Industry Context - Boutique Hotels

Waves international hotel is a large hotel which resides in the Sultnate of Oman, whereby having branches in Muscat and Salalah, Dhofar. The hotel has come a long way ever since its pre opening in 15th July, 2012 with the aim of extending their brand chain locally and internationally. The hotel serves to provide luxurious accommodation along with breakfast, lunch and dinner buffet facility. Furthermore, the hotel have the amenity of gym, swimming pool for adults and kids both, room service, 24 hours free wi-fi and reception service for their respective guests to ease their stay in Oman. Waves international hotel aims to become a leading hospitality management to express the Omani culture to the world by expanding and enlarging its business

Highly important to leverage on internationally renowned ‘CBRE Hotels’ and launch a marketing campaigns (press-releases) focused around CBRE’s newly introduced hotel division (regardless of how the service line is structured internally)

In the year 2000, The Ritz-Carlton Hotel Company paired with luxury real estate developer Millennium Partners to build a $225 million hospitality complex in the heart of Washington DC. This 300-room hotel was set to be the first out of a six-hotel deal between these two companies. The structure of the deal was that Millennium Partners would be the owners of the properties and The Ritz-Carlton would manage them.

Fasano Hotel is a boutique hotel owned and managed by the Fasano family, who always offer a high quality service to their customers. Thinking of taking a step forward in pursuit of its main objective, which is to become a leader in the hospitality industry, our brand is confident to embrace a new challenge and open a new hotel in the city of Vancouver. To support this process and keep our mission, vision, and values on track, our human resources department developed a strategic plan. First, our department analyzed our opportunities, threats, strengths and weaknesses. Then, based on the findings of this analysis, we created six corporate strategies and several actions to be implemented in order to fulfill these strategies and help the transition. Lastly, we evaluated our human factor, which is our employees and everything related to them such as hiring, recruiting and training processes, and we did a comparison with The Ritz-Carlton, which is the world 's benchmark in the hospitality industry and in the customer services area.

The Hotel Monaco recognizes that 65 percent of their clients are business travelers and therefore accommodate this clientele’s stay with the appropriate amenities. They do this by providing three meeting rooms, each guest room has a two-line phone and a fax machine, they provide business services at the front desk, and have full audio/visual department. Where they go above and beyond is being the Hotel Monaco is of a boutique design with 192 rooms priced in a four-star range they provide the same quality and services of a luxury hotel but in an atmosphere of staying at a friend’s home. These adaptations in their operational organization to better suit the needs of customers within varying regions of operations have effectively proven to be profitable.

Nonetheless thanks to the implementation of a corporate branding strategy the customers will immediately create a connection between the different properties of the company, thus extending these benefits to the whole company. As a result in the end the name “Rosewood” will become a status symbol and the value generated for the company will be greater than before. The customer brand awareness and loyalty will now refer to the entire company and no longer to the single property and I think this is particularly important in a luxury market. In fact the cost of a stay at a luxury hotel can be quite high and customer may not be willing to pay such a high cost if they are not aware of the quality of the service they are paying for. Therefore customers will probably keep visiting a Rosewood resort they have already stayed at but they are likely to choose a more known chain-like luxury hotel in case they need to find accommodation in another part of the world. On the contrary if the customer is able to create a connection among all the different Rosewood properties, he/she will perceive an equivalent quality throughout the resorts and know in advance that the service is worth the price he/she is paying. As result the property-specific loyalty will turn into a greater

From the description of the case study, it seems that the reason lead the Portman Hotel to this terrible situation was that their HR policies were inconsistent with its strategies. The Portman Hotel's philosophy is that if they want their customers treated better, they must treat each other better. They also think the Portman Hotel is a place where they can make their employees feel satisfied with their jobs. Their jobs will be fun and they will fulfill their expectations. The employees will have the best work experiences. Besides, the Portman Hotel expects to be the best employer in San Francisco. They are willing to show their trust and pride in their employees. That's why the hotel considered their "associates" of the highest potential,

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.

Facilities; differentiating form other competitors offering a unique service, which include, restaurants, tennis courts etc.

Within the luxury tier, many of the players do not actually own the hotels themselves, but instead manage the operation of the business, similar to that of FSH. In the luxury segment, competition for acquiring new management agreements becomes very high as hotel owners make their choices based on the quality and value of a company's management service and most importantly, its brand name. Moreover, guests who choose to stay in luxury hotels are commonly not very price sensitive, and thus it is essential that a hotel distinguish itself amongst its competition by providing value added services as well as maintaining an untarnished, reputable brand name and image.

The reports related to profit, investment, etc at the end of the month takes time to get it.

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 hotel industry is one of the most prolific industries in Australia due to its presence in society and, the impact it has on the nation’s economy. Advances in technology since the end of the 20th Century have allowed the service market of a hotel to develop rapidly (Hilton Melbourne South Wharf

InterContinental Hotels and Resorts have over 180 hotels which are located in more than 60 countries in the world. The company operates for over 70 years and it is one of the major luxury hotel and resort brands.

They are often do not meet the requirements needed for hotels with 5, 4 and even 3 stars because of their size but they don’t inferior in quality of service by any means. The basic idea of boutique hotel is a unique, one of a kind, high-class accommodation for people with medium to high income that provides exclusive services tailored for the target group of guests.