Abstract
As part of a "Management of Organizations" course, the document deals with a final assignment, which consists in carrying out an in-depth organizational diagnosis of an organization, on the basis of the theoretical concepts studied during the course.
In this case, the chosen organization is Kikuoka Luxembourg SA.
The history of Kikuoka Luxembourg SA began in 1991, when the shareholders and their designated General Director - the strategic APEX - embarked on an ambitious project to create a prestigious complex combining a luxury hotel with a world-renowned golf course. However, the strategic APEX's limited skills and experience in hotel management soon led to governance issues. The initial goal of achieving profitability was not realized; instead, the company accumulated losses year after year, gradually depleting the initial share capital. These continuous losses required shareholders to inject funds into the company to maintain liquidity and meet its financial obligations.
Extract
[...] Golf and Leisure Golf is one of the central pillars of Kikuoka Luxembourg SA's activities. Inaugurated in 1991, the Kikuoka Country Club is located near the Moselle wine region, offering an idyllic and prestigious setting for golf enthusiasts. This 18-hole course, designed by Japanese architect Iwao Uematsu, spans 120 hectares and is renowned for its technical layout and harmonious landscape. The par-72 course, measuring 6419 meters, attracts both professional and amateur golfers from across Europe. Kikuoka Golf stands out for its diverse range of sporting events, regularly organizing high-level competitions at both national and international levels. [...]
[...] Seminars and professional events represent a significant portion of the hotel's revenue, particularly during the week. MICE (Meetings, Incentives, Conferences, and Exhibitions) clients find Kikuoka an ideal environment to combine business and leisure, benefiting from both modern meeting facilities and the leisure services offered by the golf course and spa. Through these diverse activities, Kikuoka Luxembourg SA has developed a varied clientele, comprising both leisure tourists and business clients, ensuring financial stability despite the challenges of seasonality in the tourism industry. [...]
[...] After the merger, one of the major challenges was to create a common culture at Kikuoka Luxembourg SA. One of the first measures taken by the new management was to align values and practices across the company. This involved restructuring human resource management to encourage cooperation between departments and reduce team isolation. The culture after the merger shifted towards closer collaboration, fostering regular dialogue between the two business sectors. Initiatives such as joint meetings, cross-training for employees from both sectors, and shared corporate events helped break down cultural barriers. [...]
[...] The merger marked a turning point in how strategic decisions are made, offering a more unified vision of the company. One of the first measures taken after the merger was the revision of cost distribution between departments. Before the merger, the maintenance costs of shared infrastructure, such as the upkeep of common areas, were evenly distributed between the hotel and golf, regardless of actual resource usage. This approach generated conflicts, particularly when one of the departments felt it was bearing a disproportionate share of expenses. [...]
[...] Hospitality and Wellness The second key activity of Kikuoka Luxembourg SA is hospitality, represented by the Mercure Luxembourg Kikuoka Golf & Spa Hotel, which opened in 1999. This four-star establishment offers 76 luxurious rooms, combining modern comfort with a relaxing atmosphere. The hotel primarily targets business clients during the week, particularly due to its proximity to Luxembourg City, making it a popular destination for conferences, seminars, and professional events. For those looking to rejuvenate, the hotel also offers wellness facilities, including an indoor pool and a wellness area of over 400 square meters. [...]
