OYO Rooms: providing affordable hotel stays. Issue 3 (1st August 2017)

• Record Type: Journal Article
• Authors: Sharma, Tripti Ghosh; Jain, Rohit; Kapoor, Sahil; Gaur, Vijeyta; Roy, Abhishek
• Is Part Of: Emerald emerging markets case studies. Volume 7:Issue 3(2017)
• Page Start: 1
• Page End: 26
• Publication Date: 2017-08-01
• Subjects: Marketing -- Services marketing -- Strategic management/planning
• DOI: 10.1108/EEMCS-01-2017-0015
• Languages: English
• ISSNs: 2045-0621

Abstract

Abstract : Subject area: Strategic Marketing, Marketing Management, Services Marketing. Study level/applicability: MBA and Executive MBA. Case overview: The case talks about the inception and growth of OYO Rooms, a company that originally started as ORAVEL Stays Ltd. in 2012, as a platform for booking budget and premium accommodations, but graduated to become OYO Rooms, an online aggregator of hotels, with a unique business model of "managing the partial inventory of rooms" in hotels and offering a proposition of affordable, consistent, quality experience to business, leisure and pilgrim travellers. The company received rounds of funding from Greenoaks Capital, Lightspeed Ventures, Sequoia Capital and DSG Consumer Partners. Moreover, unlike its competitors, OYO adapted itself to the fast-changing consumer preference and grew at an enviable pace and by 2016, was present across 190 cities through a network of 6, 500 hotels. However, OYO Rooms had to face a multitude of challenges both from the consumer and hotel owners' ends, primarily service quality concerns from the customers and majorly concerns out of payment irregularities or non-abidance to written contracts from the hoteliers' end. The dissatisfaction levels increased to an extent that experts started raising questions on the viability of the business. OYO was growing at an aggressive rate but breakeven point was yet to be achieved. Moreover, growing dissatisfaction and switching amongst its customers as well as hoteliers threatened the very existence of the model. The case allows the students to critically analyse the strategies of OYO for deliberation on whether the business model was sustainable in the long run. It also encourages the students to deliberate on the possible growth strategies for OYO as also on the service recovery strategies for OYO. Expected learning outcomes: The case has been positioned around the following modules: industry analysis; value of a two-sided business model to both parties; sustainability of a unique business model, against the challenges that it faces; applying the VRIO framework (resource-based view); complaint handling and service recovery strategies; applying the Ansoff's grid for possible growth options. Supplementary materials: Teaching notes are available for educators only. Please contact your library to gain login details or email [e-mail] to request teaching notes. Subject code: CSS 11: Strategy.