SHERATON HOTEL MANAGEMENT

Sheraton Hotel Management



Table of Content

Introduction3

Company History and Background4

Industry And Competitive Analysis7

General Environment7

Five Force Model of Competition8

Financial Analysis11

Key Driving Forces12

Competitive Analysis13

Operation Management18

Learning Organisation19

Competitive Advantage21

Prior Strategies22

Current Strategies22

Barriers to Imitating23

Adapting to Change23

Value Chain24

Conclusion25

Recommendations25

References27

Sheraton Hotel Management

Introduction

The hospitality commerce is a money-making commerce to function in, particularly for established businesses such as FSH who have built powerful emblem perception based on its outstanding service. However, due to financial downturns, existing companies have to compete more hard-hitting than ever in alignment to appeal and retain clienteles. In this paper we analyzed the E-Marketing Sheraton Hotel. The following report was drawn from the prime use of lesser sources, in supplement to phone contact with hotel representatives. Secondary sources encompassed study from the Internet, commerce books, company trading communications, trade and general enterprise bulletins and magazines, among others. Through all the causes, applicable data and data was extracted into the report's appendices. After one-by-one investigation and group discussion, the following report was developed. The mandate of this report is to provide a macro examination of the luxury hotel industry and specifically the future outlook of Sheraton Hotel.

Peters and Waterman, in In Search of Excellence, define eight basic principles that the best run American companies should and do follow in order to achieve superior quality in their company over their competition. In this paper, a study of Hilton, Sheraton, and Marriott Hotels will be examined in the context of good hotel outfits. These three hotel chains were chosen on the basis of their accessibility, affordability and overall surface similarities. Also, these companies were chosen because, when consumers were asked, these three names were among the top in customer recall as to where they might look to spend the night when away from home.

Something to note when studying each of these companies is their unwillingness to release any information to the public relating to company policy, culture, goals or objectives. One company bluntly refused to send or provide any information, another said it could only provide the requested information to registered stock holders or corporate administrators, and the third said they would need to clear the release of such information with the regional manager, but within a three-week span could not obtain an answer. Any internal information was supplied by managers or regional managers, and even the knowledge which these employees had about their respective companies' internal workings was limited.

The eight basic principles which are to be discussed throughout the paper are: a bias for action; staying close to the customer; autonomy and entrepreneurship; productivity through people; hands-on, value driven; sticking to the knitting; simple form, lean staff; and simultaneous loose-tight properties.

Company History and Background

The world's leading international hotel company and third-largest hotel company in terms of number of rooms, Sheraton Corporation owns, leases, manages, or franchises some 450 hotels, inns, and resorts in 65 countries on five continents. Servicing 22 million guests worldwide each year, Sheraton has been the hotel industry's leader in a number of areas, including the use of new technology for reservations ...