STUDENTENKAMERS VERMOMD ALS HOTEL, BUSINESSCASE, beantwoording.
Vragen:
1. Wat is de rol van MacGregor?
2. Zie je nog andere investeringsmogelijkheiden voor mr. MacGregor?
3. Waarom is een businesscase vereist?
4. MacGregor is de opvatng toegedaan dat het opstarten van een 2e Amsterdams
studentenhotel een sterke businesscase vereist. Noem 3 belangrijke redenen om dit 2e
studentenhotel in Amsterdam op te starten.
5. Benoem 3 relevante risico’s die dan zijn te onderkennen.
6. Op welke wijze kan met deze 3 risico’s worden omgegaan?
7. Is Porter’s 5-krachtenmodel hier goed bruikbaar, motveer.
8. Hoe zou de fnanciële onderbouwing eruit kunnen zien?
Antwoorden:
1. He is both investor and operator.
2. It is possible to invest in other countries, especially within European union. As a UK investor he
already made the step from UK to ‘the contnent’.
3. This is a major decision and therefore a business case is needed. Specifc numbers are not given,
but elsewhere 70 million euro was invested in one campus. This is serious money.
4. Three reasons: Shortage of student rooms, increasing internatonal student numbers, lots of
offices available, etc (not mentoned is that Dutch educaton system and universites have a
strong positon)
5. Three risks:
Changing laws and rules
Increasing competton
Decreasing number of Dutch student numbers, due to demographics and improvement
of economy
Internatonal students might choose for other countries
Improvement of economy will reduce the number of non-occupied office buildings and
increase real estate prices
6. Risk control (in the same order as the risks mentoned at 5):
Impact of changing laws and rules are hard to control, try to make your business model
independent of future legal decisions that can be foreseen.
Competton will enter this market when profts are very atfractve. Do not overprice but
be as compettve as possible.
Be as feeible is possible. This cannot be controlled, so reducing impact is needed.
Same as above, maybe cooperate with universites can be benefcial. (in internatonal
promotons)
So maybe this is the tme to invest and select the best locatons? This risk can hardly be
controlled, so in future eepansion will probably be more eepensive or even impossible.
7. Of course, several elements of the 5-forces model are discussed. (current competton, new
entrants, ‘suppliers’ (=non-occupied office buildings), customers, substtute?)
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