GINGER HOTELS: PRICING MIX AND STRATEGIES AND THEIR EFFECTIVENESS (In assistance with Dr. Avinash Kapoor) BY: ROHIT SHARMA 11P161 S.P. KALYAN 11P162 SANCHIT VERMA 11P163 SAURABH MANDHANYA 11P164 No. of words: 7029 SHAFALI SUBRAMANIAN 11P165 EXECUTIVE SUMMARY Our study has been conducted on the ‘Pricing strategies employed by Ginger Hotels‚ India and their effectiveness’ in order to identify the different pricing method that are
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element. In terms of hotel industry‚ the physical environment is of what is known as the servicescape‚ which is the space customers are surrounded when consuming the service. • Exterior facility: The environment and signage around the hotel‚ the parking area and even the design of the building itself are the key elements of the exterior servicescape. (Wakefield et al‚ 1996) • Interior facility: Ambient conditions‚ such as the colour‚ temperature‚ sound and smell of the hotel is a package of
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Case Studies 1. Ana Chavaria‚ Front Office Manager and Lorraine Desants‚ Director of marketing and sales‚ have just returned from a computer conference at which they were able to look at the latest Property Management System for hotels. Ana is enthusiastic about updating and adopting front office applications for Reservations‚ Registration‚ Room status‚ Posting‚ Call Accounting‚ Checkout and Night Audit. Lorraine is sure the marketing and sales applications will help her department be more efficient
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forecast gives the investors the overview of the future cash flow which reflects the return as the crucial metrics of the investment‚ helping investor to make a good decision. According to the proposal plan‚ the proposed hotel located in 22nd street will have following facilities: 238 hotel rooms‚ 53 off-street parking spaces in a valet-operated below-grade garage‚ a fitness center‚ a restaurant with an entrance on M street‚ an outdoor terrace and a roof-top pool. Based on the demand and supply analysis
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Quantitative Methods • Dance with Chance • Black Swan 4 QUANTITATIVE METHODS CASE MAPPING Chapter Basic Concepts of Scales & Measurements Detailed Syllabus Nominal‚ ordinal‚ interval and ratio scales. Review of central tendencies and dispersion Session Key Concepts 1 Scales Case Study College Canteen’s Decreasing Beverages’ Sales: Analysis Dilemmas Abstract Meant for ‘Scales of Measurement’‚ this case study presents Raghu’s • analysis dilemma‚ the owner-manager of Matrix canteen‚ which sells
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obr3588x_ch07_212-246 10/5/04 11:17 AM Page 215 EQA Chapter 7 / Electronic Business Systems ● 215 R EAL WORLD CASE 1 H Hilton Hotels Corporation: D ata-Driven Hospitality ilton Hotels Corporation has learned that customers are more satisfied when they have a problem and the hotel staff takes care of it than if the stay goes flawlessly. Giving hotel staff the information to make critical recoveries is the reason Hilton‚ during one of the industry’s worst downturns in decades‚
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AEREN FOUNDATION’S Maharashtra Govt. Reg. No.: F-11724 SUBJECT:-E-COMMERCE MANAGEMENT COURSE : Total Marks : 80 Attempt all the cases Case 01 GM’s E-Business Strategy INTRODUCTION US-based General Motors (GM)‚ the largest automobile company in the world‚ was in trouble in the late 1990s. The company’s market share in the US automobile market had been steadily declining from a high of 50% in the late 1960s to a low of 28% by 1999.Analysts pointed out that GM had been in the grip of a vicious
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TO CHANGE OR NOT TO CHANGE: A CASE STUDY AT THE FRONT DESK | Morgan Black has been described by the corporate office as the Miracle Worker because of the troubled properties that were turned | |around under Morgan’s leadership. It is hoped the story at the Coug Inn will have the same happy ending; however‚ the Coug Inn is in a | |remote location‚ hundreds of miles from any other corporate properties. The Coug Inn is a 150-room full-service | |property
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Hilton Hotels: diferenciación de la marca a través de Gestión de las relaciones A principios de 2008‚ Hilton Hotels Corporation fue preparado para el crecimiento mundial‚ con una tremenda meta agresiva de apertura de 1.000 hoteles en América del Norte en cinco años y 1.000 hoteles en el resto de el mundo en diez años. La empresa acababa de ser tomada por el privado Blackstone Grupo 1 de reportó US $ 26 mil millones‚ una prima del 32% sobre el precio de la acción 32‚05 dólares el día anterior
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Marketing Department of the Terminus Hotel forecasted an average occupation level of 40% during 2009. In November 2008‚ the department received two offers from regular customers‚ the first at a rate of €90 for 10 rooms per day‚ and the second at a rate of €95 for 5 rooms per day. Both offers were rejected. Based on the numbers‚ it appears that the accounting department rejected both offers because the rate fell short of the total cost per room per day for the hotel. Assuming an occupancy rate of 40%
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