Maverick Lodging Essay

When making his decision, McGregor should consider seriously the negative consequences that his business will experience if he refuses Alward’s offer to fill the motel for the two weekend nights in October, at half the room rate. If McGregor refuses, during that weekend his motel will be at his usual capacity of less than quarter full. With the church group there, paying half the rate, it will be as if the motel were half-full! In addition, if he refuses, McGregor’s reputation in the community will suffer, and he will also lose all future business from Alward’s group and other church groups, at regular price. Consequently, Justin McGregor should accept Alward’s offer but under the following two

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

A Balanced Scorecard is, “A set of four measures directly linked to a company’s strategy: financial performance, customer knowledge, internal business processes, and learning and growth” (Pearce & Robinson, 2009, p. 202). Healthy Place needs to develop a balanced scorecard in order to assist in defining the company’s mission, values, vision, and SWOTT analysis. Herein, the four perspectives, financial performance, customer knowledge, internal business processes, and learning and growth will be discussed as they relate to the Healthy Place mission, values, vision, and SWOTT analysis.

SpringHill Suites Denton is not immune to the constant change within the hotel market and its workforce. Like every other hotel within the city of Denton it must stay aware of said changes and implement strategies to stay relevant to its consumers. Throughout the paper we will explain and analyze the external and internal forces of change that affect the success of

Fairmont Hotels & Resorts is Canadian based operator of luxury hotels and resorts. Fairmont hotels is currently operating in 19 countries including Canada, the United States, Azerbaijan, Barbados, Bermuda, People's Republic of China, Egypt, Germany, India, Indonesia, Kenya, Mexico, Monaco, the Philippines, Saudi Arabia, Singapore, South Africa, Switzerland, Ukraine, the United Arab Emirates, and United Kingdom. The first hotel to have Fairmont name is located in the of San Francisco and its structure survived to the earthquake of 1906. But after that that damages the hotel caught fire and it was removed under the eye of architect Julia Morgan and finally opened in 1907 acquired by Benjamin Swig in 1945.

This paper will detail the approaches that companies use in devising and executing strategies. In particular this paper will discuss the approach of a balanced scorecard that is widely used by both large and small organizations. To elaborate, this concept paper will deal with the application of the concept to the business model of “The New You Boutique”. Once the boutique’s significance, mission, vision, and profits are appraised then the strategic plan of the balance scorecard can be devised. This paper will also focus on the contingency planning, risk alleviation, and ethical dimensions of the developed plans.

Hilton Hotels is one of the biggest players in the hospitality industry with over 2900 (as of September 2007) hotels worldwide consisting of numerous brands and products. The hospitality industry is service centered and highly competitive. The challenge for Hilton is to create and deliver value better than its competitors. Hilton understand that it is important to improve customer experience and build strong relationships with the customers. Hilton Hotels adopted a Customer Really Matter (CRM) strategy out of necessity to cater for

In this section we look at who are our competitors in the same industry and how can we gain the large portion of the market share and profits. However, if the level of competition becomes too high it can ultimately lead to a decrease in profits. There has been an increase in the amount of competitors on the tourism industry over the last 10 years, with the introduction of online sales and new airlines. For the tourism industry the level of competition can be quite high as

The hotel industry has transformed into a global industry that is characterized by competition (Kotler, et al., 2016). As a result, McQuarrie Hotel has used modern systems to improve its staff efficiency, customer experience and increase profitability and embraced current technologies to improve service delivery, staff efficiency, and profitability to gain a competitive advantage. McQuarrie Hotel requires constant review and change to respond to the ever-changing customer requirements and demands efficiently (Kotler, et al., 2016). Technology helped McQuarrie Hotel owners to achieve and maintain customer loyalty, increase profitability, and enhance the quality of services offered.

The Porter’s Five Forces analysis and the assessment of the general environment of the Indian hotel industry suggest that opportunities clearly outweigh threats in this marketplace. The major competition in the hotel industry in India contains the ‘two-star’ and ‘three-star’ hotels. We plan to compete in the ‘five-star’ and ‘five-star deluxe’ market and therefore, avoiding a vast amount of competition in this regard.

Individual hotel and Rooms department are Profit Centers, Revenue department, Front house and Events department are Revenue Centers and Housekeeping department and Repair & Maintenance department are Cost Centers. Most important success factor for the E.C.HO is financial performance. Following measures of performance are critical for the hotel setting: Nat Profit Margin, Gross profit margin, Occupancy rates, ADR and RevPAR, Meeting occupancy. Besides, there are non-financial indicators as drivers of future performance for service quality (communication, responsiveness, reliability, competence), customer satisfaction (quest surveys, customer retention) and market reputation (ORM). There is a correspondence between the CSF’s and measures discovered in pervious researches and the studied case, except market reputation that was not mentioned before. Measures are not integrated in one explicit tool nor tailored to fit the needs of an individual

With the development of tourism, hotel industry competes sharply.A hotel using the different strategy to increase their competitive advantage.Cliff Bowman advance a theory which is Strategy clock, is a tool to analysis enterprise's strategic choice with 8 different type of competitive strategy options including 'No fills', Low price, Hybrid, Differentiation, Focused differentiation, increased price with standard value, increased price with low value and low value with standard price.In the price based strategy( 'No fills', Low price etc) is the most common strategy used in the hotel industry.A low-price strategy reflects to seek to achieve a lower price than competitors whilst trying to maintain similar perceived product or service benefits to those offered by competitors.(Johnson & Scholes, 2008)'No frills' means combine a low price, low perceive product or service benefits and focus on the price-sensitive market segment. Nowadays, there have a lot of argument and discussion about the impact of price-based strategy.In this essay will explain two side arguments of price-based strategy which including pros and cons, needs and risk, also my opinions.

As a primary worldwide provider of travel-related services such as rentals, lodging, conference facilities, and timeshare exchange, Wyndham Worldwide has overcome inconsistent branding strategy, unstable mergers, and acquisitions, as well as the 2008 economic recession to retain its top position in the industry. An internal and external analysis of the company, opportunities, and threats faced by the firm, its competitive advantage, and a strategic focus reveal the issues that need to be addressed henceforth for it to remain relevant in an increasingly competitive global market. The paper provides a problem statement, alternatives, and recommendations that Wyndham Worldwide can engage.

As they have grown rapidly, it is difficult addressing patterns that are now compromising the 5* hotel’s rating.

There are numerous strategies hotels use to maximize capacity to increase profits all while keeping costs at a minimum. These strategies include price discrimination, overbooking, inventory control, and duration control. While companies such as the hotel chain, Ayres, may never achieve consistent full utilization, implementing such tactics as these aforementioned lets the Ayres achieve higher utilization rates that directly affect profit margins in the long run. Some tactics are highlighted more than others yet they all equally play a significant role in a hotels day to day front and back end operations. Hotels need to successfully implement all of these strategies and ones that are not mentioned to be a thriving profitable business. As electronic systems accompanying these strategies get more sophisticated as years pass, big hotel chains see larger profit margins and increased customer satisfaction.