...NAME: ROLL NO: Section: CASE STUDY- GENETICALLY ENGINEERED CROPS: The growing of genetically engineered (GE) crops is something that Greenpeace has long opposed, due to the risks posed to both human health and the environment, and unwanted contamination of our food due to the difficulties of controlling the spread of these crops. In recent months, news has emerged about how chemical and pharmaceutical giant Bayer has been forced to make massive payouts after conventional US rice crops were contaminated by Bayer’s experimental GE rice in 2006. As a result, Bayer has agreed to a US $750 million settlement for US 11,000 farmers (1). Then, in March of this year, a court ordered Bayer to pay US $137 million in damages to Riceland, a rice export company, for loss of sales to the EU (2). Back in 2006, Bayer’s experimental herbicide-tolerant and GE “Liberty Link” rice (tolerant to herbicides such as Basta, or Liberty) was found to have contaminated conventional US long-grain rice - including rice for export. Shipments of supposedly non-GE rice, tested and found to be positive for GE rice, were turned back from regions such including the EU, costing companies millions of dollars and prompting lawsuits in the US. Gambling with human health: But why does this contamination matter, and why should we be worried about traces of experimental GE crops in our food? This does matter and we should worry, because GE experimental crops have, by definition, undergone little or no safety testing...
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...InterContinental Hotels Group has a very long and exciting history and probably the most colorful one among the business world and hospitality industry. The history can date back in 1777 with Bass Brewery, a UK based company who pioneers in brewery in Burton-on-Trent. Over the years it acquired some well-known regional breweries which marked as the spark of the business. After the Second World War, jet-engine technology was just around the corner and, therefore, civilian air travel would soon be within the reach of millions of people around the globe. In 1946, Juan T. Trippe, the chairman and founder of Pan American World Airways (Pan Am) with its headquarters in New York City anticipated the need for additional hotel accommodation and decided to create, what is today known as, the InterContinental Hotels Group. This also blossom the historical partnership of Pan Am who carries travelers, InterContinental Hotel that houses millions of guest and Bass Brewey who caters the hotel clients as the in-house lounge and bar. Since 1933, in the early days of the first term of President Franklin Delano Roosevelt, the U.S. government had decided to encourage business and travel within Latin America. The predominant user of an InterContinental Hotel was the medium-income business traveler. In this sense, one-bedroom suites designed for extended stays and trunks full of clothing would become obsolete. Instead, the new traveler would need basic comforts: cleanliness, a good bed, reliable...
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...Wyndham International Hotels: Fostering High-Touch with High Tech What is Wyndam’s Goal” “To become the lodging brand of choice for business and leisure travelers in the upscale and high-upscale segments of the market?” pg. 1 Who Is Wyndam’s Competition? Six Continents Holiday Inn (especially Crowne Plaza) Hilton Hotels Marriott Starwood Hotels Sheraton Westin Four Points In summary, Wyndham is much small (in terms of numbers of hotels and numbers of rooms) than their competition in this market segment. They have a problem overcoming this disadvantage. What is the Basis of Competition in the Hotel Industry? Start to generate general list and then focus on Wyndham’s segment (what is this and how might it differ from other segments?) See pg. 7 Wyndham targeted the upscale and luxury traveler—frequent business traveler 12-14 trips per year (pg 13) See Exhibit 6 (pg. 27 & pg 26)) Critical Factors for this market segment Clean rooms Service Safe Location Previous experience Value for price Reputation of chain Room price lower How does Wyndham intend to compete? What are Wyndham’s major problems? Low brand recognition among business and leisure travelers (pg 7) Wyndham’s name did not appear in the list of the top 20 most recognizable brands to business travelers. Issue of hotel rooms as a commodity Offer a similar product making their value propositions indistinguishable and leading to within-segment...
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...Annual Report and Form 20-F 2013 InterContinental Davos, Switzerland 1777 It all began in 1777 when William Bass opened a brewery in Burton-on-Trent in the UK. Bass made its move into the hotel industry in 1988, buying Holiday Inn International. By 2003 the business had changed from domestic brewer to international hospitality retailer: InterContinental Hotels Group PLC. 1946 InterContinental® Hotels & Resorts In April 1946 Juan Trippe, the founder of Pan American Airways, had a vision to bring high-quality hotel accommodation to the end of every Pan Am flight route. This led to the first InterContinental being opened in 1949, the Hotel Grande in Belém, Brazil. From here InterContinental Hotels & Resorts expanded steadily to become the world’s first truly international luxury hospitality brand. The brand’s ethos is to provide insightful, meaningful experiences that enhance our guests’ feeling that they are in a global club. Bass acquired the InterContinental brand in 1998, adding it to our brand portfolio. Front cover Crowne Plaza Resort, Xishuangbanna, People's Republic of China 178 hotels; 60,103 rooms open 51 hotels in the pipeline Contents OVERVIEW STRATEGIC REPORT GOVERNANCE GROUP FINANCIAL STATEMENTS PARENT COMPANY FINANCIAL STATEMENTS Overview: 2 The IHG story 4 Chairman’s statement 6 Chief Executive Officer’s review Strategic Report: 10 Industry overview 12 Industry performance in 2013 14 IHG at a glance 16 Our business model 17 Our preferred...
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...rP os t 9-809-029 JULY 23, 2008 LYNDA M. APPLEGATE GABRIELE PICCOLI CHEKITAN DEV op yo Hilton Hotels: Brand Differentiation through Customer Relationship Management In early 2008, Hilton Hotels Corporation was poised for tremendous global growth—with an aggressive goal of opening 1,000 hotels in North America in five years and 1,000 hotels in the rest of the world in ten years. The company had just been taken private by the Blackstone Group1 for a reported $26 billion, a 32% premium over the $32.05 share price the day prior to the announcement. The takeover announcement by Blackstone clearly framed the road ahead: “Blackstone intends to invest in the Hilton properties and brands globally to enhance and grow the business for the benefit of owners, franchisees, and customers... This transaction is about building the premier global hospitality business.” tC But growth would not be easy in the highly competitive global lodging business. Challenges in this market historically included access to capital, high levels of employee turnover, and difficulty achieving standardization typical of service delivery operations. Improving service delivery and consistency across the family of Hilton brands had been the major focus of the Customers Really Matter (CRM) strategy that the firm launched in 2002. With five years invested in CRM, the Blackstone acquisition provided the opportunity to evaluate the results to date and to devise an action plan going...
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...9-809-029 23 DE JULIO DE 2 0 0 8 Professors Lynda M. Applegate of HBS, Gabriele Piccoli of the University of Sassari, and Chekitan Dev of Cornell University prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright © 2008 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to www.hbsp.harvard.edu/educators. This publication may not be digitized, photocopied, or otherwise reproduced, posted, or transmitted, without the permission of Harvard Business School. LYNDA M. APPLEGATE GABRIELE P ICCOL I CHEKI TAN DEV HILTON HOTELS Diferenciación de Marca mediante la Gestión de Relación con el Cliente (CRM) A principios de 2008, la corporación Hilton Hotels estaba preparada para un ambiciosa plan de crecimiento a nivel internacional que la llevaría a la apertura de 1.000 hoteles en Estados Unidos en los próximos cinco años y de 1.000 hoteles en el resto del mundo en los próximos diez. La compañía acababa de ser adquirida por la empresa de capital riesgo Blackstone Group, por un importe de $26.000 millones, lo que suponía una prima del 32% sobre la cotización de las acciones ($32.05) en el día en del anuncio. El comunicado de Blackstone el mismo día de la toma...
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...the destination. • Analyse the stage of destination in the Tourism Area Life Cycle (TALC) RW Butler proposed the Tourism Area Life Cycle which consist of six stages which are exploration, involvement, development, consolidation, stagnation and decline. Exploration is the first stage and it is when a destination is discovered and tourism will be based on natural and cultural attractions. The second stage is the involvement stage when the government and the locals become involved in tourism. Then the development stage, a destination will be receiving large numbers of tourists that may exceed its carrying capacity. In the consolidation stage, the growth of tourism slows but the carrying capacity has been exceeded by the number of tourists. In the stagnation, that’s when tourism causes social, environmental and economic problems. In the final stage, tourism will either decline or rejuvenate. When tourism facilities are replaced by non-tourism activities that will be the decline but when changes are made in favour of tourism then it rejuvenates (see appendix). Destination Zimbabwe is at the development stage because large numbers of visitors are coming into Zimbabwe. Tarisai Mandizha states that according to the ZTA (2016), overall tourist arrivals in Zimbabwe are 450 572 in 2016. There are large foreign hotels like Holiday Inn. Cultural, natural and man-made attractions have developed and been marketed like the Lake Kariba, Khami Ruins, Nyanga Mountains. Tourism development benefited...
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...MarketLine Industry Profile Hotels & Motels in the United States October 2012 Reference Code: 0072-0520 Publication Date: October 2012 WWW.MARKETLINE.COM MARKETLINE. THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED United States - Hotels & Motels © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED 0072 - 0520 - 2011 Page | 1 EXECUTIVE SUMMARY Market value The United States hotels & motels industry grew by 7.7% in 2011 to reach a value of $137.5 billion. Market value forecast In 2016, the United States hotels & motels industry is forecast to have a value of $179.5 billion, an increase of 30.6% since 2011. Market volume The United States hotels & motels industry grew by 2.4% in 2011 to reach a volume of 52,214 hotels & motels. Market volume forecast In 2016, the United States hotels & motels industry is forecast to have a volume of 56,484 hotels & motels, an increase of 8.2% since 2011. Category segmentation Leisure is the largest segment of the hotels & motels industry in the United States, accounting for 71.1% of the industry's total value. Geography segmentation The United States accounts for 27% of the global hotels & motels industry value. Market rivalry The hotels and motels industry is dominated by large international players, who compete intensely for a share of the market. United States - Hotels & Motels © MARKETLINE THIS PROFILE IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED ...
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...status and nationality meet, places for recreation and friendship. In the hostel, guests often pay for a single bed rather than a room, share a common bathroom, living room and kitchen. It is intended for particular segments of the tourism market, such as young people (Medlik, 2003). Hostels can offer additional services such as food, information, etc. They are mainly located in city centers or near train stations and public transport facilities (Heyns et.al, 2000). The hostel industry, as we know it today, began to develop in 1907, when Richard Schirrmann, a teacher from the small town of Altena in Germany, decided to adapt one of the empty classrooms for an accommodation and overnight stay for students. This idea was not entirely unique, as inns and taverns in Austria already offered accommodation at reduced prices for students since 1885. But Schirrmann had even bigger plans; he managed to develop a movement (Karr, 2014). His idea was to attract students from industrial towns to rural areas. Schirrmann was deeply convinced that walking and cycling in the fresh air is of great importance for the development of youth and their...
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...multinational travel and tourism company established in 1968 and headquartered in Hanover. First, it was an association with some medium-sized companies like Touropa, Scharnow-Reisen, Hummel Reise and Dr.Tigges-Fahrten. During 33 years, TUI joined airline companies and participated to different hotel brands. They also expended their company to Switzerland, Holland, Austria and Belgium. In 1998, they took acquisition of the group Hapag Touristik Union and 3 years later, in 2001, they became 100% subsidiary of an industrial and transportation Company named Preussag AG, which in the 1990’s decided to concentrate their company on tourism, shipping, and logistics. On 3 September 2007 the tourism division of TUI AG merged with First Choice Holidays PLC to create TUI Travel PLC, an international leisure travel group listed on the London Stock Exchange. TUI AG owns 43% of the new company, operating in 180 countries and serving 30 million customers. On March 2009, they decided to sell big parts of their important container shipping company Hapag Lloyd AG to the to the Albert Ballin consortium of investors. TUI retains a 43.3% stake in the firm and continues to wholly own and operate the cruise line Hapag-Lloyd Kreuzfahrten. This means that TUI has become a pure tourism oriented company. This means that TUI decided to concentrate their activity in three different tourist sectors: TUI travel (tour operating, online sales, high street outlets, airlines and incoming agencies), TUI...
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...chapter 10 the international context There never were, since the creation of the world, two cases exactly parallel. Philip Dormer Stanhope (1694–1773); English Secretary of State INTRODUCTION firms move out of their domestic market on to the Aswith differinglanguage, arenas.system, technologicalinternational stage, they aretofaced business The nations they expand to can vary with regard consumer behavior, legal infrastructure, business culture, educational system, labor relations, political ideology, distribution structures and fiscal regime, to name just a few. At face value, the plurality of the international context can seem daunting. Yet, the question is how important the international differences are for firms operating across borders. Do firms need to adapt to the international diversity encountered, or can they find ways of overcoming the constraints imposed by distinct national systems, structures and behaviors? This matter of understanding and dealing with international variety is one of the key topics for managers operating across borders. A second question with regard to the international context is that of international linkages – to what extent do events in one country have an impact on what happens in other countries? When a number of nations are tightly linked to one another in a particular area, this is referred to as a case of international integration. If, on the other hand, there are very weak links between developments in one country and developments...
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...INDIAN HOTELS INDUSTRY Consumer confidence low; revival contingent on global environment QUARTERLY REVIEW March 2012 ICRA expects the Indian Hotels industry to finish 2011-12 on a weaker note with subdued pricing power eroding margins. Although some revival in operational metrics was witnessed during late 2010-11, the industry continued to lack the pricing power to drive out of its current stagnancy. Globally weak macroeconomic scenario, the European sovereign debt crisis, geo-political turmoil in the Arab countries, high interest rates, inflation and a muted domestic corporate performance during the current fiscal (year to March 31, 2012) have sapped the industry’s ability to sustain inflation adjusted Average Room Realizations (ARRs). Muted ARRs and high costs have led to one of the weakest nine month (9M) periods (April-December-11) in over five years. With uncertainty continuing to cloud the near term, wavering business/consumer confidence and a sluggish economy, there is no significant trigger for the industry during the next two-three quarters. While the start of the next season (in Q3, 2012-13) may bring some relief to the industry in some specific markets, we expect real traction to return to the industry only by 2013-14; overall, we expect this to be a slow and long slog to recovery. We expect ARR growth during the current fiscal to be limited to around 5%, followed by around 5-8% during 2012-13. In the current inflationary environment, RevPAR growth of around 6-7%...
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...Introduction to Hospitality Industry UNIT 1 1.1 1.2 1.3 Meaning and definition Historical evolution and development Hospitality as an Industry 1.1 Introduction Meaning and definition Tourism is not just about the facilities and attractions provided for visitors. It is about people and especially about the relationship between the customer and the individual providing service. Everybody employed in tourism needs to have the knowledge, skills and attitudes to provide the standard of product and service that customers expect. Knowing about the tourism industry, its component parts and especially where you fit in is an important starting point to a successful career in tourism. What Is Tourism? Tourism may be described as the activities of tourists and those who cater for them. It is a highly diversified business with many component parts ranging from airlines to hotels. Tourism is concerned with providing: Travel and transport facilities Accommodation Food and drink Entertainment/recreation Information and assistance Souvenirs Above all, tourism is a hospitality industry providing a service to visitors in a warm and welcoming way. ICHM Page 1 Introduction to Hospitality Industry Who Are Tourists? Tourists are people who for a variety of reasons travel to destinations, where they stay at least one night. Excursionists are also visitors that do not make an over-night stop, such as daytrippers or people on cruises. There are several basic types of tourists: ...
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...CHAPTER 8 Market Segmentation, Targeting, and Positioning CHAPTER OVERVIEW Chapter 8 shows different approaches that companies can take to a market in order to best serve customer and company needs. It begins with a brief overview of three marketing approaches that companies can take: mass marketing, product-variety marketing, and target marketing. A fuller discussion details the three steps of target marketing, beginning with market segmentation: dividing a market into groups that is measurable, accessible, substantial, and actionable. This can be done in different ways by using geographic, demographic, psychographic, behavioral, or other variables. Next, the process of market targeting and the different approaches a company can take are discussed. These include undifferentiated, differentiated, and concentrated marketing. The chapter concludes by covering market positioning strategy and how companies can position their products for the best competitive advantage. CHAPTER OBJECTIVES Students should be able to: 1. Explain market segmentation, and identify several possible bases for segmenting consumer markets, business markets, and international markets. 2. List and distinguish among the requirements for effective segmentation: measurability, accessibility, substantiality, and actionability. 3. Outline the process of evaluating market segments, and suggests some methods for selecting market segments. 4. Illustrate the concept of...
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...CHAPTER 8 Market Segmentation, Targeting, and Positioning CHAPTER OVERVIEW Chapter 8 shows different approaches that companies can take to a market in order to best serve customer and company needs. It begins with a brief overview of three marketing approaches that companies can take: mass marketing, product-variety marketing, and target marketing. A fuller discussion details the three steps of target marketing, beginning with market segmentation: dividing a market into groups that is measurable, accessible, substantial, and actionable. This can be done in different ways by using geographic, demographic, psychographic, behavioral, or other variables. Next, the process of market targeting and the different approaches a company can take are discussed. These include undifferentiated, differentiated, and concentrated marketing. The chapter concludes by covering market positioning strategy and how companies can position their products for the best competitive advantage. CHAPTER OBJECTIVES Students should be able to: 1. Explain market segmentation, and identify several possible bases for segmenting consumer markets, business markets, and international markets. 2. List and distinguish among the requirements for effective segmentation: measurability, accessibility, substantiality, and actionability. 3. Outline the process of evaluating market segments, and suggests some methods for selecting market segments. 4. Illustrate the concept of positioning...
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