...guarantee allows every Hampton Inn employee to do whatever it takes to satisfy guests- including giving them their money back. Furthermore, every employee would go through a three-day training program, they knew that the guarantee ”100% satisfaction” was something special. It became more and more apparent that the new Hampton Inn guarantee would affect all of their jobs, each team member owns this promise to every guest: friendly service, clean rooms, comfortable surroundings, every time. That’s their commitment and guarantee. The Hampton Inn believes that guests who go away impressed with the way that the company handled a problem will spread the word and generate additional business for the chain. As a result of this, the Hampton Inn has been making profits, this indicates that the strategies put in place Human resource strategies have been effective and have assisted the resorts in increasing their sales and turnover and eventually higher profits. Therefore, Hampton's new HR strategy perfectly fit with the hotel's business strategy. Question2. How does Hampton's new HR strategy allow the hotel to deal with environment threats more effectively? Answer: For many companies, improving quality standards and keeping customers satisfied are key concerns in maintaining a competitive position in the marketplace. But these intangible goals often can be difficult to achieve in practice. For the Hampton Inn hotel chain, the company sits on the bedrock of its 100% Hampton Guarantee, which...
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...Human Resources Implementation Program The Human Resources Implementation Program is designed to assist new, existing and expanding Prince Edward Island small and medium sized businesses to implement a well‐defined human resource strategy. This will build value in the company through enhanced human resource skills capacity. The program provides financial assistance to Prince Edward Island businesses to acquire the professional expertise that will assist in the design, development and implementation of a human resource strategy. ELIGIBLE ACTIVITIES Human Resources planning and implementation in an ongoing process involving the development and implementation of policies and procedures that lead to a comprehensive human resource strategy. Components may include, but are not limited to, the following areas: • • • • • • • Proactive workforce planning and forecasting Creating an enabling work environment Effective recruitment and interviewing Training and leadership development Performance management HR indicators for measuring effectiveness Compensation, incentives and benefits LEVELS OF ASSISTANCE • • Fifty per cent of the cost of engaging outside expertise associated with the design, development and implementation of a human resource strategy focused on the growth and retention of employees. Maximum allowable assistance is $5,000 OTHER CONDITIONS Other conditions when evaluating an applicant’s request for assistance may include: • Potential for long‐term viability • Cost benefit...
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...satisfy customers and company objectives. Mainly there are four elements: product, price, place and promotion. However, for service organisations, the extended marketing mix (7 Ps) are used including additional three elements; process, people and physical evidence. These elements are the basic, tactical components of a marketing plan that marketing managers can control. Examine the marketing mix of an organisation of your choice. Answer 1. Introduction Hampton inn and suites is a hotel chain which is a part of Hilton Hotels. Most Hampton hotels are independently owned and operated by franchisees, though a few are owned and/or managed by the Hilton Hotels Corporation. This hotel chain is a proud owner of more than 1700 hotels in the US, UK, Canada and Mexico. It is a part of a Hilton honours loyalty programme and caters to different customer segments such as business travellers, school teams, leisure travellers etc. The extended marketing mix of Hampton Inn is examined below: 2. Marketing mix Product Hampton offers accommodation facilities. It provides a variety of complimentary services such as hot breakfast, Wi-Fi facilities, free parking at some hotels, bathroom amenities, free local calls, free in-room movie channels and other...
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...brand). The hotel industry in the U.S. is very fragmented; no one company or brand controls a majority of the hotel rooms. Overall, hotels compete on the basis of price, amenities, and service. Typically, full-service hotels will offer food and beverage outlets (like restaurants and lounges), meeting/banquet/convention facilities, a concierge, luggage service, and room service. Full-service hotels include luxury hotels (like Ritz-Carlton), upper upscale hotels (like Hilton), upscale hotels (like Radisson), and midscale with food and beverage hotels (like Holiday Inn). In 2004, full-service hotels accounted for approximately 1.6 million hotel rooms in the U.S. Limited-service hotels mostly focus on renting hotel rooms and do not offer amenities such as restaurants, lounges, and banquet rooms. Limited-service hotel brands include midscale without food and beverage hotels (like Fairfield Inn) and economy hotels (like Motel 6). In 2004, limited-service hotels accounted for approximately 1.4 million hotel rooms in the U.S. Since 2003, all hotel segments have shown improved performance based on occupancy, average daily rate, and revenue per available room. In 2004, the average occupancy for all hotel segments was 61.3%, the average daily rate was $86, and the average revenue per available room was $53. However, it is important to note that the five major hotel segments varied greatly on these measures of performance; the luxury hotel segment showed the...
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...rP os t 9-809-029 JULY 23, 2008 LYNDA M. APPLEGATE GABRIELE PICCOLI CHEKITAN DEV op yo Hilton Hotels: Brand Differentiation through Customer Relationship Management In early 2008, Hilton Hotels Corporation was poised for tremendous global growth—with an aggressive goal of opening 1,000 hotels in North America in five years and 1,000 hotels in the rest of the world in ten years. The company had just been taken private by the Blackstone Group1 for a reported $26 billion, a 32% premium over the $32.05 share price the day prior to the announcement. The takeover announcement by Blackstone clearly framed the road ahead: “Blackstone intends to invest in the Hilton properties and brands globally to enhance and grow the business for the benefit of owners, franchisees, and customers... This transaction is about building the premier global hospitality business.” tC But growth would not be easy in the highly competitive global lodging business. Challenges in this market historically included access to capital, high levels of employee turnover, and difficulty achieving standardization typical of service delivery operations. Improving service delivery and consistency across the family of Hilton brands had been the major focus of the Customers Really Matter (CRM) strategy that the firm launched in 2002. With five years invested in CRM, the Blackstone acquisition provided the opportunity to evaluate the results to date and to devise an action plan going...
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...HAMPTON INN: THE 100% SATISFACTION GUARANTEE 1. The philosophy behind the 100% Satisfaction Guarantee is to have the guests act as quality-assurance inspectors by identifying quality deficiencies and reporting them to hotel employees. I do think that this is a good way to improve service quality; however, I am not sure that it is the best way. While it may seem to consumers that employees will try harder to satisfy them, if employees are empowered to refund a customer’s money, they do not have to answer to management, they can just do it. 2. The implications of the 100% Guarantee for (a) guests, (b) managers, (c) owners of the hotel buildings and (d) Promus are: a) Guests – that no matter what happens, even if the hotel really did nothing wrong, they can get their money back. b) Managers – that they have very little to no control over their property or employees. It seems like many important decisions have been taken away from managers, and they can not react in the best interest for the hotel chain because what’s in the customer’s best interest is usually not the same as the company’s best interest. c) Owners of the Hotel Buildings – that they need to keep their facilities in tip top condition or else customers will be dissatisfied with their experience and demand their money back. d) Promus – that this is a program that can enhance the quality of their hotel system. 3. I think that since certain events are “uncontrollable” it would be more realistic...
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...group of hotels that follow standard operating procedures in marketing, reservations, quality of service, food and beverage operations, housekeeping and accounting. Cesar Ritz: was a hotelier at the Grand National Hotel in Switzeland, and because of his management abilities, the hotel became one of the most popular in Europe. William Waldorf Astor and John Jacob Astor: in 1893, Wiliam Waldorf launched the 13 story Waldorf hotel at Nex York City. The hotel combined the opulence of a European mansion with the warmth and homey qualities of a private residence. 4 years later, the Waldorf was joined by the Astoria Hotel. They were connected with a corridor, and changed the name to Waldorf-Astoria. Kemmons Wilson: started the Holiday Inn chain in the early 1950s. He wanted to build a chain of hotels fot the traveling family and later expanded his marketing plan to include business travellers. Wilson blazed a formidable path, innovating with amenities and high-rise architecture, including a successful round building concept featuring surprisingly functional pie-shaped rooms. He introduced the in-house Holidex central reservation system, which set the industry standard for both the volume of business it produced and the important by product data it generated (example: to determine feasibility for new locations with...
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...product. Because of this, it cannot be pointed that there is only one supplier for the hotels. If one needs to focus on the competition between the hotels, price, amenities and service are the main areas that are considered by the consumers. Usually, the high price brings the higher quality of services and amenities. It can be stated that full-service hotels which account for 1.6 billion hotel rooms by 2005, are the most expensive hotels because of the restaurants, meeting facilities, room service etc. in their properties. Hence, hotels in the U.S are segmented as below; 1. Luxury Hotels (Four Seasons etc.) 2. Upper Upscale Hotels (Hilton etc.) 3. Midscale Hotels (Radisson etc.) 4. Midscale Hotels with Limited Service (Hampton Inn etc.) 5. Economy Hotels (Motel 6 etc.) The hotels in the first 3 segments are considered as “Food and Beverage Hotels” which are full-service hotels and have the facilities for food or drink supply. The hotels in the last 2 segments account for 1.4 billion hotel rooms in the U.S. and focus on renting the hotel rooms rather than quality of the service or amenities. These kind of hotels are “Limited Service Hotels” with no food or beverage facilities. The hotel performance are usually tracked by analyzing the operational statistics which are “Occupancy”, “Average Daily Rate (ADR)” and “Revenue per Available Room (PAR)”. It is projected that, the average occupancy rate was 65%, the ADR was $114 and the PAR was $77 across all hotel segments...
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...the company’s global breadth and reach. Hilton Worldwide retains a chain of hotels from luxurious full-service hotels and resorts to extended stay suites and mid-priced hotels. This means that Hilton Worldwide is mainly focused on the lodging sector. One of the world's largest hoteliers is operated by Hilton. This includes a lodging empire of over 3,900 hotels and resorts in almost 91 countries. The company provides services that include lodging rooms, health and fitness facilities, and meeting facilities, dining options, swimming pools, exercise facilities, laundry facilities and spa treatments. Hilton operates and maintains a trusted portfolio of brands such as, Waldorf Astoria, Conrad, Doubletree, Embassy Suites, Hilton Garden Inn, Hampton Inn & Suites, and Homewood Suites etc. Additionally, the company also operates resorts, guest suites, and clubs. Vision To fill the earth with the light and warmth of hospitality. Mission To be the preeminent global hospitality company - the first choice of guests, team members, and owners alike. Location Hilton Worldwide 7930 Jones Branch Drive, Suite 1100 McLean, Virginia 22102 USA (703) 883-1000) www.hiltonworldwide.com Reference:...
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...A Foray into the Right Brain: Thoughts on Tom Kelley’s The Art of Innovation “An accountant? Creative? I don’t think so.” That was a comment I made to a group of colleagues about twenty-five years ago when I was working with an international CPA firm. I can’t recall many specific conversations from so long ago, but I do remember this one. I think it stuck in my mind because the managing partner of my office overhead my comment and interrupted the conversation. He responded that he had seen plenty of instances in my work that demonstrated my creativity and he thought I was quite creative. That conversation was before the October 2001 Enron fiasco and at that time, accountants serving “sophisticated” clients were expected to sometimes be creative in their accounting practices. Not to say that I ever witnessed any “creativity” such as that shown at Enron. If, however, if a client wanted to record a transaction a certain way, for example, a good CPA would do his best to find a way to support his client’s accounting. A great CPA was nearly always successful. Since then, I have left public accounting (pre-Enron, not as a result) and have been on the client side for the last twenty or so years. I’ve witnessed that most people in business do not appear to be creative and, in fact, many seem to be stuck thinking “that’s just the way we do it.” Most companies have a couple of people who do most of the creative thinking and the rest of the people just react…or resist. Over...
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...Hampton Inn Case Study HAMPTON INN: THE Mary Bourland March 19, 2010 1. The philosophy behind the 100% Satisfaction Guarantee is to have the guests act as quality-assurance inspectors by identifying quality deficiencies and reporting them to hotel employees. I do think that this is a good way to improve service quality; however, I am not sure that it is the best way. While it may seem to consumers that employees will try harder to satisfy them, if employees are empowered to refund a customer's money, they do not have to answer to management, they can just do it. 2. The implications of the 100% Guarantee for (a) guests, (b) managers, (c) owners of the hotel buildings and (d) Promus are: a) Guests – that no matter what happens, even if the hotel really did nothing wrong, they can get their money back. b) Managers – that they have very little to no control over their property or employees. It seems like many important decisions have been taken away from Is this Essay helpful? o read more and access more than 350,000 just like it! managers, and they can not react in the best interest for the hotel chain because what's in the customer's best interest is usually not the same as the company's best interest. c) Owners of the Hotel Buildings – that they need to keep their facilities in tip top condition or else customers will be dissatisfied with their experience and demand their money back. d) Promus – that this is a program that can enhance the quality of...
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...RETURN FOR MORE 2014 ANNUAL REPORT Selected 2014 property openings include (from top to bottom, and left to right): Hampton by Hilton Istanbul Kayasehir; DoubleTree by Hilton Hotel and Residences Dubai – Al Barsha; Embassy Suites by Hilton Santo Domingo; Homewood Suites by Hilton New York Midtown Manhattan Times Square – South, NY; Hokulani Waikiki by Hilton Grand Vacations Club; Diplomat Resort & Spa Hollywood, Curio Collection by Hilton; Hilton Garden Inn Astana; Waldorf Astoria Amsterdam; Home2 Suites by Hilton Sioux Falls/Sanford Medical Center, SD; Conrad London St. James; Hilton Al Hamra Beach & Golf Resort. Cover photo: theWit – A DoubleTree by Hilton AT-A-GLANCE As the world’s largest and fastest-growing global hospitality company, Hilton Worldwide builds on a century of excellence as the strength of our brands and the power of our innovation continue to drive guest satisfaction, increase loyalty and support one of the foremost unit growth stories in the industry. We strive to spread the light and warmth of hospitality that keeps guests, team members, owners and stockholders returning for more. UP 7.1% (1) 1 Ranked Margin growth – Adjusted EBITDA margin increase 190BPS to 36.8% (2) Net unit growth System size, pipeline & rooms under construction 715,000 Rooms UP 6% or 36,000 ROOMS (3) $2,000 (4) # UP 13.5% $2,500 Award-winning brands Hilton HHonors members Bottom line – Adjusted EBITDA ...
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...the key marketing issue for the Hilton Hotels. The marketing strategies Hilton should pursue in the hotel and gaming markets will be discussed and recommendations will be made. In addition, the use and implementation of the SWOT analysis will be incorporated throughout the discussion. Information will be provided from the case study and the use of secondary resources for support of the marketing strategies recommended for the Hilton Hotels. Market Summary Hilton Hotels is one of the market leaders in the hotel and gaming industry in the United States. Hilton is a well-known and distinguished name in fine hotels across the United States and worldwide. In 1999, Hilton expanded aggressively by acquiring the Promus Hotel Corporation, Hampton Inn and Suites, Doubletree Hotels, Embassy Suites Hotels, and Homewood Suites. Hilton Hotels Corporation has grown to become the world's most recognized and most successful hotel company (Hilton Innovation, 2007). With the 2006 acquisition of Hilton International, Hilton Hotels Corporation became a global force with more than 2,800 hotels in more than 80 countries throughout the world (2007). Market Demographics The demographics for a diverse company such as Hilton offer a wide variety of customers. Hilton's target market includes the everyday business traveler, families on vacation, leisure travelers, and the convention business segment. After the events of September 11, the hotel industry has seen changing demographics and lifestyle...
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...Case – 1 Holiday Inns on six Continents [pic] Submіtted By Zahra Al Mulla 201310322 Mohammed Al Shehi 201310331 Submіtted to Dr. Tareq 6th November 2014 Introduction One of the great success stories of the 1960’s in the United States in the hotel industry was the holiday inn. The discovery of the unmet customer need for quality accommodation at a reasonable price by kemmons Wilson along with the prospect of presented highway travel that would come with the new interstate programs triggered an opportunity. With the unique features it had such as air-conditioner, icemaker and with the reasonable prices rates they had to offer, holiday inn enhanced the motel’s popularity, and motel franchising. This also helped in the rapid expansion of the franchise. Holiday Inn’s is one of the world’s largest hospitality companies. Its primary focus is lodging with interests in hotels, casinos and restaurants. It concentrates on its attempts to segment the hotel market into upscale business travel hotels, budget hotels, standard Holiday Inn hotels and gaming hotels; the effort to segment its business is aimed at continually increasing its market share by expanding its services. From our findings on the case, the hotel business is in a mature stage of its life cycle and the case focuses on the business level of strategy formulation, as it adopted a plan to gain competitive advantage over its rivals in the industry. First Question It was primarily due to the changing needs...
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...Ireland, Egypt, Belgium, Turkey, Hong Kong, and Singapore. Hilton has a good reputation and their name is well known. Hilton is a leader in the hotel industry. Diversification of Products - Hilton is more than hotels. They also generate revenue from gaming and entertainment. By being involved in more than one industry, Hilton has a benefit of drawing from one part of its business if another part becomes less lucrative. Gaming and entertainment serve different with hotels. customers' needs. While this diversity does not automatically insure success, it does help the company to balance out its profits across three areas of the business. Hilton hotels is operating a mixed format location that targets its full service hotel format and its Hampton Inn select service format. The segmentation is made based on service quality metrics while revenues are based on a revenue per room basis. The outcome of the mixed format experiment is largely successful because it provides hotel patrons with more choice and also reduces development and marketing costs for the...
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