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Hilton Hotels in Chile, 2007.
An analysis of whether the cultural and political environment in Chile would support a venture of Hilton Hotels.
1,591 words (approx. 6.4 pages), 6 sources, MLA, £ 36.95
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Abstract
This paper discusses the reasons that a Hilton Hotel in Chile may or may not be a success. It begins by describing a general overview of Chile and its current business environment. It then discusses its political stability and its infrastructure. It discusses the cultural aspects of Chile that would make it a favorable position for a Hilton Hotel. The paper concludes by discussing the plans for the Hilton in that area of South America.
Table of Contents:
Chile: A Country Overview
Current Business Environment Of Chile
Political Stability
Economic Infrastructure
Cultural Aspects
Plan for the Hilton
Conclusion
From the Paper
"Given the Chilean government's new desire to address historical inequities in the nation, and its relatively strong economy and currency which would mitigate some of the risks in embarking upon these new ventures, Chile offers itself as a nation not simply of scenic beauty, but of attractive investment opportunities. The nation and the region are changing, and so is the hospitality industry. Because of its varied nature, offering a site for local business as well as a potential place for adventure travel or 'off the beaten path' personal enrichment, Chile offers a wealth of unusual investment opportunities for the Hilton Corporation."
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Hilton Hotels Corporation, 2007.
This paper provides an analysis of the Hilton Hotels Corporation.
1,414 words (approx. 5.7 pages), 8 sources, MLA, £ 33.95
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Abstract
This paper analyzes the brand positioning, recognition and industry performance of the Hilton Hotels Corporation (HHC), as well as the marketing and evaluation strategies they have adopted. The paper applies a strengths, weaknesses, opportunities, threats (SWOT) analysis to better assess the current status of HHC vis-a-vis other lodging hospitality companies, particularly Marriott. The paper discusses how the results of a SWOT analysis can contribute to the company's performance and branding efficiency. The paper concludes with recommended action plans.
Outline:
Introduction
Strengths
Weaknesses
Opportunities
Threats
Recommendations
From the Paper
"Brand extension became possible for HHC, through mergers and acquisitions. Among the brands acquired by the HHC are Hampton Inn, Doubletree, Embassy Suites and Homewood Suites. As a result of this brand extension, HHC has also expanded its service coverage, which now includes conference centers, airport hotels, destination resorts, apart from its usual center hotels and all-suite hotels services. Thus, business expansion is inevitable for HHC. Through its acquisitions, HHC is now known as not only an owner of a hotel chain, but also as manager to other hotels, owned through the Hilton brand. These strategies helped HHC became a well-known hotel brand internationally, especially among countries wherein Hilton has no recall or recognition as a hotel brand. Acquiring existing, popular hotels in an international territory helped Hilton be recognized as a superior and prestigious hotel brand, in effect."
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The Hilton Hotels Corporation, 2006.
This paper investigates the tactics used by the Hilton Hotel Corporation in their quest to expand around the globe.
945 words (approx. 3.8 pages), 4 sources, MLA, £ 23.95
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Abstract
This paper explains that the key aspects of Hilton's business strategy for expansion involve diversification, customer relations and joint ventures. The author points out that the Hilton Hotel Corporation has capitalized on the increase in travel, which has taken place over the last two years. The paper relates that the company has been able to not only expand its operations but also to outpace the competition.
Table of Contents
Introduction
Hilton Expansion
Conclusion
From the Paper
"Indeed customer relations have been essential to the successful expansion of the company. According to an article entitled "Data Driven Hospitality", it is no coincidence that Hilton is the most expansive company in the industry. The article asserts that the success of such expansion has been dependent upon the customer relations strategy that the company has developed called OnQ. This strategy chronicles the preferences of over 22 million customers. In doing this, the company is able to cater to their needs and build customer loyalty. The article explains that such a strategy can also weed out customers that have failed to pay for their hotel rooms in the past."
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Hilton Hotel Management, 1991.
This paper explores, as a case study, the experience of working in a specific culture, as a hotel-management trainee at the Hilton Hotels: Organization, operations, treatment of guests, competition, decision making and economics.
3,600 words (approx. 14.4 pages), 14 sources, £ 90.95
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From the Paper
"The purpose of this research is to explore as a case study the experience of working in a specific culture, as a hotel-management trainee. The plan of the research will be to describe and assess the employment experience from several points of view: first, in terms of anticipating the entry into and participation in the hotel organization; second, in terms of becoming acclimated to and working within the culture of the organization as it already existed; and third, in terms of a specific incident (or series of incidents) relating to the creation of a mode of personal behavior and attempt at re-creating a mode of behavior in the culture, not only by means of personal efforts but also by means of observing the behavior of others within the culture.
The idea of working for a season at a Hilton Hotel as an entry-level hotel manager seemed nothing but positive."
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Tourism Report by Hilton International, 2005.
A thorough tourism report as presented by findings of the Hilton International Hotel Group.
2,141 words (approx. 8.6 pages), 7 sources, MLA, £ 47.95
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Abstract
This report presents an overview of Hilton International (HI), an operating division of the parent company Hilton Group. The report presents HI within the global hotel industry and explores many facets of the business within this global context. It explains that the overall nature of the hotel industry is volatile and heavily influenced by several forces.
Outline
Summary
Introduction
Background
Legal and Financial
Size and Structure
Products and Services
Customers and Market
Employment
Policy Statements
Conclusion
Appendix 1 - HI Hotel Summary
Appendix 2 - US Tourism Industry Summary
Bibliography
From the Paper
"Hilton International (HI) is a global leader in the hotel segment of the tourism industry, with 98% brand recognition. HI has worldwide rights to the Hilton brand, excluding the United States. HI was spun off from Hilton Hotels Corporation in 1964 as a separate entity, and was acquired by the Hilton Group plc in 1987. HI currently operates over 500 hotels (almost 400 under the Hilton brand) in nearly 80 countries around the world, and is currently in expansion mode including through the use of lease arrangements and management contracts. HI is one of three divisions of the parent company Hilton Group plc, and contributes approximately 40% of overall profits to the parent company. HI caters to a four- and five-star hotel clientele. HI has struggled over the past year to minimize losses due to a difficult time within the overall tourism industry. However by repositioning its marketing strategy to target local markets instead of global audiences, losses have been slowed to 30% over the previous year's earnings. HI employs a variety of programs to support its 65,000-strong workforce to pursue service excellence including its Esprit rewards program. HI demonstrates social corporate responsibility through programs such as its Hilton in the Community program that currently supports six primary charities that relate to the tourism industry."
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The Marriott Hotels, 2008.
This paper analyzes the segmentation, targeting and positioning for the Marriott Hotels' business strategies.
766 words (approx. 3.1 pages), 3 sources, MLA, £ 19.95
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Abstract
The paper identifies four levels of market segmentations that the Marriott Hotels should use to identify their target segment. The paper relates that the Marriott Hotels' target market is formed of people aged between 21 and 56 and even beyond 57, who register medium and above medium incomes. The paper then discusses a positioning strategy and explains how this strategy should stress the needs of the local market, the national and international markets and the market of extremely wealthy customers.
Outline:
Segmentation
Targeting
Positioning
From the Paper
"The market segment is formed of several individuals who express similar needs and have similar expectations from the seller. In this case, the seller is Marriott Hotels who presents clients with hosting services. As their customer palette is formed of individuals who have similar, but not identical, desires and expectations, the strategies implemented should be structured on the same basis, but should also be flexible as to allow the satisfaction of numerous customers."
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Lifestyle Hotels in Modern Shanghai, 2004.
A comprehensive examination of the popular housing alternative in 21st century Shanghai known as lifestyle hotels.
3,182 words (approx. 12.7 pages), 17 sources, MLA, £ 65.95
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Abstract
This paper develops the argument that a small lifestyle hotel will not be able to finance itself without a combination of apartment units; sales of the apartment units will serve to generate an enormous amount of the revenue required to pay back to creditors in comparison to just selling a hotel room on a daily basis. The goal of the paper is to determine the outcome of both approaches using the positive and phenomenologist approaches. A brief discussion of Shanghai?s current and future opportunities and challenges is followed by a review of these two methodological approaches to research. A determination of the appropriateness of one over the other is then followed by a summary of the research in the conclusion.
From the Paper
"Background and Overview. According to Wakeman and Yeh (1992), the tenfold increase in Shanghai's population between 1842 and 1945 was largely a result of Chinese immigration from the countryside into the city, especially into the International Settlement (which doubled in numbers between 1895 and 1910 and doubled again between 1910 and 1930) and the French Concession (which almost tripled between 1895 and 1915 and more than tripled again between 1915 and 1930). ?From the 1850s on, each new social disturbance in the interior sent tens of thousands of Chinese refugees to Shanghai, seeking protection under the English and French flags? (Wakeman & Yeh 1992, p. 1). Since the Communist victory in 1949, however, Shanghai has emerged as an industrial giant whose products supply China's growing domestic demands. The city has also experience pronounced physical changes with the establishment of industrial suburbs and housing complexes, the improvement of public works, and the creation of parks and other recreational facilities (Shanghai 2004)."
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Trump Hotels and Casinos, 2007.
This paper gives a corporate analysis of Trump Hotels and Casinos.
1,333 words (approx. 5.3 pages), 6 sources, APA, £ 31.95
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Abstract
This paper provides a general overview of some of the more salient aspects of Donald Trump's Trump Hotels and Casinos. The description of the corporation includes a list of the corporate executives, a brief history and context of the corporation. A description of casinos currently operating under this corporation, and marketing strategies for the Taj Mahal casino is also included. The analysis portion of this study highlights the financial successes and failures of the corporation. The final evaluation of the corporation is based on a synthesis of all information previously discussed. Prospects for the future of the corporation are examined.
Executive Summary
Corporate Executives
Brief History and Context
Casino Description
Casino Marketing: The Taj Mahal
Financial Analysis
Evaluation and Prospects for the Future
From the Paper
"By 2004, the corporation's stocks had fallen 82% to $2.38 a share. At the time, this was little more than the cost of one ride of the New York City subway. And this abysmal performance had nothing to do with the casino industry. During the same period, rival MGM saw its shares rise by 223%. In 2004, Trump Hotels and Casinos was once more in Chapter 11 proceedings while it tried to figure a way out from underneath $1.8 billion in debt through corporate restructuring. In short, the history of Trump Hotels and Casinos has been one significant financial loss after another, falling stock prices, and increasing debt burdens."
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Canadian Pacific Hotels and Resorts, 2002.
An analysis of the company Canadian Pacific Hotels and Resorts.
2,900 words (approx. 11.6 pages), 3 sources, £ 75.95
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Abstract
A SWOT analysis that examines the potential internal strengths and weaknesses as well as the potential environmental opportunities and threats to Canadian Pacific Hotels and Resorts (CPHR). The analysis concludes that CPHR has an essentially sound strategy that should operations into Europe in order to tap into unrealized operational income and to absorb potential reduction in North American income.
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Marriott Hotels, 1993.
A 1993 look at Marriott Hotels and examines historical background, present structure, external environment, weaknesses, opportunities, threats and future strategy.
2,025 words (approx. 8.1 pages), 5 sources, £ 50.95
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From the Paper
"MARRIOTT HOTELS
Historical Background
The Marriott hotel empire started out in 1927 as a mere rootbeer stand in Washington, D.C. by John Marriott of Utah (Goldwasser, 1986, p. 55). It then expanded into a full restaurant and eventually developed into a chain of restaurants called Hot Shoppes. Hot Shoppes specialized in tamales and chili con carne. Its next step diversification was in the field of airline catering in 1937. Twenty years after that, however, came its major move into hotels. The first hotel was opened in Arlington, Virgina. In 1964, Marriott's son Bill became president of the company, heading a conglomerate of four hotels, forty-five ..."
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Holiday Inn Express Hotels, 2005.
This paper is the case of a project plan forecast for implementing a WebTV system for the Holiday Inn Express Hotels.
1,125 words (approx. 4.5 pages), 3 sources, £ 31.95
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Abstract
This paper relates that the purpose of this project is to implement a program to outfit the rooms of Holiday Inn Express with Web TV in order to provide cable service and Internet access to visitors. The author points out that this project has a budget of $10 million, to be implemented over a three-year period. The paper explains that the objective of the plan, which covers the United States first, then North America and then other parts of the world, is to bringing in new customers.
From the Paper
"The purpose of this project is to implement a program to outfit the rooms of Holiday Inn Express with Web TV in order to provide cable service and Internet access to visitors. Communication Overseeing this project is a network of sponsors and executives, and progress must be communicated to this group as the implementation progresses. Among those to be kept informed are the leadership at corporate headquarters (meaning the Chairman of the Board, the Chief Executive, the Finance Director, and the Managing Director); the managers of the specific hotels involved in the plan, as different regions are added; vendors supplying the hardware and software; and other interested parties deemed part of this communication plan by the implementation team (Our management, 2005)."
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Employee Turnover Rates of Hotels and Restaurants, 2002.
A paper which studies the reasons behind the steadily rising employee turnover rate in the American hotel and restaurant industry.
1,227 words (approx. 4.9 pages), 6 sources, APA, £ 29.95
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Abstract
This paper examines the hotel and restaurant industry in the United States and provides several reasons for the rise in employee turnover rates in previous years. The paper shows that it might be the case that management is more at fault for this trend than the employees themselves.
Table of Contents
A Tight Job Market
Turnover Statistics
Salaried Versus Hourly
Part-time Employee Rates
The Hotel Industry
Layoffs Provide Potential Employees
Terrorism and the Economy
Attracting Employees
Surfing the Web
Luring Back Employees
Creating a New Image
Training the Future
Conclusion
From the Paper
"Most people believe those in the hospitality industry work long hours, earn a low income and have very little chance for advancement in their career. The industry actually offers a wide selection of jobs with flexible hours. Hotels and restaurants are attempting to change their image by showing prospective employees the many benefits now being offered, which include training programs and the chance for advancement within the company."
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Automated Check-In/Check-Out in Hotels, 1996.
Industry conditions, technological development & application at Hyatt, Marriott & Hilton, quick-response management concept.
2,025 words (approx. 8.1 pages), 13 sources, £ 50.95
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From the Paper
The lodging industry is being compelled by changing market conditions to develop new strategies and initiatives to attract guests (Airport, 1994, p. 43). The driving force behind many of the new initiatives and strategies is consumer demand for improved services, while the vehicle through which such initiatives and strategies are implemented is technological innovation. One such innovation involves the automation through the application of information technology of hotel check-in and check-out services. Check-in and check-out services are components of hotel property management systems. This research examines the development and implementation of automated hotel check-in and ..."
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American Hotels in Mexico, 1999.
Examines Mexican business, legal, cultural, political & economic environments & feasibility of & barriers to expansion of U.S. hotel chains.
3,150 words (approx. 12.6 pages), 18 sources, £ 78.95
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From the Paper
"BARRIERS AFFECTING THE EXPANSION OF AMERICAN HOTEL CHAINS TO MEXICO
Introduction
International business failures are often the result of poor human resources management and a lack of understanding of the cultural differences between the home and foreign countries, together with indigenous economic, legal/regulatory, and political factors (O?Grady, 1995). The implementation of the North American Free Trade Agreement (NAFTA), together with a general growth in tourism, has spurred interest on the part of American hotel chains in expansion into the Mexican market. Prior to undertaking such expansion, however, it is crucial for the management teams at such chains to fully understand and appreciate the barriers to the success of such expansion.."
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