...Case #10- Good Hotel: Doing Good, Doing Well? Jamie Caudle Q: What is the vision/mission behind the Good Hotel concept? A: The Good Hotel is intended to be the first hotel with a conscience. Our philanthropic and positive approach is designed to inspire the "good in us all" (Pearce, 2012, p. 10-2). The Good Hotel is a hip San Francisco hotel that practices philanthropy and believes in doing good for the planet. The eco-friendly hotel décor features reclaimed and recycled construction materials (Pearce, 2012, p. 10-2). I believe the concept is to create a themed based hotel that is catered to a green living approach to life and have some fun doing it. The mission and vision statements for the new owner group of The Good Hotel are as follows: Our Mission At Haiyi Hotels, we endeavor to make a difference in the lives of our guests and associates through a shared passion for life, work and personalized experiences (Haiyi Hotels, 2014). Our Vision To become a recognized boutique hotel management company and develop unique hotels with their own independent character and style (Haiyi Hotels, 2014). Q: What three alternatives is Pam Janusz considering for her recommendation to the new ownership of Good Hotel? Provide pros and cons of each. A: Pam Janusz is considering between continuing, expanding, or discontinuing the current concept that Good Hotel is currently using. Continuing the concept would not involve much interruption in the already set ways of operations...
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...Regency Hotel Case Study The Regency Hotel is a beautiful five star hotel that is located in Bangkok. This hotel was established by a local group of investors and was operated by a Thai general manger at the beginning. This Regency Hotel was one of the country’s most prestigious hotels. The employee count for the hotel was around 700 and the moral of the employees was very high. They hotel offered very good employee benefits, above average salaries, plus job security. They also included a great yearend bonus that was not based on the hotels overall performance. After some time the hotel was sold to a very large American hotel chain, after finding out the general manager decided it was time to take an early retirement because of the change of the ownership. For the most part the American company kept all of the Regency’s employees and only did minor transfers of positions. The new general manger was named John Becker, he was an American manager with 10 years of experience in the industry. The decision to choose Becker was easy due to his success in integrating pervious hotels in the past. Becker strongly believed in empowerment, which is a certain degree of autonomy and responsibility for the decision-making regarding the hotels tasks. Becker expects his employees to really go the extra mile. Becker expected the employees to be guest-oriented at all times to drive up the customer service. Becker had a lot of success in his previous positions from empowerment, and found...
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...------------------------------------------------- Case Assignment 2 The Regency November 7, 2015 Michelle Archibald HRES 1101 November 7, 2015 Michelle Archibald HRES 1101 Case Assignment #2 One of Bangkok Thailand’s most prestigious hotels, The Regency, was established 15 years ago and was operated by a Thai General manager for the entire time. The hotel was sold to a large American hotel chain. When this was announced the current General Manger of the hotel decided to retire early leaving an open position which was filled by an American named John Becker. John Becker believed in the empowerment of employees. He believed that all employees should be empowered to make decisions to the best of their ability to ensure the satisfaction of their guests needs. He was very successful running hotels in America this way, and expected The Regency to be just as successful. This is not however how the hotel was run by the previous management. After Becker introduced this new policy to the hotel, the management seemed to have a mixed reaction to these changes, though no one protested it. Becker also asked that the employees and managers not come to him for minor problems, and to try and resolve them on their own. This request proved to be more difficult for the staff than Becker anticipated, for they found it hard to distinguish a minor problem from a major one. Becker began to get frustrated with the staff and the amount of times they would come to him with problems. In the end the hotel and staff suffered...
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...HOTEL IMPERIAL CASE ANALYSIS EXSERVS Obed, Karina Padua, Kathleen I. Statement of the Problem The Hotel Imperial, constructed in 1885, was located near the heart of Vonburg. When it declared bankruptcy in 2000, decades prior to the World War II, it was immediately bought by the Limbourg Corporation. Limbourg Corporation had extensive holdings in banking and real-estate, and also owned hotels in a number of European cities. In the following year, Limbourg hired a new general manager, Pierre Clermont, who has had a broad experience in managing prestigious hotels. Clermont decided to reposition the hotel and make some extensive renovation in the hotel and it’s restaurants. As a result, their occupancy rate rose from 52% in 2002 to 81% in 2008. Because of Imperial Hotel’s prime location, many other competitors are planning to build their luxury hotels near the Imperial’s vicinity. Imperial was close to Vonburg’s corporate, government, and financial offices. There was a metro station within a three-minute walk and the airport could be reached by a taxi less time than it took to travel there from any other center city hotel. Clara Hausmann, Hotel Imperial’s sales director, then announced that Marion Hotels just declared that they were going to build a new hotel overlooking the harbour less than a ten-minute walk from the Imperial Hotel. The report also pointed out that six new luxury hotels are scheduled to open in Vonburg before the year of 2012. Pierre Clermont and Hotel...
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...Introduction: During 1952’s, the Roaring Dragon hotel (RDH), a state owned enterprise (SOE), was one of the three-star hotel in China. In 2001, looking at the decreasing potential of RDH, the provincial government decided to modernize it. For that, Hotel International (HI) organization was selected considering its international reputation, brand name and credentials (Grainger, 2008, p.1). Background: Paul Fortune, the GM appointed by HI had aimed to bring the quality services, professionalism and efficiency in the Chinese employees who could produce the HI standard of excellence at the hotel (Grainger, 2008, p.2). Problem: RDH management was not actively planning any strategy to overcome the economic crisis. There were no effective customer satisfaction policies. HI managers were lacking in building an effective relationship with the hotel employees. Opportunities: HI managers should have respected Chinese culture and should have been more focused on RDH history. They had a good opportunity to understand the culture and should have encouraged Chinese employees to participate in decision-making process in order to improve employee performance. They failed in utilizing the best use of customer relationship. Studies have shown that a good customer-oriented behavior, in an organization ensures a tremendously positive impact on its performance (Kim, 2008). Recommendations: Managers should have provided training to the hotel employees to meet the international standards and...
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...Strategy Map for the Hotel Paris. Utilize the hierarchy of links that includes the following areas: (a) Hotel’s HR policies and practices; (b) Necessary employee competencies, behaviors, and skills; and (c) Three (3) required strategic goals or outcomes. See Figure 3-6 in your text for guidance. 2. HR Metrics. Based on Figure 3-9 and Table 3-1, identify the four (4) most appropriate metrics the Hotel Paris should use to measure its HR practices. Be sure to provide support for your selected metrics. 3. Recruitment Sources. Based on the hotel’s required employee competencies behaviors, and skills, stipulate the three (3) most effective recruiting sources (internal and/or outside sources) the Hotel Paris should utilize. Be sure to provide support for your selection of recruiting sources. 4. Measurement of Recruiting Effectiveness. What approach would you suggest the hotel use to measure the effectiveness of its recruiting efforts? Support is expected. 5. Employee Tests: Personality. The Hotel Paris has employees in several job categories: front-desk clerk, valet, door greeter, security guard, service positions (housekeeping and food service), and assistant manager. Select two (2) of the above jobs and provide examples of two (2) personality test items you would suggest the hotel use to select employees for these jobs. Provide specific support for your suggestions. 6. Employee Testing. Based on your analysis of the Hotel Paris’ situation in prior...
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...Case Study Professor K Seung Joon Choi 32122606 Won Seuk Cho 32122603 Minh Nguyen 32145346 Yong Beom Park 32122594 4-29 Based on the Hotel Paris's competitive strategy "to use superior guest service to differentiate the Hotel Paris properties, I suggest these employee behaviors important for the Hotel Paris's staff to exhibit. 1. Employees show positive energy and be friendly with guests all the time, always look and talk to guests with a smile. Welcome guests with warm greetings, and end conversation with 'thank you'. 2. Employees remain calm and be supportive to guests regardless of situation. Know the standard of behaviors for various situations. Example: when guests are not happy, when guests have problems, etc. 3. Employees are ready to help/back up one another if needed, ready to collaborate to deliver superior value to guests. 4. Employees know how to deal with the unexpected, be aware of when, where, and who to call for help depending on the situation. For example: Know how to provide first-aid, call ambulance, how to evacuate people in case of fire, etc. 5. Employees are knowledgeable, know general information about the city, be able to suggest tourist information, where to eat, shop, as well as leisure activities and events going on in the city. Employees are encouraged to know a second/third language. 6. Employees know how to go beyond what is asked in a gentle and proper way to make memorable stay for guests. Example: Provide flower bouquet for wedding couples, small...
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...Hotel Management Colleges In Chennai Hotel Management is now one of the most sought after courses opted by younger generations. At present, the opportunities in hotel and hospitality industry in the country are enormous. Keeping this thing into account, the Tamil Nadu Government has made efforts for promoting professional education to a significant height. There are some more than 60 institutes in Tamil Nadu out of which about 24 are located in Chennai only. Presenting a compiled list of all major Colleges in Chennai that offer courses in Hotel Management. 1. Institute of Hotel Management, Catering Technology and Applied Nutrition-[IHM] , Chennai The Institute of Hotel Management, Catering Technology & Applied Nutrition, Chennai was established in the year 1963. The institute is located in Chennai and is affiliated to National Council for...
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...THE HOTEL PARIS CASE - The New Training Program The Hotel Paris’ competitive strategy is to use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability. HR manager Lisa Cruz must now formulate functional policies and activities that support this competitive strategy by eliciting the required employee behaviors and competencies. As she reviewed her company s training processes, Lisa had reasons to be concerned. For one thing, the Hotel Paris relied almost exclusively on informal on-the-job training. New security guards attended a 1-week program offered by a law enforcement agency, but all other new hires, from assistant manager to housekeeping crew, learned the rudiments of their jobs from their colleagues and their supervisors, on the job. Lisa noted that the drawbacks of this informality were evident when she compared the Hotel Paris s performance on various training metrics with those of other hotels and service firms. For example, in terms of number of hours training per employee per year, number of hours training for new employees, cost per trainee hour, and percent of payroll spent on training, the Hotel Paris was far from the norm when benchmarked against similar firms. Indeed, as Lisa and the CFO reviewed the measures of the Hotel Paris s current training efforts, it was clear that(when...
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...Rosewood Hotels and Resorts is a business that has 12 establishments worldwide. Until 2004, the company has run an individual branding strategy; but recent events, such as the adoption of a new President and CEO, have the company considering a corporate branding strategy. Rosewood seems to have hit a roadblock with their current strategy; they are concerned that their guests do not fully understand the Rosewood brand. Rosewood believes if they are able to adopt a corporate brand, that their guests will recognize more of their facilities and become loyal which in turn could increase revenue because their guest’s customer lifetime value will have risen. Rosewood also believes that by implementing a corporate brand, they will have an advantage over their competitors. The main issue with their current branding is that their customers are unknowledgeable about their brand. If they instill a corporate brand, more guests will choose their Hotels over competitors. Rosewood believes that by becoming a company who runs a corporate brand strategy, they will be able to increase their cross-selling rate. According to analysis of guest data, corporate-branding properties had higher cross-selling rates among their properties than those that utilized individual branding. Research shows that having a corporate-branding strategy resulted in a 10% to 15% cross-selling rate; this is because up to 40% of their guests returned for another stay. We compare these numbers to those of the individual-branding’s...
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...Rosewood Hotels and Resorts is a business that has 12 establishments worldwide. Until 2004, the company has run an individual branding strategy; but recent events, such as the adoption of a new President and CEO, have the company considering a corporate branding strategy. Rosewood seems to have hit a roadblock with their current strategy; they are concerned that their guests do not fully understand the Rosewood brand. Rosewood believes if they are able to adopt a corporate brand, that their guests will recognize more of their facilities and become loyal which in turn could increase revenue because their guest’s customer lifetime value will have risen. Rosewood also believes that by implementing a corporate brand, they will have an advantage over their competitors. The main issue with their current branding is that their customers are unknowledgeable about their brand. If they instill a corporate brand, more guests will choose their Hotels over competitors. Rosewood believes that by becoming a company who runs a corporate brand strategy, they will be able to increase their cross-selling rate. According to analysis of guest data, corporate-branding properties had higher cross-selling rates among their properties than those that utilized individual branding. Research shows that having a corporate-branding strategy resulted in a 10% to 15% cross-selling rate; this is because up to 40% of their guests returned for another stay. We compare these numbers to those of the individual-branding’s...
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...purpose of this case analysis is to address the key marketing issue for the Hilton Hotels. The marketing strategies Hilton should pursue in the hotel and gaming markets will be discussed and recommendations will be made. In addition, the use and implementation of the SWOT analysis will be incorporated throughout the discussion. Information will be provided from the case study and the use of secondary resources for support of the marketing strategies recommended for the Hilton Hotels. Market Summary Hilton Hotels is one of the market leaders in the hotel and gaming industry in the United States. Hilton is a well-known and distinguished name in fine hotels across the United States and worldwide. In 1999, Hilton expanded aggressively by acquiring the Promus Hotel Corporation, Hampton Inn and Suites, Doubletree Hotels, Embassy Suites Hotels, and Homewood Suites. Hilton Hotels Corporation has grown to become the world's most recognized and most successful hotel company (Hilton Innovation, 2007). With the 2006 acquisition of Hilton International, Hilton Hotels Corporation became a global force with more than 2,800 hotels in more than 80 countries throughout the world (2007). Market Demographics The demographics for a diverse company such as Hilton offer a wide variety of customers. Hilton's target market includes the everyday business traveler, families on vacation, leisure travelers, and the convention business segment. After the events of September 11, the hotel industry...
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...Hilton core business: Hilton Group of hotel is one of the renowned names in the lodging industry. With close to 3000 properties and 500,000 rooms in 78 countries, it is among the top most brands in the hospitability sector. It is a brand management company, catering to the needs of millions of travellers around the globe. With about several billion dollars of real estate invested in Hilton brand of hotels, it offers distinct products across a whole range of consumer segments. Being a brand management company, Hilton hotels own many properties and also franchises its brand name to the property owners who chooses to invest with them. While offering its brand, Hilton wishes to create a unique standardized experience for all the customers across the world. At the same time, Hilton offers property owners an immediate recognition, more footfalls, advertisements and other branding benefits so as to have the best guest experience associated with the Hilton Hotel Brand name. Hilton competitive advantage lays on both its size and diversification as it is present in almost all the segments of the industry. Unlike their competitors who are either big but less diversified or are diversified but lack presence in all segments, Hilton brands offer whole gamut of products in all segments. As per my analysis Hilton hotel is mix of both sales oriented and market oriented firm with the belief of putting customer needs first. Their Customer Really Matter initiative and the subsequent OnQ program...
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...purpose of this case analysis is to address the key marketing issue for the Hilton Hotels. The marketing strategies Hilton should pursue in the hotel and gaming markets will be discussed and recommendations will be made. In addition, the use and implementation of the SWOT analysis will be incorporated throughout the discussion. Information will be provided from the case study and the use of secondary resources for support of the marketing strategies recommended for the Hilton Hotels. Market Summary Hilton Hotels is one of the market leaders in the hotel and gaming industry in the United States. Hilton is a well-known and distinguished name in fine hotels across the United States and worldwide. In 1999, Hilton expanded aggressively by acquiring the Promus Hotel Corporation, Hampton Inn and Suites, Doubletree Hotels, Embassy Suites Hotels, and Homewood Suites. Hilton Hotels Corporation has grown to become the world's most recognized and most successful hotel company (Hilton Innovation, 2007). With the 2006 acquisition of Hilton International, Hilton Hotels Corporation became a global force with more than 2,800 hotels in more than 80 countries throughout the world (2007). Market Demographics The demographics for a diverse company such as Hilton offer a wide variety of customers. Hilton's target market includes the everyday business traveler, families on vacation, leisure travelers, and the convention business segment. After the events of September 11, the hotel industry has...
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...SUBJECT: Case Study: Hilton Hotels – Brand Differentiation Through Customer Relationship Management List of Key Issues or Problems in the Case * Hilton’s strategy to maintain its leadership position in the US as well as in the international lodging market * Hilton’s focus on profitability and Return on Investment * Personalized customer service and development of Customers Really Matter initiative (CRM) * Implementation of a new enterprise system OnQ and the associated costs * Maintaining competition with other hotel brands Discussion questions 1. What is Hilton’s core business? The case presented in the book describes the evolution of Hilton Hotels Corporation, nowadays known as Hilton Worldwide. It is a public company founded in 1919 by Conrad Hilton. Hilton is one of the leading hospitality companies comprised of over four thousand hotels in ninety-one countries. Hilton’s web site states the following: “Ten brands, more than 4,100 hotels, and more than 300,000 Team Members across corporate offices and owned, managed and franchised properties make us the world’s leading hospitality company.” Hilton’s core business is to provide outstanding customer care of their guests, ensure their one of a kind experience while staying at the hotel. The acquisition of Promus Hotel Corporation in the year of 2000 added additional 1700 hotels to Hilton Worldwide. The company also invests heavily in the new hotel development, franchising and affiliating with real...
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