Introduction In 1999‚ The Starwood Hotels and Resorts Worldwide raised their cost by announcing their new aggressive frequent-guest program that was accompanied by a fifty million dollar advertising campaign. The head of Hilton HHonors program‚ Jeff Diskin‚ recognized their competition and realized Hilton would have to raise their costs to keep up with demand. Two entirely unrelated corporations controlled Hilton brand: Hilton Hotels Corporation (HHC) and Hilton International (HIC). At this point
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RUNNING HEADER: Individual Assignment Starwood: Project Management Defining and organizing the project: The senior management of Phoenician company in Phoenix‚ Arizona was involved in defining an ambitious $38 million spa and golf renovation program. They considered three options for the center for well-being spa Of which the first option was seen as short-term fix‚ while the remaining two were viewed as having longer-term potential. Since before
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Hilton HHonors Strategic Response to Starwood Preferred Guest: The Battle for Customer Loyalty Hilton HHonors is a program which was designed to build loyalty to the Hilton brand worldwide. Membership in the program is open to anyone who applies at no charge. Members earn points toward their Hilton Honors account whenever they stay at a HHC or HIC property. Like many other reward programs‚ as members accumulate points they can redeem them for HHonors hotels or use them toward products and services
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Starwood Hotels & Resorts Frits D. Van Paasschen Frits Van Paasschen is a senior business manager who has found success in shaping global strategy across a variety of industries. He is 47 years old‚ has a wife and three children. Frits early years paved the way to a rich and exciting life. He worked hard in his younger years‚ digging ditches for landscaping company and as a janitor at his father’s office. He put his money towards an undergraduate degree that
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to establish it in the emerging economies Competitors SWOT analysis Starwood Hotels & Resorts Worldwide Inc STRATEGIC EVALUATION SWOT Analysis Strengths Luxury brand positioning – Starwood Hotels & Resorts Worldwide Inc’s strategy focuses on the development of lifestyle brands at a leisure price point supported by innovative marketing that makes an emotional connection with customers. Strong pipeline development – Starwood Hotels & Resorts Worldwide is aggressively pursuing a growth strategy
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liquidity‚ efficiency in terms of the cost-of-revenues‚ and low debt as well. Shangri-LA’s Current Ratio is 1.77 compared to 0.74 of Starwood‚ 1.53 of Hyatt‚ and 0.71of Intercontinental. On the other hand its Gross Profit Margin is 59.24% compared to 53.86% of Starwood‚ 23.84% of Hyatt‚ and 49.48% of Intercontinental. And its Debt-to-Asset ratio is 0.31 compared to 0.68 of Starwood‚ 0.45 of Hyatt‚ and 0.64 of Intercontinental. Shangri-La’s other strengths are the good occupancy rate which reached to 73 percent
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Managing a Better Program - Introduction Hilton Hotels sees its frequent guest programs “HHonors” as an incredibly important marketing tool. It serves to direct promotional and customer service efforts for a population of its most important clients‚ the frequent business traveler. Hilton is running the “HHonors” loyalty program to create and retain loyal customers in the same way as its major competitors. Organizations in the lodging industry all compete for the same subset of customers by introducing
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Competitive Analysis | Hotel Chains | | Marriott | Hilton Worldwide | IHG | Starwood | Brands | LuxuryThe Ritz-Carlton‚ Bulgari Hotels and Resorts‚ JW Marriott Hotels and Resorts‚ Gaylord Hotels‚ The Ritz-Carlton Destination Club‚ The Ritz-Carlton ResidencesUpscaleEdition Hotels‚ Renaissance Hotels‚ AC Hotels‚ Autograph Collection‚ Marriott Hotels and Resorts‚ Residence Inn by Marriot‚Mid-scaleCourtyard by Marriott‚ Springhill Suites by Marriott‚ Fairfield Inn and Suites by Marriott‚ MoxyBudgetN/AExtended
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and allowed Starwood to become a major competitor for Hilton Hotel Corporation and Hilton International. The increased spending by Starwood on its loyalty program reduced the cost-‐effectiveness of the Hilton HHonors program‚ and in an industry that rewards economies of scale‚ Starwood is forcing
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expansion in the tourism industry. These factors are favorable in selling our product for the industrial kitchen equipment into the hotels and conference centers channels. The opportunity is prevalent in this market as we are poised for growth‚ but the weakness is the lengthy sales cycle along with the legal ramifications which could show us revenues
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