This case studies the growth of OYO Hotels (OYO) to illustrate the operational processes necessary to succeed in the service sector. The case allows for a discussion of employee- and customer-management systems, tech-driven solutions, and profit drivers. The material unfolds OYO's growth and its solution for making economy hotels discoverable and bookable online. The case raises a series of questions around OYO's business model, its ability to translate across global markets, and growth potential. It has been successfully taught in a second-year MBA class on the management of service operations. Excerpt UVA-OM-1641 Rev. May 1, 2020 OYO Hotels USA: Coming to America Jakayla Michel, a second-year MBA student, stood in the hallway gazing at her smartphone. She flicked her finger across the screen, reading through the job postings on Indeed.com for OYO Hotels USA, the new American arm of the fast-growing Oravel Stays Private Ltd. (OYO) that had been launched in February 2019. OYO had grown in just six years from a single room listing in India to one million rooms spanning the globe—one of the largest hotel chains in the world. The company boasted a tech-driven solution for making economy hotels predictable, discoverable, and bookable online that had attracted leading investors like SoftBank, Sequoia Capital, Lightspeed Venture Partners, and Airbnb, attaining a heady $ 10 billion valuation. OYO's 25-year-old wunderkind founder, Ritesh Agarwal, had produced what the Wall Street Journal was calling an emerging-market unicorn among unicorns. After first becoming the leader of hotel rooms in India, OYO had begun in 2017 to export its formula into Malaysia, Nepal, China, Indonesia, and the United Arab Emirates (UAE). In fall 2018, OYO entered its first developed market, the United Kingdom. And now it was spending $ 300million to enter the United States. Michel, who had been a junior investment banker for four years after college, was looking for a career shift. She didn't mind taking a short-term step back in pay to join a company with growth potential, but wanted to make sure the opportunity was real. OYO seemed to be hiring for every type of position in the United States: human resources director, field sales director, territory operations leader, and business development manager. She spotted opportunities in Dallas, Texas; Los Angeles, California; Portland, Oregon; Las Vegas, Nevada; Miami, Florida; and Myrtle Beach, South Carolina—and even near her family's home in Washington, DC. With a few taps, Michel saved the positions that seemed most interesting to her (Exhibit 1), made a note to herself to further research the company later, and found a seat in her operations class. When she got home, she looked through OYO's website, which described OYO's secret sauce as design cool, in spaces whenever you need them, at fantastic prices. The company seemed to be operating a franchise model wherein it spent hundreds of thousands of dollars to upgrade small, unbranded hotels, hang the OYO shingle, and charge the hotel owner around 20% per transaction. The company's team of engineers created apps to streamline such things as customer procurement, front desk management, room pricing, food and beverage offerings, and even room cleaning. The company said its upgrades increased hotel utilization and profitability. . . .