What are the main issues, problems, and challenges facing Jill White?

Is Jill White part of the problem, or the solution?

What do you suppose service quality is like at Club Lido?

How is Club Lido doing financially? How can Club Lido's financial performance be explained?

Which service$-$firm life$-$cycle stage is Club Lido in$?($Read Technical Note on the ServiceFirm Life Cycle on Canvas.$).$ Is Club Lido experiencing problems typical for a service firm in this stage?

Evaluate Jill's turnaround strategy. Is it sufficient? Is it missing something?

Why is the turnaround taking so long?

Why is management turnover so high?

What are the defects in Club Lido's human$-$resource management procedures?

How should Jill recruit, select, train, and compensate new management employees?

How might Jill build a cohesive team of committed managers?

How could employee turnover be reduced? How could the jobs at Club Lido be made more attractive, without increasing compensation expenses?

How should Jill measure and control service quality?

How could Jill develop a service$-$oriented organization culture?

Develop an action plan for Jill. What should she do first? Should she focus first on the operational problems, the Oxford, or long$-$term strategy?

How should Jill manage Sam?

What should be done to improve Club profitability?

Should Sheila Kelly be hired? Should she be hired for the general manager's job at the Oxford?