Hôtel Chevillon Has the paint come off?

Abstract

Background and problem: In the 19th century Grez‐sur‐Loing held an important role in the world of art, especially when it comes to Nordic artists. The foundation Grezsur‐ Loing based in Sweden bought Hôtel Chevillon in the early 1990´s and hopes were high that it would serve as sanctuary for artist and authors, a chance to work in a historic environment far away from the stress of the modern society, but still close to one of the art capitals of the world: Paris. Today 15 years after the grand opening with HRM Queen Silvia of Sweden, Hôtel Chevillon is in desperate need of heavy restorations. However, the foundation can do nothing since there are no funds. For too many years the costs have been too high in comparison with the revenues, appropriations has not been made as they should have been so the foundation has come to a crossroad. How can they go on and what should be done now for the Hotel to last in the future? For many years there has been great focus on the costs and how they can be limited, but for the foundation Grez‐sur‐Loing can no huge changes be made for a decrease in costs. We have instead studied revenue drivers and how the foundation can find new revenue drivers in the future. Purpose: The purpose of this thesis is to identify the revenue drivers for the foundation, as well as identifying the sources of customer value for the different customer groups. Method: By conducting interviews with several persons related to the foundation Grez‐sur‐Loing in different ways getting qualitative data to find out what the general view of the foundation is. Interviewing artist staying at Hôtel Chevillon, and artists who have been there in the past, but also the funds who have granted scholarships to the artists to get their perspective on how the foundation is working. Finally, all of the information retrieved from the interviews will be analyzed and the ideas supported by the chosen literature. Results and conclusions: From earlier studies we selected five revenue drivers for a deeper study and these five were; brand, customer loyalty, customer satisfaction, price and product quality. From our analysis we concluded that these five have an essential influence on the revenues of the foundation Grez‐sur‐Loing. Our analysis also resulted in that we identified four other revenue drivers: the quality of the service, the history, the location and the international touch. The study shows clearly the relations between the revenue drivers and the revenues. Suggestions for future research: As studies of the revenues drivers only have been made in a few industries, it is interesting to continue investigate revenue drivers in other industries. It is also interesting to investigate if our proposals to the foundation Grez‐sur‐Loing are possible to succeed.