International HRM Case Study: Brunt Hotels

My responsibilities included research and analysis of case studies relevant to a new pricing implementation proposal we were working on for the national energy provider. My consulting experience complements the Creative Futures unit, as they both emphasise innovation in business processes and risk management. I am eager to study this unit because it will expand my knowledge on the development and incorporation of sustainable practices into current manufacturing and sourcing processes, which will be useful when I begin my career. Pursuing my interests, I secured an internship at a fashion event planning company, Stylo International. While working on the research and planning of the first Malaysia Fashion week, I attended a meeting with representatives from MATRADE, the National Trade Promotion Agency, which provided me with knowledge transferable to the Managing Fashion Projects unit in this course.

By using hybrid conjoint analysis, Hu (1994) tried to measure the meeting planner’s preferences of hotel site selection to help hotel management understand what their customers want in the meeting business. It has been found that the “price (room rate) range” is the most important attribute in meeting planners’ considerations of hotel selection. “Location” is the second most important attribute, followed by “functional properties of meeting rooms,” “hotel guestroom comfort,” “food and beverage function,” and “hotel conference planning procedure.” However, Opperman (1996) identified in his study that hotel’s service quality as one of the most crucial factors in meeting planners’ decision process for meetings and

On the other hand Travel and Tourism I was investigating the travel and tourism industry, researching UK and overseas destinations, how to conduct customer service in travel and tourism. During my course we had to form a group of 5 and create an event for our chosen target audience. Within this time I learnt how to work independently within my role and also to work as a team too in order to satisfy customer’s wants and needs. Both of these courses allowed me to expand my analytical skills. They made me question my assumptions about how people think and act, and has left me able to think clearly about the world’s issues and what customers individual wants and needs are.

• Owners College offers courses to hotel owners and franchisees where they can receive trainings on the Hilton service and product branding to enable these Hilton properties to meet and exceed expectations. • Commercial College provides with virtual courses on sales, eCommerce, revenue stream management, reservations and other marketing and PR services which will improve team members’ understanding of how to maximize the revenue from global marketing programs. • Leadership College addresses one of the core values at Hilton Worldwide. Taking courses in leadership will amplify the senior leaders’ perception of executive development programs that ensure the “best-in-class leadership pipeline.” • General Studies College gives an access to a variety of education programs and learning practices where Hilton Worldwide team members ranging from supervisors to managers can facilitate the process of ongoing career

Get extensive education on interior designing and architectural drafting The next step is to smear to the college or university of your choice. Opt for courses that you are interested in encompassing interior building materials, ecology of design, building codes, interior architecture theory, lighting and color. Get adequate experience after graduating Opt for apprenticeship at a design or architecture firm. This will help you gain exposure to how things work out in practical world. Acquire License from National Council of Architectural Registration Boards (NCARB) Take the examination and get the license.

In an industry that twists around customer management and satisfaction, hoteliers ought to dependably be aware of the changing attitudes and practices of their customers. Organization that spotlights on the most fundamental examples in the business better understand what their customers need or sit tight for and those hotels that meet and surpass the longings of their guests are constantly looked for. With everything taken into account, the hotels spend endless amounts of money to recognize the unmistakable examples that will have a foremost impact later on. Everything from internal environment and room rates to livelihoods and advantages of the hotels can make an impact on the customers for choose or not to choose it. In the hospitality business

Therefore, it is imperative that organizations recognize that the actions of management in stakeholder relationships could affect the business operations of hotels. Stakeholder theory expanded on the concept of CSR. The theory identified the various stakeholder groups that were influenced by the way an organization conducted business. Freeman (as cited by Appiah, 2016) said that many CSR activities have various degrees of importance to stakeholders in any organization. The interests of the traditional group of external stakeholders cannot be satisfied without satisfying the needs of internal stakeholders according to Foster & Jonker; Hawkins (as cited by Appiah, 2016).

The competitive market of hospitality industry requires company to select appropriate pricing strategy option to enhance the competitiveness of the company. Apply Length-Of-Stay Restrictions and Price Appropriately Numerous information reports offer understanding into how contenders set rates over diverse lengths of remain (Huang & Rundle-Thiele, 2014). Sweetgreen ought to give careful consideration to their pricing strategies and ensure they are contending on comparative levels. For example, when changing rates for length-of-stay necessities, screen how the aggressive set has balanced their rates. Ensure the Assessment of Competitors’ Pricing Is Comprehensive There is a whole other world to take a gander at than basically what rate the aggressive set is charging.

The organisation that is selected in order to answer the tasks is InterContinental Hotel Group. Different models and strategies are used for analysing external environment, core capabilities, culture, and strategic choices of the firm. Task 1: Strategic Trajectories and Competencies of Hotel InterContinental Hotel

Franchising and decision variables The article in Franchising versus company-run operations: Modal choice in the global hotel sector discusses the various aspects considered by well-established hotels when they face the dilemma of whether to franchise a new hotel in a new geography or actually own the hotel themselves. The article is helpful in drawing the parallels for franchising decisions in service industry and especially pretty apt for the services which include high initial capital investment. The authors (F J Contractor & S K Kundu) borrow the definition of franchising from Caves & Murphy 1976 at the onset of the article and visualize the prospective franchisee as the sales agent or distributor of the brand owner. The authors are of