This case study report looks at two inter-linked problems at hand: the first stems around the incentive policy and human resources, the second issue is the company's growth strategy. How to best evaluate and reward employees depends largely on how the company plans to expand. If it chooses to franchise, monitoring and enforcing quality standards is fairly difficult. However, franchising allows for more rapid growth. The risky factor is therefore quality v. quantity. Syndication presents the complete opposite: higher quality preservation at a lower growth rate. As a latecomer to this market segment, Fairfield Inn must weigh its strategy carefully if it wishes to remain distinct from other ELS hotels. 8 pgs. 0 f/c. 0b.
