CASE 2: Building Capabilities at the Westward Hilton SYNOPSIS This case describes the efforts of Hiller Hotels to turnaround the operating performance of the Westward Hilton‚ a hotel they purchased out of bankruptcy when the previous owner was forced to sell the property. The general manager charged with the turnaround‚ Peter Green‚ began by developing a clear strategy and then innovatively devising human resource activities to implement his vision. Peter Green is now the executive vice president
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Running head: BUILDING CAPABILITIES AT THE WESTWARD HILTON Building Capabilities at the Westward Hilton Hiller Hotels is a very prominate hotel business in Phoenix‚ Arizona. This company has a wide range of middle class and upscale hotels and also has a few restaurants. Peter Green‚ executive vice president for operation‚ has been employed with the company for more than 10 years. Hospitality has been a part of Green’s life since his teenage year. Green worked over the years and gained experience
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internal‚ value-creating activity that is central to the company’s ability to achieve a competitive advantage. • Distinctive Competency – An internal‚ value-creating activity that is unique and allows a company to achieve a competitive advantage. • Capability – A company’s ability to put its resources and competencies to productive use. Core competencies are rarely reliant on a single department – they are more likely to owe their existence to a strong collaboration between two or more departments.
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Hilton Hotels: Building Sustainability with a greener world. STREAM 1 - GROUP 4 Date: - 29.11.2010 Executive Summary The report examines sustainability in hotel industry‚ as how important it has become‚ for a firm or organisation to become environmentally sustainable in today’s world. After global warming‚ everyone has become more cautious about environment‚ more organisations have realised responsibility towards environment. Since‚ hotel industry and tourism industry are inter-linked
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1‚ 1964‚ known as Hilton International Co.. It was acquired in 1967 by Trans World Corp.‚ the holding company for Trans World Airlines. In 1986 it was sold to UAL Corp.‚ the holding company for United Airlines‚ which became Allegis Corp. in an attempt to re-incarnate itself as a full-service travel company encompassing Westin Hotels and Hertz rental cars in addition to Hilton International and United Airlines. In 1987 after a corporate putsch‚ the renamed UAL Corp. sold Hilton International to Ladbroke
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Case Study | Hilton The challenge Facing intense competition to secure high calibre graduates‚ Hilton International were keen to radically overhaul their approach to the recruitment and selection of management trainees. Equally critical for the future success of the business was the need to introduce an accelerated management training and development scheme which would significantly reduce the typical 15-20 year timeframe for a new recruit to reach the level of an international Hotel General
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airline miles‚ free hotel stays‚ a variety of on-property benefits and services game players corporation Hilton: managed by Hilton hotels corporation and Hilton international 492 hotels‚ 154000 rooms revenues of $158 per night per guest occupancy exceeded break-even well-recognized brand HHoners program: 4 membership tiers-- blue‚ silver‚ gold‚ diamond double dipping competition Hilton‚ Starwood‚ Hyatt & Marriott (chart) Starwood preferred guest program No blackout dates No capacity control
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Capabilities Capabilities are valuable‚ rare‚ costly to imitate and non substitutable are core competencies. Core competencies are sources of competitive advantage for the firm over its rivals. A sustained competitive advantage is achieved only when the competitors cannot duplicate the benefits of a firm’s strategy or when they lack the resources to attempt imitation. Sustainable competitive advantage results only when all four criteria are satisfied. For a capability to be a core competence
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Hilton Hotels Corp - Travel and Tourism - World Euromonitor International : Global Company Profile January 2009 Hilton Hotels Corp - Travel and Tourism World List of Contents and Tables Strategic Evaluation................................................................................................................................................ 1 SWOT analysis........................................................................................................................
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Hilton’s suppliers The touches that make Hilton Worldwide. Their supply management professionals in corporate offices and their six regional offices negotiate and implement contracts and agreements with suppliers of products and services in three key areas – Food & Beverage (F&B)‚ Guest Rooms and Public Space‚ and Property Operations ------------------------------------------------- Food & Beverage Hilton Supply Management works closely with national and regional food and beverage
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