Creative Concepts At A Hotel Company

The Club Med (A) case examines the companies core values, innovative goals in providing a complete all-inclusive resort getaway experience for their customers, and competitive advantages and disadvantages the resort company had against others. They pride themselves on being innovators and on customer satisfaction, though they did begin to fall behind in some areas due to new competitors entering their category. Some of the Club Med issues were that they didn’t seem to actively take new threats very seriously, they were heavily catered towards the French/European culture, and how they didn’t have much flexibility in terms of adjusting their services to fit consumer needs better.

One of the main tasks of the enterprises of various forms of ownership and spheres of activity - the search for effective ways to manage labor to ensure the activation of the human factor and achieve the best production results. The company «Hyatt Hotels Corporation» is today one of the leading companies offering hotel services. The company, headed more than 500 hotels all over the world, is of great interest as an object of study of the corporate culture, because it includes a huge number of employees (more than 30 thousand people). Hyatt Hotels and Resorts are distinguished unsurpassed quality of services precisely because of its staff. At the heart of the corporate principles of the company have the task to give our employees

Marriott established six strategies to compete with its rivals. The first strategy was the Next Generation travelers, which purpose was to understand and attract Gen X, Y and future guests. The second strategy was the Brand distinction as a way to invest in innovation and differentiation. The third one was the Portfolio power which built loyalty with the most compelling family of brands. The fourth and fifth ones were the Technology leadership which empowered connections for guests and associates and the Owner preference which generated value for hotel owners and franchises. The sixth strategy was the Global Growth which guided Marriott to expand their footprint and profitability. Other than these six strategies, Marriott also developed a corporate social responsibility strategy known as the “Spirit to serve”. (Marriot, 2014)

The success of adapting to each location’s unique attribute has produced a better experience for the Ritz-Carlton’s guest. Their business plan has been designed to identify their target customer and what they value as luxury. The management team has identified the critical process that every location has to implement. This standardization provides the structure for the property manager to focus on the experiences of the customer. By using these different elements to gather feedback for problems and solutions, they are developing the key process to anticipate a customer’s needs. The “collection, analysis and distribution of information, including output and quality reports on a company’s process” (Brown, Curry, Jeffery & Edmund, 2003 Pg 100) is exactly what the Ritz-Carlton management team has implemented. Their ability to anticipate their customer’s wants and needs has set them apart from their competition regardless of location and workforce.

RIU Hotels & Resorts remains the firm favorite for hundreds of travelers who select them year after year for their vacation.

The focus is on the hotel industry because; the geographical location of a hotel has a

Hotel Clarion is private sector business associated with poviding tertiary sector hospitality services for profit. Clarion was established in the year 2002. It is a 3 star luxury hotel that is located in Kandy road, Kiribathgoda. With 32 functioning rooms, 3 halls, 3 clubs and a swimming pool they are the biggest and leading hospitality business in the area. They recently have also ventured into education with their new hospitality institute.

Porter defines cost leadership, differentiation and focus, as the basic business strategies for an organization to gain competitive advantages. An effective competitive strategy should be based on the organization’s goals and objectives as well as the market situation (Allen & Helms, 2006). Hotel ICON is an independent teaching hotel focusing on creative and innovative design and services. As the slogan ‘Unlike Any Other’ illustrates, Hotel ICON strives to create a unique hotel experience for customers instead of a stereotype one that they can gain in most chain hotels. This indicates that the hotel is following a differentiation strategy to gain competitive advantages in the Hong Kong hotel market by providing stylish design supplemented by the revolutionary technology trend (Hotel ICON, 2011).

Branding strategy has become an essential part of all the industries and the business organizations believe that it is the brand which makes and withstands the value for a longer period of time. Branding is one of the most important aspects of any business large or small and it is the effective brand strategy which gives a major edge in the competitive markets. In this article we will find ten assumptions in the hotel industry which might give a boost or a major rise for an extended period to the brand.

Challenge in the Assumption –Lack of branding might result in a loss of reputation for the Hotel. This aspect is true for almost for most of the hotels as branding is a part of the marketing strategy.

Brand name in the hotel industry offers tangibility to the intangible services provided by the hotels.

This segment strategy is based on the idea that brand name is part of process of giving tangibility to what is essentially in tang legible. In this regard the brands values is based on potential guests awareness of the brand, there perception of its quality and over all customers satisfaction.

According to me the assumption made by the authors is absolutely valid. In the current scenario the guests have become more demanding and brand conscious. I

‘The hotel overbooking problem arises as a consequence of the option given to prospective guests to cancel their reservations prior to their arrival date’ (Liberman & Yechiali, 1978)

Living as a foreigner in any country is not an easy task no matter why you have to be there: it can be for studies like we are, to accompany your spouse, to be an employee and especially hard is to establish your own business abroad. You have to keep in mind various aspects if you think about starting from currency, living arrangements, funds, working permissions and ending with performance standards, law regulations and so on. In this report I will explain my idea of establishing a hotel in Dublin, capital of Ireland, make an analysis of economic situation in Ireland in general and in Dublin is particular, attractiveness of Dublin for tourists, competitive situation in hotel industry and norms and regulations that are necessary for