Business Health Check: Hilton Hotel
Hilton Hotel was founded by Conrad Hilton in the year, 1919, and he established the first Hilton hotel in Cisco Texas. Today, the Hilton establishment has expanded its hospitality business across the globe. The Hotel is among the leading names in the hospitality industry today. Further, the Hilton Hotel offers a wide range of services to travelers from around the globe. As a global brand, Hilton Hotel emphasizes innovation as a strategy to remain competitive in the hospitality industry. The products and services from the Hotel are geared towards meeting the needs of savvy global travelers. Today, Hilton h-Hotel boasts of over 500 hotels and resorts that include in more than eighty countries around the world that include, for example, Hilton Hotel in the United Kingdom. Having existed for over 95 years, Hilton Hotel is the most preferred avenue, for instance, by developers, travelers and corporate partners (Huckestein & Duboff, 1999).
P1: Mission, Vision and Objectives of Hilton Hotels
According to Strauss and Karyn (2005), the mission of the Hotel involves filling the earth with the light and warmth that hospitality can provide. On the other hand, the vision of the Hotel involves being the dominant hospitality company worldwide. Further the objectives of the Hotel include:
- To enhance the experience of guests who visit Hilton Hotel
- To engage workers of Hilton Hotel
- To improve the operational efficiency of the Hilton Hotel
- To improve the building designs of the Hilton Hotel
- To strengthen Hilton Hotels’ partnership with key stakeholders in the hospitality industry
- To serve various communities where Hilton Hotels have established their business
- To maintain an emphasis on protecting the global environment
- To enrich the Hotel’s brand name worldwide
In terms of considering the Hotel’s mission, the hospitality industry today is competitive and attracting customers depends on how the Hotel can market itself. As such, improving the experience of customers as emphasized by the mission of Hilton Hotel is necessary to retain customers who visit the Hotel from different regions around the world. On the other hand, its vision involves being a leader in the hospitality industry. However, this will depend on the business strategy that the Hotel establishes in the competitive business environment. Today, the number of world class hotels has increased, and Hilton Hotel faces stiff competition that requires the development of a differentiation strategy. As such, the Hotel needs to come up with unique products and services to ensure it remains competitive in the hospitality industry (Li et al., 2013). With regard to the objectives of the Hilton Hotel, enhancing the experience of the guests would require a focus on services that meets the needs of today’s global travelers. Improving the experience of travelers who visit the Hotel will require the company to focus on the current demands of the hospitality industry. This requires the Hilton Hotel to consider reviewing its strategic plans on a frequent basis since the hospitality business continues to change from time to time (Chen et al., 2011).
Conversely, engaging workers of the company is important to ensure that their concerns are addressed amicably. As such, the Hotel can benefit from an improved employee involvement. In addition, engaging workers of the company also ensures that the management understands their needs and makes changes to ensure that the operations of the Hotel are not impacted by a negative attitude from the workers, for instance. In a world class hotel such as the Hilton Hotel, operational efficiency is critical in ensuring that the Hotel retain is customers. Most of the customers visiting a five-star hotel like Hilton Hotel are more particular regarding the services they need. As such, it is important for the management and employees of the Hotel to be more adept with the needs of their savvy travelers, for instance. This will ensure that the Hotel maintains its position as the best destination for savvy travelers. A focus on operational efficiency also ensures that the Hotel does not incur losses (Eisen, 2006). On another note, the hospitality industry is about improving the experience of customers that range, for instance, from tourists and business personalities who spend their time in the five- star hotels either for leisure or for business purposes. In this regard, most of these customers are fascinated by the attraction that the five-star hotels can offer. As such, the Hilton hotel has endeavored to draw more customers by improving the design of the Hotel’s building. In essence, the aesthetic value that is provided by the design of the Hotel’s building can act as a source of attraction to prospective customers in the hospitality industry (Eisen, 2006).
Strengthening the partnership with key stakeholders in the hospitality industry is also necessary to ensure the Hotel maintains its competitive advantage in the hospitality industry. The key stakeholders in this sense may include, for instance, the government, shareholders, tours and travelling operators, venture capitalists and financial institutions. As a global brand, it is necessary for the management of Hilton Hotel to establish a working relationship with the government in the regions that the Hotel has established its business. This ensures that the Hotel is not affected in its operations as a result of interference by government officials who may have their vested interests. Further, the government is also responsible for issuing trading license and as such, a working relationship between the government and the Hilton Hotel plays a role in ensuring that there are no unnecessary demands that can impact negatively on the Hotel’s business in different regions where it has set up its business (Popescu et al. 2013). On another note, the shareholders are the owners of the business, and their involvement can improve or impede the success of the Hilton Hotel. In this regard, the board of directors and the top management of the Hilton Hotel need to ensure that there is transparency in terms of how they deal with the shareholders of the Hotel. Tours and travelling operators on their part play an important role in ensuring that the Hilton Hotel keeps getting customers from different destinations around the world. Their role in this regard is to assist the Hotel in terms of providing travelers with important information regarding different hotels or destinations that they can make their reservations. As such, establishing a working alliance with tours and travelling operators is critical in ensuring that the Hotel gets more customers and thus increasing its profits (Maxwell & Gordon, 2002).
In addition, the Hilton Hotel also needs the assistance of venture capitalists or financial institutions to help it expand its business to other destination. Also, in today’s business world, corporate social responsibility has become part and parcel of organization’s business strategy. As such, it is necessary for the Hilton Hotel to involve itself in CSR as a way of enhancing its reputation in different regions that it operates. This may involve, for example, serving the communities in different regions that it operates. For example, the company can engage in CRS by funding community projects aimed at improving the lives of the community members. Engaging in an environmental initiative also plays an important role in terms of improving the reputation of the Hilton Hotel. On the other hand, promoting the Hilton Hotel brand globally will require a focus on improved service delivery to attract more customers to the Hilton Hotel (Maxwell et al., 2004).
P2: PESTEL analysis of the Hilton hotel
In the hospitality industry, politics is an influencing factor in the establishment of businesses in different locations
Subscribe to Access the entire paper for only $10. This Sample Paper is 16 Pages or 4402 words in length.
The Entire Content is Locked
View the Entire Sample at $9.99 only!
Click on the Button Below to Register
industry which allows the Hotel to maintain its competitive advantage (Benavides-Chicon & Ortega, 2014).
P: 7 Training and development process of the management and staff of the Hilton Hotel’s Kitchen department
In the hospitality sector, a key contributor to the survival of a hotel is the accommodation they provide. In this regard, one of the major components of accommodation is the food served to customers. Since Hilton Hotel serves both local and international customers, the understanding of, for example, cuisine or delicacies from different regions around the world is necessary to meet the demands of a diversified group of customers who are served on a daily basis by the Hotel’s kitchen department. In order to improve efficiency, it is important for the Hotel management to provide in-service training to the kitchen staff as a way of enhancing their skills (Kavita & Sharma, 2011). For example, the kitchen manager needs to attend training that can improve their leadership skills and the understanding of different menus around the world that resonates with a diversified group of customers. In essence, improving leadership skills of the kitchen manager is necessary to ensure that the manager understands the need of other staff members. Further, learning and understanding how to lead effectively will enable the kitchen manager to improve the performance of the staff and also ensure the Hotel retain skilled and experienced staff in the kitchen department. On the other hand, training of the staff members in the kitchen department contributes to talent development necessary to improve the services they provide to the Hotel’s customers (Huang & Lin, 2011).
The hospitality industry is competitive, and various hotels in the industry need to develop business strategies that will ensure they survive the stiff competition. As a global brand, the Hilton Hotel has managed to maintain its leading position globally by constantly reviewing its strategies to ensure they match the current changes in the hotel industry. Some of the strategies that the Hotel use to assess its competitiveness in the hospitality industry involves, for example, conducting a PESTEL and SWOT analysis to identify weaknesses or gaps that need to be addressed. In essence, the future success of the Hotel depends on developing unique services that will ensure it counters competition from other upcoming international hotels.
Benavides-Chicon, C., & Ortega, B., 2014.The impact of quality management on productivity in
the hospitality sector, International Journal of Hospitality Management, 42(3), p.165-173.
Chen, Y., Wang, W.C., & Chu, Y.C., 2011. A case study on the business performance
management of Hilton Hotels Corportation. International Business Research, 4(2), p.213-218.
Eisen, D., 2006. Hart hints at where Hilton is headed. Business Travel News, 23(9), p.1-10.
Harrington, R.J., Chathoth, P.K., Ottenbacher, M., & Altinay, L., 2014.Strategic management
research in hospitality and tourism: past, present and future. International Journal of Contemporary Hospitality Management, 26(5), p.778-808.
Huang, Y., & Lin, C., 2011. Management trainee core competencies in the hospitality industry:
differences between managers and scholars. Journal of Human Resources in Hospitality & Tourism, 10(1), p.1-13.
Huckestein, D., & Duboff, R., 1999.Hilton Hotels. Cornell Hotel and Restaurant Administration
Quarterly, 40(4), p.28-38.
Kavita, K.M., & Sharma, P., 2011. Gap analysis of skills provided in hotel management
education with respect to skills required in the hospitality industry: the Indian scenario. International Journal of Hospitality and Tourism Systems, 4(1), p.31-51.
Li, L., Gray, D.E., & John, L.A., 2013.Learning about managing the business in the hospitality
industry. Human Resource Development Quarterly, 24(4), p.525-559.
Maxwell, G., & Gordon, L., 2002. Strategic HRM and business performance in the Hilton
Group. International Journal of Contemporary Hospitality Management, 14 (5), p.251.
Maxwell, G., Watson, S., & Quail, S., 2004.Quality service in the international hotel sector: A
catalyst for strategic human resource development? Journal of European Industrial Training, 28 (4), p.159-182.
Noriega, P., & Lim, E., 2011.The importance of a holistic and sustainable approach to
management in the hospitality industry. Consortium Journal of Hospitality & Tourism, 15(2), p.74-78.
Popescu, L., Iancu, A., Popescu, V., & Vasile, T., 2013.Human resource management practice in
the hospitality and tourism industry. Economics, Management and Financial Markets, 8(4), p.160-165.
Quinn, K.A., 2012.The importance of technology, systems, and information skills in the
hospitality industry. Consortium Journal of Hospitality and Tourism, 17(1), p.66-82.
Singal, M., 2014.The business case for diversity management in the hospitality industry.
International Journal of Hospitality Management, 40(2), p.10-19.
Skaates, M., & Seppanen, V., 2005. Market-oriented resource management in customer
relationships. Qualitative Market Research, 8 (1), p.77-96.
Solnet, D., Kralj, A., & Baum, T., 2015. 360 Degrees of pressure: the changing role of the HR
professional in the hospitality industry. Journal of Hospitality and Tourism Research, 39(2), p.271-292.
Strauss, K., & Karyn, G.D., 2005. Carter charts new course for Hilton International. Hotels,
Watson, S., Maxwell, G., & Farquharson, L., 2007.Line managers’ views on adopting human
resource roles: the case of Hilton (UK) hotels. Employee Relations, 29(1), p.30-49.