. In this regard, application of a strategic decision-making framework for criteria for acquiring companies is dependent on the values, ideologies, and policies that define these frameworks in the long run. It is part of the assignment that has opened my experience and exposure to the world of decision making through the competitive criteria, which can also confuse despite having opportunity for diversity. The smaller teams also face exhaustion, hence the need to establish the essence of arterial infections. However, this process makes for earns to come up and vote for your presidential candidature.
References
Pillai, S. G., Halloran, K., Seo, W. S., & Kim, W. G. (2021). COVID-19 and hospitality 5.0: Redefining hospitality operations. International Journal of Hospitality Management, 94(2021), 1–11.
Seyitoğlu, F., & Ivanov, S. (2020). A conceptual framework of the service delivery system design for hospitality firms in the (post-) viral world: The role of service robots. International Journal of Hospitality Management, 91, 102661.
Vasquez, D. (2014). Employee retention for economic stabilization: A qualitative phenomenological study in the hospitality sector. International Journal of Management, Economics and Social Sciences (IJMESS), 3(1), 1-17.
Wieczorek-Kosmala, M. (2021). COVID-19 impact on the hospitality industry: Exploratory study of financial-slack-driven risk preparedness. International Journal of Hospitality Management, 94(2021), 1–14.
Leave a Reply