The Plaza Inn Essays

John Becker believes in enfranchisement. He believes in going beyond and above our means to all guests and that each guest manages equally. This process was a success at his prior hotels that John decided to implement this process here at the regency grand hotel. He met with the management team and introduced his expectations to them. He made them aware that they are to take care of the minor issues and to contact him with significant problems in the hotel between the guest

Stephen Crane’s short story, The Blue Hotel, is a very diverse and interesting story with many themes. One of the themes is consequences for your actions. In the story a man they called the Swede went to a bar and tried to force a Gambler to drink with him. He kept pushing and wouldn’t leave the man alone resulting the Swede being killed. Another theme in this short story is honesty. During the Story the Swede claimed while playing cards that another character, Johnny, was cheating. While Johnie denied it another guy at the table, known as the Easterner, also knew he was cheating, but he didn’t speak up resulting in Johnny and the Swede fighting. Consequently causing the Swede to go to the bar where he was killed. The Easterner felt guilty for the death of the Swede because if he only would’ve been honest about Johnny cheating the Swede would have never went to the bar where he was killed.

HRGC is facing numerous problems I would like to address some matters after a thoroughly analysis of the situation. Immediate action need to be taken in concern of the golf carts and the golf course. It is proposed to talk to a financial advisor to acquire about how much needs to be borrowed from a small saving & loan bank to address these

Steve McKenzie a management consultant from New Jersey reflected back on his Easter Holiday trip where they stayed at The Regal Carnation Hotel in Guam. He remembered the false advertisement of the website, many missed opportunities, and the lack of management and customer service on a vacation that over promised and under delivered. He contemplated writing a letter to the Hotel owners and management, although he may not personally receive something in return, knowing he may be able to make improvements on future travelers was motivation enough.

A doorman can please the customer with a smile and a few words of welcome, but one surly waiter can kill the effect. Or if we keep an executive waiting in his suite in his underwear for his only suit to come back from a one-hour pressing, we could lose a lifetime customer worth hundreds of thousands of dollars. No hotel, however splendid, looks good to someone whose day it has ruined. For example, lodging manager usually work long and irregular hours including weekends, evenings and most public holidays, usually works indoors, and from an

This paper describe Stamford Plaza Hotel Auckland. It is a five star hotel located in Auckland City center. Stamford Plaza as a multinational company owned by Stamford Land Corporation Limited, has strong market position in New Zealand and Australia. Its target market focus on luxury and top level travelers. By using effective 4P’s marketing instruments, Stamford Plaza Auckland attracts loyalty customers and develop new potential guests. We also use SWOT analysis to demonstrate the competitive advantages and disadvantages the hotel is facing with. Via analyzing threats and opportunities, we can give some recommendations on hotel market strategies. Finally, we get the conclusion on hotel outlook.

The hotel chain, Astor Lodge and Suites, Inc., operates 250 properties in 10 western and Rocky Mountain states. The company’s customer base primarily comprises business travelers. In addition, the locations of the properties surround airports, large regional shopping centers, and major highways close to suburban industrial sites as well as office complexes. Projections of 2005 fiscal year forecast a fifth consecutive year of a gross loss for the firm. The estimates include an anticipated $422.6 million in company lodging revenues but a net loss of $15.7 million for 2005. As a result, Joseph James, president and CEO of Astor Lodge and Suites, Inc., initiated a challenging goal for executive management to devise a strategy achieving net profits in two years and sustaining positive growth in the future.

The Portman Hotel executives were committed to keeping both their guest and employees happy. The vision that would separate The Portman from the competition was “personal valets” (PVs). These PVs were responsible to every need of a guest. This included everything from cleaning and restocking the rooms, to more personalized services like pressing the guest’s clothes, preparing the guest’s drinks, or drawing a guest’s bath. As long the requests from the guests were legal and moral it was the PVs

Strategy formulation has been acknowledged as one of the most crucial factors of ensuring the long-term growth of the business. However, the manner in which strategy is formulated, and most importantly, the nature of the strategy chosen for the company determines its future position in the marketplace (Grant, 2005).

“The Spouter-Inn” in a chapter of the story Moby-Dick was set up as a beautiful gallery, for example the Sistine Chapel for the best artist to display their artwork. “The Spouter-Inn” was where the cannibal thought of as a heathen worshipping New Zealand idol heads he collected to sell and worship. This was a ritual was his religion. He displayed these heads all around “The Spouter Inn” as they were beautiful pieces of artwork that cost millions of dollars.

Problem Losing Money: Astor Lodge & Suites, Inc., a 250 property hotel chain, is about to post its fifth consecutive unprofitable fiscal year. Requirements: Prepare Presentation for new President and CEO, Joseph James, describing each VPs 1) his or her initiatives, expenditures, and outcomes for each of the past two fiscal years, and 2) planned initiatives and budgetary needs for fiscal 2006. 3) Show how their staffs prior and planned initiatives and expenditures contributed the company's EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization) - the corporate performance metric recently

Dave Sinclair, vice-president of human resources at Blue Mountain Resort (BMR), was considering his options concerning the company's service quality program. He gathered together a team of 25 BMR managers to identify opportunities to improve service quality. They had provided Dave with a number of specific proposals he wanted to evaluate and decide on a course of action. From all, Dave identified three proposals that required careful consideration: costumer flow, speed of service and information technology (IT).

Strategy can be defined as being different from one’s competitors, finding the race to operate and accomplished it. According to Michael Porter (1996), while becoming better at what you do is desirable, it will not benefit you in the long run because it is something other competitors can also do. Strategies for organizations are originally developed by Michael E. Porter in 1979 by introducing the five forces model. A company can identify the industry profitability and attractiveness by analyzing the five forces of Porter (Johnson et al., 2008). And then a reasonable strategy can be set up in line with the strengths and the weakness of an organization is able to create a plan for a stronger position for the organization within its

(1) BUSINESS ENVIRONMENT ANALYSIS – This implication represents the importance of the company’s general and competitive environment. Angelo needs a good business strategy. A strategic plan is the company’s plan for how it will match its internal strengths and weaknesses with external opportunities and threats in order to maintain a competitive advantage (Dessler, 2012). Angelo’s early attempts showed the pitfalls in rushing and making assumptions about replicating a viable business unit. Fortunately, Angelo has realized his lack

The case study Renovating Home Depot was the case of a leader who joined a successful business only to discover that the company was running out of growth opportunities and also did not have the basic systems needed for increased growth in place. Robert “Bob” Nardelli was chosen as the CEO of Home Depot based on his proven ability to reenergize slow-growth businesses. He was a leader that went all out to achieve his goals and was identified as someone who was “comfortable in his own suit”, and believes in being successful his own way. He made several innovations which were used in General Electric (GE) where he recorded past successes. We see the success demonstrated in the growth of revenue in Home Depot, as well as opening