Good Hotel’s General Manger, Pam Janusz was asked to provide a recommendation on whether to continue, expand or discontinue the Good Hotel concept to the new ownership group. Pam pondered how to evaluate Good Hotel’s performance in order to determine its long-term viability in light of the economic downturn in general, and the increasing competitive dynamics in the tourism and hospitality industry in particular. The case focuses on the company’s unique strategy in the U.S. lodging industry and its superior approach to strategy execution. Suggestions for Using the Case You should find that the students will find the case of interest because of the Good Hotel’s focus on sustainability and because of its rapid turnaround in the San Francisco market for hotels. The case is best suited for your module on strategy execution and provides an illustration of how to implement a focused differentiation competitive strategy.
Part Two: Internal Environment 2.1. Company Goals Vision Statement: To be the #1 hospitality company in the world, leading on three success measures: loyalty, profitability and growth. Strategic Objectives Marriott has developed various strategies to attain their desire to be the most successful hospitality company worldwide. Setting specific goals for the company gives them a better direction in how to achieve them as well as how long it may take. Marriott realizes that close to half the population on earth is under the age of twenty-five.
Case Study Good Hotel: Joie de Vivre This case study was about a hotel that was call Good Hotel, that was being bought by Joie de Vivre’s, a boutique for hotels. Joie de Vivre Hotels is California's largest boutique hotel collection. Founded in 1987 in San Francisco by Chip Conley, Joie de Vivre has built a reputation for creating some of the most innovative hospitality services and products and designing one-of-a-kind properties in the U.S. – from boutique hotels to Japanese communal baths to exciting restaurants and lounges. Joie de Vivre's brand personality has a lot in common with the California lifestyle experience: it’s fresh, inventive, casual, and grass roots oriented. Given its growth throughout the state, Joie de Vivre Hotels is becoming the hotel brand synonymous with the California travel experience.
Environmental Trend Analysis-Gatorade Xtremo By MBA 6110 Dr. Thomas Steinhager Thursday, January 21, 2010 Environmental Trend Analysis-Gatorade Xtremo 1 Abstract The product that I have selected for this project is Gatorade Xtremo. Gatorade launched Gatorade Xtremo, a new line of fruit-flavored drinks targeted to Hispanic athlete consumers in March of 2002. As labor and market populations diversify at astounding rates, attention to diversity is undoubtedly an important business concern. Companies such as PepsiCo, Johnson Controls, and Pfizer Pharmaceuticals (among many others) tout diversity management as being “a key to competitive advantage.” Yet, in many organizations, decision makers have yet to embrace diversity as a vital component of overall business strategy. Though considered “the right thing to do,” diversity strategy is not perceived as being a top priority regarding the success and profitability of these companies.
Case Study – The Regency Grand Hotel Description: The Regency Grand Hotel, a five-star hotel in Bangkok, Thailand is noted to be one of Bangkok’s most prestigious hotels and its staff enjoyed the prestige of being associated with the hotel. The recent sale of the Regency to a large American chain of hotels and the appointment of a new general manager, John Becker, an American with 10 years of management experience with the hotel chain have significantly affected the hotel’s reputation and good standing in the hotel industry. Becker thought that the practice of empowerment would benefit the overall performance of the hotel. From his U.S. experience, Becker “found that empowerment increased employee motivation, performance, and job satisfaction, all of which contributed to the hotel’s profitability and customer service ratings” (McShane/Von Glinow, p.188-190). Not long after implementation of the practice of empowerment, Becker realized that contrary to his expectations, the business and overall performance of the hotel began to deteriorate.
I have identified some strength’s, weaknesses, opportunities and threats in regard to the hotel. Some of the strengths of the hotel are: * Ramada brand recognition * Quiet location back from noise of the highway * Newest hotel at exit 36 Some identified weaknesses: * Difficult to see from the highway * Poor Tripadvisor positioning * Only corporate marketing utilized Identified opportunities: * Improve the quality of guest amenities. Be above average. * Numerous resources for minimal investment to market the hotel. Identified Threats; * 1 Numerous other hotels of similar quality * 2.
Vision & Mission Statements: Hilton Hotels & Marriott Hotels BMGT 364 June 8, 2014 The core values of a company are what establish the foundation of a business and help set the goals and objectives for the company's future. The Hilton and Marriott Hotels are two well known and prestigious companies, both having been established less than a decade apart from each other. The mission statements and core values of both of these companies are similar in many ways, however they differ in the depth that these aspects are defined and brought to light. The Hilton's mission statement; though short, revolves around being a first choice of customers, employees, and it's owners. The same can be said about the company's vision statement; being terse if not almost impartial to customers.
The customer was treated as a customer, for generating revenue and not as a friendly guest, giving them the warmth and friendliness as a home away from home. Moreover, Mr. Green wanted to target the hotel to cater to High End, corporate FIT (frequent individual traveler), give them uncompromising quality and amenities along with actively listen to guests and employees, anticipate market needs, liberate themselves from old ways of doing things, and provide a wonderful employee experience. One of the most common means to communicate strategic direction is a written Mission statement.
Following the Beverly Hills, Kerzner built the 450 room Elangeni Hotel, overlooking Durban’s beachfront and, in 1969, in partnership with South African Breweries, he established the chain of Southern Sun Hotels, which by 1983 operated 30 luxury hotels with more than 7000 rooms. In 1975, Kerzner opened his first hotel outside South Africa on the Indian Ocean Island of Mauritius which he named Le Saint Géra. A great success but not enough to calm SIR Kerzner. The construction of Sun City, a complex of hotels and casinos in Bophuthatswana, the only region of South Africa allowing gambling. Again, spas, golf courses, chefs, nothing is too good to wealthy customers who flock from around the world.
I have planned to take up ‘BBA in management’ offered by the American national College in partnership with the Northwood University, USA in order to accomplish the mentioned goal. By, 28 years of age, I would like to establish myself as an efficient manager, particularly an operations manager or a human resource manager, in the same company that I would be initially employed as a management trainee. I expect to serve the company with sincerity along with the application of theory in practice. Between 24 and 28 years of age I would take up a MBA in International management while I attempt to settle down as a recognized manager in the particular company I work for. I have planned to complete my MBA by 28 years of age at the most.