2007: 48,000 PROPERTIES WITH 4.5 MILLION ROOMS, 2 BILLION PERSON TRIPS 50 MILES OR MORE
(44% business travel, 56% leisure)
Development Characteristics and Trends: segmented by price, location, amenities
Decentralized in mid 20th century with automobiles and suburbanization; clustered at transportation nodes, medical centers, business parks; CBD development increasingly mixed use
Full-scale vs. Limited Service (“budget”); Premium vs. Select Service
Convention Hotels: 400 rooms or more with meeting facilities (International Association of Conference Centers guidelines)
Training and continuing education: 52%
Management planning: 26%
Professional & technical meetings: 9%
Sales meetings: 8.2%
All-Suite properties
Extended-stay hotels: one week or more
Boutique or specialty; urban, upscale, “independent”
Resorts, new entertainment and outlet venues; often branded
Timeshares vs. fractional ownership and condominium hotels: deeded ownership with resale liquidity but highly cyclical with credit conditions
Repositioning/ Redevelopment
Fluctuations in demand are the most frequent market analysis oversights: Easy to overestimate and underestimate demand
Demand drivers highly variable: price, location, amenities and services
Unique local conditions and trends
Multiple revenue generators: meeting and event facilities, restaurants, retail
Labor-intensive: control fixed and variable costs while improving revenues
Household demographics not central to analysis: local supply vs. regional, national and global demand
Brand name and visibility can change market segment
Domestic and International travel highly cyclical
Shifts in economic bases
Shifts in transportation, technology and consumer preferences (e.g. shifting gender preferences, free independent traveler)
Internet has reduced travel agents (35% internet)
Competitive properties
Seasonality; occupancy varies greatly
On-the-ground fieldwork required
Interviews: convention bureaus, professional and government entities, corporate travel managers
DEMAND DEGMENTS AND METRICS
Demand Segments:
Purpose of trip: Business, SMERF, leisure
Seasonality
Length of stay
Price sensitivity
Number of rooms required
Contract demand
Facilities and amenities required; Intangibles
Market Analysis Objectives and Demand Metrics: Identify current underserved market demand or new demand
Demonstrated demand: existing occupancy at existing hotels
Unaccommodated demand: demand that must use capacity outside market area
Created demand: new segment in market area
Market Performance Metrics: Only type of property rented
perceptions and attitudes of young people to careers in tourism. Ross 4 makes the point forcefully that 'Relatively little research has thus far been conducted on the perceptions and intentions of those individuals who are likely to enter the tourism/hospitality workforce'. In some ways, given the importance of the workforce to the successful development of tourism, and given anecdotal evidence that attitudes to tourism careers span such a wide range from glamorous and exciting to poorly paid and mundane…
A Hospitality Assignment Part A: Internet Research “Using a range of information sources including the internet, media and libraries, answer the following questions.” Question 1 Question: “Outline 5 sectors of the hospitality industry and give two examples of establishments within the local area which operate in each sector.” Answer: The hospitality industry is an industry that incorporates a variety of services that depend on people’s leisure time and money that can be freely spent. There…
Turnover is aggravated by a shrinking labour force (Coy, 2006). As noted in Iverson and Deery (1997), a turnover culture has been created and reinforced within the hospitality industry. Hotels generally regard high turnover as part of the work-group norm and employees frequently hold the belief that they are entering jobs with limited career development opportunities. A number of attempts have been made to understand…
Segmentation: A tourism stakeholder view Aaron Tkaczynski, Dr Sharyn R. Rundle-Thiele, Dr Narelle Beaumont University of Southern Queensland Abstract Tourism segmentation research has focused on (1) developing tourist segment profiles using primary and secondary tourist data and (2) understanding which segmentation bases can accurately predict future tourist behaviour. Researchers have not considered how tourism stakeholders are segmenting their tourist markets. This paper presents evidence…
Hoteliere de Lausanne was one of the few brilliant experience in my college life. Before I graduated from Beijing Hospitality Institute in March, 2014. I was elected as a school delegate to join in Young Hoteliers Summit Global (YHS) in Switzerland. The Global Summit is held over three days at the Ecole Hôtelière de Lausanne (EHL) annually. The delegates are students, nominated from top hospitality management schools spanning the globe. Through a Creativity Challenge, Keynote speakers, Panels, Focus Groups…
this case study, we will see the process in Hilton Group plc which related to HRM and its employees such as how can they deliver a service quality to their customer ,and who was behind the success. Company Brief Overview Hilton Group plc was a hospitality organization which was integrated between Hilton and Stakis plc to create a new brand. It was divided in to four global regions and each of them was given the decentralized organization structure .By the way, they have the same objective "Hilton…
Analysing the External Environment A. INTRODUCTION TO SESSIONtc A. INTRODUCTION TO UNIT For many companies in the UK and the United States the period 1950 to 1970 seems in retrospect to have been one of almost uninterrupted straight-line growth in a relatively stable environment. In such a situation managers look effective and perhaps they are effective if they do the same thing over and over again and appoint successors in their own image. Then in the 1970s a big change took place. Doing the same…
monuments), indeed with heritage. Arguably too, where gastronomy is not to the fore, its role in selling other aspects of tourism is evidenced. Advertising of the Spanish Paradors (prestigious hotels in majestic historical settings) strongly reinforces hospitality as part of their tradition; the gastronomy of the Paradors is legendary. Similarly Italian City Breaks including 'all the attractions', reinforce the cuisine, usually regional, of the hotels booked. Trips to Ireland lure to the Giant's Causeway…
