Ritz Carlton Essay

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

The hotel industry is a very hard industry to enter into, due to one of the biggest obstacles, which is brand recognition. Right now there are a few large hotel chains that make a large footprint in the market. It is hard for a new entrant to come into the industry and compete with these large hotel chains without bringing something new to the table. Many large chains in the industry dominate the industry due to economies of scale due to franchising.

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.

The closing of a factory in Thailand one year after its opening – because it lost out to other low-cost producers in Indonesia – was the last straw for Ho, who then realized that a low-cost strategy was not only difficult to follow but would also lead nowhere. Determined to craft out something proprietary that would allow the company to become a price maker rather than a price taker, Ho decided that building a strong brand was the only way for him to maintain a sustainable competitive advantage. The idea of entering the luxury resorts market was inspired by the gap in the hotel industry that giant chains such as the Hilton and Shangri-La could not fill. There existed a market segment that wanted private and intimate accommodation without the expectation of glitzy chain hotels. This was fueled by the sharp price gap between the luxurious Aman Resorts and other resorts in the luxury resorts market. For example, the Amanpuri in Thailand, one of Aman’s resorts, charged in 2004 a rack rate for its villas ranging from US$650 to over US$7,000 a night, whereas the prices of other luxury resorts, such as the Shangri-La Hotel and Phuket Arcadia Beach Resort by Hilton in Thailand were priced below US$350. Noticing the big difference in prices between Aman Resorts and the other resorts in the luxury resorts market, Ho saw potential for offering an innovative niche product that could also bridge the price gap in this market.

This essay looks at the Ritz-Carlton hotel operations, marketing strategies and service qualities. The essay will also include the transformational process model (including inputs and outputs) like shown in the Hospitality Operations A system approach book by Ball et al. (2003), also market segmentation, differentiation and position in the market. The information was obtained from different literature such as academic journals and topic related books.

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,

In Fall 1992, Ritz-Carlton Hotel Co. became the first hotel company to win the Malcolm Baldrige National Quality Award. Ritz-Carlton implemented total quality management (TMQ) as a means of winning the award and improving its service. Patrick Mene joined Ritz-Carlton 3 years ago as corporate director of quality to coordinate and spearhead the company's TQM program. Mene explains issues concerning application of TQM to the hotel industry and applying for the Baldrige award. One of the planks of TQM - empowerment

This paper will be dynamically examining the tourism industry during the 2000s. It will begin by using the PESTEL framework to analyse the macro environment and determine which factors drive the competitive forces within the industry. Following this, Porter’s Five Forces model will be used to analyse the actual competitive forces at work within the industry and determine the relative importance of these forces.

This educational essay will examine and appraise Porter and the five competitive forces. It will identify every of the forces and deliver an in depth explanation of them. It can even investigate how the five forces can be implemented in the hospitality enterprise. The essay will begin by way of giving a short detail of who Michael Porter is and how he developed the Five Forces Strategy. One will start with the primary force Competitive Rivalry. The idea will be explained, analysed, and positioned into practice within the hospitality enterprise. The second idea is the Threat of New entry and the way it may affect the hospitality enterprise. It will also take a look at a way to prevent the hazard of new access from affecting your cutting-edge

This study aims to provide the reader with an analysis of the Intercontinental Hotel Group (IHG) global operations. In order to do so the author will firstly provide industry analysis of the hotel industry. The industry analysis will include, the identification of, key dynamics of the industry, the major players , the drivers of change in the industry, the direction the industry is moving in along with identifying what is required in industry to gain competitive advantage. The author will then proceed to discuss the chosen organisation, that Intercontinental hotels group. The author will provide Company Analysis of the business which will consist of a discussion on the Business Model ,the Revenue Model ,the USP, the company’s position in the industry and the future strategy of the company. The author will conclude with a discussion and draw recommendations from findings

Consequently, the competition in hotel industry nowadays is progressively intense as the pricing compress squeezing the profitability. To expand the profit of market share in this circumstances, we must aim specific market segments with varieties of planning to get survive in financial and keep the Empire hotel maintained in the top ranking.

The purpose of this paper is to investigate the opportunities and risks of operating a high class hotel at the designated location. In order to determine whether a feasible operation of such an establishment is possible, the various key factors of competitive business in this particular market will be analyzed

In Fall 1992, Ritz-Carlton Hotel Co. became the first hotel company to win the Malcolm Baldrige National Quality Award. Ritz-Carlton implemented total quality management (TMQ) as a means of winning the award and improving its service. Patrick Mene joined Ritz-Carlton 3 years ago as corporate director of quality to coordinate and spearhead the company's TQM program. Mene explains issues concerning application of TQM to the hotel industry and applying for the Baldrige award. One of the planks of TQM - empowerment

Levy- Bonvin (2003) stated that “the early years of the twentieth century were rich in new hotels which rapidly became prestigious”. Numerous hotels were established during this time, not only in cities but also in mountains. Hotel chains also became more attentive to their guests needs and wishes by increasing their range of services. During the 1980’s, hotel trends evolved even more with the construction of airport hotels, ski resorts and with the introduction of property management systems. Technology made its greatest impact during the nineties with the use of check in and check out procedures of the global reservation systems. This burst of technology increased the industries status with its customers, for they were now able to market their products better and satisfy the needs of their average guests.

Ritz-Carlton, is a brand of luxury hotels and resorts with 89 properties that are located in 29 countries worldwide. This brand is managed by the Ritz-Carlton Hotel Company, LLC, which established in 1983 and headquartered in Chevy Chase, Maryland, USA, a subsidiary of Marriott International, Inc. Ritz-Carlton has currently 35,000 employees. (Ritz-Carlton, 2015) It had revenue of 3billion USD for the year 2014. (PSAfinancial, 2014) Moreover,Ritz-Carlton won the Malcolm Baldrige National Quality Award twice in 1992 and 1999 as well as many other awards and certifications in recognition of its quality excellence and achievements.(Ritz-Carlton, 2015)