Essay Comprehensive Strategic Plan of Ihg

Global statistics. Since the mid-twentieth century, the spa industry has grown significantly around the world. In 2013, the market size of the global wellness industry grew up more than 3.4 trillion U.S. dollars. According to “The Global Spa & Wellness Economy Monitor Report”, the global spa industry generated $94 billion last year. Thermal/mineral springs sector of wellness industry generated $50 billion worldwide. But wellness tourism (or travel associated with maintaining or enhancing health or wellbeing) was the fastest-growing part of the industry for the past few years. The amount of the earning of this part of the industry was equal to 494 billion. For period from 2012 to 2013 number of people that had taking wellness trips grew by 12% according to U.S. spa industry revenue report for 2013 (“ Statistics and facts”, n.d.).

This report will be discussing strategic management to a company in the airline industry. This report will examine a chosen company’s strategic management and outline the stages. Strategic management is analyzing the situation facing the firm, also on the foundation of analysis formulating a strategy and lastly implementing strategy. Strategic management is the identification and the description of strategies that can be used by managers so as to attain better

For instance, in the hospitality industry, the Hilton brand symbolises high-end properties, elevated quality of service and a unique guest experience. Brand name and brand image are essentially two factors that differentiate companies which operate in the same industry and market. Therefore, the brand name must be unique. Hotel companies like the Hilton have established strong national brands and seek to use them globally with an intention of increasing profits. Once its established as a global brand, the company has successfully created an international image that can lead to increased efficiency through branded marketing efforts and cost savings on a much larger scale. Nowadays with an increase in international travel, the competition among international hotel corporations is becoming a lot more competetive. Those tourists that travel to foreign countries tend to stay in one of the known hotel brands and their standardised quality of service. Hotel chains are motivated to maintain a high rate of global expansion as a key marketing strategy of creating brand loyalty (King,

Since the stakeholders revokes their contract with Regale Properties whose strategy is to host the city’s festival as marketing strategy to launch the hotel product offerings into the market and prefer moving into franchise with Marriott for best reasons known to them. The decision problem becomes “How do we better position and market the hotel product offerings into the mature competitive market?” To better define the problem at hand, we need to identify key decision elements surrounding the problem such as:

InterContinental Hotel Group is a hotel company with over 350,000 employees working in 100 countries. It has over 5,000 hotels globally. One of IHG’s brand is the Holiday Inn, the Holiday Inn’s international headquarters are in Americas, Europe and Australasia. In London, UK, there are 72 hotels with the Holiday Inn or Holiday express brand. The InterContinental Hotel Groups structures their business into sections depending on what the hotel’s aims are. For example, the Holiday Inn Resort is abroad with outdoor swimming pools, it’s a very holiday place when you can spend 1-2 weeks there where the Holiday Inn is a place to stay over for one night or even the weekend. These two hotels have the same brand but different aims.

Nations Hotel Corporation is one of the reputed USA based hotel company, with an international presence in 15 countries worldwide. Hospitality industries are quiet competitive in nature and today’s success rule of hospitality includes knowledge, customer satisfaction and operational efficiency which provides pleasure of stay and departure to their guests. Any addition or subtraction in these components can increase or decrease the rating of any organization. Nations Hotel with 98% brand awareness and 72% as customer satisfaction ratio were still far from the race of preferred choice amongst the customers. Hence there, arose a need to

For my luxury brand marketing analysis I choosed the Four Season Hotels chain, as on my mind it is one of the most successful and well-known hotel chain, providing 5 star service all around the world.

Hilton Hotels is one of the biggest players in the US lodging industry. It contributes to about 9% of the total rooms in US lodging market. It has presence in over 78 countries with more than 2500 hotels. Lodging industry is highly capital intensive industry, so to reduce capital expenditure Hilton Hotels opted for self-owned Hotels as well as franchising model with the real estate owners. One of the key features of lodging industry is low switching costs for customers. There is very little margin to differentiate from the major competitors in the industry which include Marriott international, IHG, Accor etc.

Strengths: - it is told in the background of the company that the Holiday Inn brand is a firmly established hotel and industry leader in hospitality. Holiday Inn vary its range of products ,expanding its operations rapidly in the high end, business and middle classes in their product

Delicate consideration of factors pertaining to the internal and external environment, are a necessity in executing Hyatt’s ultimate goal of “being the preferred brand”. Internal and external environments are factors that may be within or beyond the control of the firm. Theses factors influence the direction, action, structure, and internal process of an organization. The operating, industry, and remote environments are sub-environments that are associated to a firm’s environment (Pearce and Robinson, 2013). Its associates, guests, and owners through its presence in each community it is located in impact Hyatt’s environments.

This team will support all of HHC's core businesses and work closely with hotel ownership and management groups to achieve its stated goals.

is one of Canada’s top hoteliers in the mid-market, owning interests in 16 hotels in Canada and the United States. Furthermore NGI is in ownership of 2,200 rooms in 17 hotels across Canada and the United States. The Company is expert in all facets of the hotel business, from marketing to building to management. Focused on creating the best return and value for all stakeholders, Northampton’s market-sensitive strategy is to acquire or build hotels that provide great value and superior accommodation. Gratefully, NGI excels in this sector by offering services that exceed expectations while still posting industry-leading margins. Besides acquiring and developing undervalued and underutilized hotel assets, NGI also provides superior overnight accommodations at mid-market prices. This has been done through aggressive marketing, re-branding and ongoing hotel upgrades.

The main objective of the company is not only to attract but also to retain staff who are interested to work in the hotel business for the five-star level of high service, taking into account the wishes of clients, and which offers an innovative, dynamic environment and reflects the culture of the local country. To achieve this, Hyatt strives to be a company listening to well-informed and concerned people. Hyatt provides plenty of opportunities at all levels for their employees, which are accompanied by numerous development

With this information a key question to ask when conducting a strategic analysis of Maverick Lodging can be formulated. Does the current balanced scorecard completely parallel the overall objectives and strategic goals of the organization? The answer is no. Maximum differentiation will not be produced. As a result, growth will not be maximized. This represents the main issue with the case discovered by this strategic analysis. The following issues are all responsible for the failure of the balanced scorecard to reach the company’s strategic targets.

While different organizations appoint several stakeholders for this task, others restrict their strategic planning process to their internal stakeholders only. In this case, only top executives are responsible for the planning and decision-making. However, in the Ritz-Carlton hotel, both internal and external stakeholders are involved in the strategic planning process. The organization understands the benefit of inclusion in generating ideas. This paper will, therefore, elaborate on the Ritz-Carlton hotel as a familiar organization and duly identifies the various stakeholders that ought to be involved in its strategic planning process and the paper examines the importance of these stakeholders and the unique insight they bring to the strategic planning process. Furthermore, the paper considers the various functional areas that are important and the functional areas that are less relevant in the strategic planning process. As in every organization, decision-makers are important so this paper identified key decision-makers in the Ritz-Carlton strategic planning process and finally, we evaluate the importance and effect of these stakeholders in the organization’s planning