Hilton Case Study

Conrad Hilton has an influential characteristics to influence people and became an idol for his time. The reason why people take him as idol is because he was a successful entrepreneurs and also a legislator to global leaders. He bought an unprofitable hotels and turned it into a brilliant hotels. After Hilton used his “magic formula” to control the hotel cost, they earned the margin at the end of the month. Hilton suggested that each hotel have to controlling to its individual costs and increase the profit without interrupt their service towards the

Tourism is one of the most international industries. Globalisation is the gradual forging of links between groups and societies until they finally reach around the globe in several directions (Smith, D,2006). Globalization is one of the serious challenges facing managers today. It is critical to develop services that are able to satisfy a highly diverse customer base (Ueltschy et al., 2007) Now to keep up with the rising levels of globalization in the hotel industry, there’s a need to understand not only the positive, but also the negative impacts of globalisation. I’ll also talk about the growth and rise of one of the most respected brands in the hospitality industry - the Hilton Hotels. Throughout the evolution of this famous organization, the Hilton has

Marriott is renowned for its elegant and comfortable hotels and resorts. The company caters to a targeted customer base, ranging from the frequent corporate business traveler to the family enjoying their occasional weekend get-away. Marriott has continued its rise in the lodging, contract services, and restaurant industries. The company continuously strives to meet the needs and wants of its customers while strategically maneuvering the rigors of today’s competitive and ever-evolving market of glamorous destinations and convenient services. In order to remain relevant in a highly-competitive environment, Marriott must strike that successful balance of minimizing costs, and gaining and effectively

Customers are the backbone of every business which is why building a solid relationship is essential to the success of every business. In order to remain competitive companies must be able to meet the needs and wants of their customers. With new hotels and casinos on the rise in the Caribbean, the hotels and casinos operated under Diamond Cluster Entertainment are struggling to remain competitive. Their competitors are making themselves known via social media and other online marketing strategies. This company is ignoring the importance of social media which is why they are struggling to remain competitive and build a solid relationship with their loyal customers. Their competitors are also investing in loyalty programs that offer customers free rooms, room upgrades, casino credits, and other perks.

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.

Hilton Hotel is founded by Conrad Hilton, they started their operation since 1919 and since then, they become one of the well-respected premier hospitality organizations with diverse employees worldwide. Currently, they have more than 4,600 owned and franchised hotels and resort chain in 100 countries. It has more than 200,000 rooms to accommodate guests from different parts of the world. It has more than 400,000 employees and team members to answers the needs of their guests (Hiltonhotelworldwide.com, 2016). In most of their branches their organizational structure is simple, with managers and supervisors from a different department, including admin, marketing, finance, human resource, concierge, food and beverages, housekeeping and etc.

targeted those people who would recognize and appreciate quality lodging and not those who were seeking “cheap sleep”.  Inviting potential guests or individuals who might influence visitor hotel selection to launch parties, swim parties, cocktail parties and other planned events.  Targeting supportive hospitality businesses.  Packages that supported local businesses were developed.

In addition, Hilton Hotels Corporation is supporting its portfolio of commitments in a number of ways, by:

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

Maverick Lodging is a hotel management company that manages the day-to-day operations of third party franchisees of the Marriott Corporation. The company has recently implemented a balanced scorecard in an effort to align company strategy, structure, performance measurements, and incentives. The organization strategy involves growth in revenue and customer base with the use of differentiation. Issues with the current scorecard and its measures have been identified. Alternative solutions have been researched. A recommended course of action is presented that will allow Maverick Lodging to achieve its strategic goals and objectives.

In order to deal with ways to sustain Wyndham’s competitive advantage built by the ByRequest initiative, we first need to get acquainted with its business values; Wyndham’s ByRequest program created a comfortable and memorable upscale guest experience and shaped recognition in the industry from a customer service standpoint. Being still a relatively new program, the company was limiting its focus on analysis and thus conducted limited historical study and no collection of a typical demographic data like age, income etc. But while its impact on revenues was still small, it was a success in defining Wyndham’s brand. In order to keep and even extend this current competitive advantage over time, the company needs to leverage its growing

1. Why might Bollenbach have opened his bidding for ITT at $55 per share? What was his likely strategy?

A lot of business travellers want to stay in well known hotels like Mariott or Hilton. Only 16% want to stay in individual hotels. So for the industry it is important to have a very good reputation. Of course the people try to get the best price for a room and most hotels have company rates which are below the normal rack rate. Also important for a booking is the location of the hotel and the bonus programs. For 26% of the guests Airline milage is important. So the hotels have to work with airline companies and they want special conditons as well.

The Ritz-Carlton Hotel Company operates within the upscale & luxury hotel industry. While it could be argued that Ritz-Carlton operates in the more broad and inclusive lodging industry, they offer a highly differentiated product and service and therefore find themselves operating in an exclusive industry alongside very few direct competitors, such as Four Seasons Hotels, HongKong and Shanghai Hotels, and Starwood Hotels & Resorts. Therefore when analyzing this industry I will not be including cheap hotels, motels, lodges, or inns, unless to offer potential substitutes to luxury hotels. In order to assess the attractiveness of the upscale & luxury hotel industry, an analysis of the general environment surrounding the industry must be

The organization has explicitly kept this advantageous environment over other organizations by improving its service capacity. Additionally, the organization ensures that it stays ahead of its rivals by engaging in research and development that focuses on luxury products and markets analysis. The Ritz-Carlton hotel uses data from its research to predict the future of the industry; therefore able to dictate what and how the market will trend in the foreseeable future. Another factor that keeps the organization’s advantage over its rivals is that while rivals tend to become a hotel brand in the industry, Ritz-Carlton has rather position itself to be a leader and lifestyle brand that constantly develop new properties and ensure that customers live the culture of the hotel. The final factor that has kept the advantage of the organization intact is the culture of trust that exists between the management and employees. The leadership of the hotel lives and communicates the organization’s value to its employees who in turn satisfy customers in a way that they often anticipate a return visit. These are some of the reasons that the Ritz-Carlton hotel continued advantageous environment over its rivals has persisted in the hotel and resort industry (Reiss,