| dc.description.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. | en |
