The case study and the questions are provided in the picture. I want the answers to the questions in detail that are given In the picture below the case study. For clear statement, the questions are as follows:

1. How might the proposed name change affect the hotel's current management team? 2. How could the proposed name change affect the hotel's nonmanagement staff? 3. How might the proposed name change affect guests the hotel currently serves? 4. How could the proposed name change impact the hotel's ability to secure new business?

Real World Hotel Challenges (14.1). "We wanted to get your input, Dichondra, because you are closest to the operation," said Jonathon Mark. Jonathon, known to Dichondra Johnson as "Jon," was the head.of the investment group that owned the 400-room full-service hotel at which Dichondra was the GM. "As you know," continued Jon, "we have a window coming up on our franchise agreement with Premier Hotels. If we are going to switch flags, we need to make a decision within the next sixty days." Dichondra was aware that meetings had been held between the owners of his hotel and an alternative franchise company. In their efforts to secure a franchise agreement with Mark's group, the new franchisor was offering very attractive reductions in royalty and reservation fees for the first three years of the agreement. "What we need to understand better," said Jon, "is exactly what the impact would be of changing flags. We are especially concerned about conversion costs in their PIP and the new franchise company's short-term ability to drive revenues through their 800 number and website." 1. How might the proposed name change affect the hotel's current management team? 2. How could the proposed name change affect the hotel's nonmanagement staff? 3. How might the proposed name change affect guests the hotel currently serves? 4. How could the proposed name change impact the hotel's ability to secure new business? Franchise agreements are complex and are increasingly important. They should be entered into only after a great deal of consideration and with expert assistance. The fact is, however, that only a few hotels can survive without a nationally recognized brand affiliation. As a result, GMs must become adept at operating hotels in the best interest of their owners as well as in compliance with their owner's franchise agreement