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Hilton Garden Inn West Edmonton, Essay Example

Pages: 4

Words: 1170

Essay

Hilton Garden Inn West Edmonton marks one hotel of its kind at West Edmonton.  It is a true representation of a tourism and hospitality center. On addition to that, there are room services, and recreational facilities among others.

In summary, the three levels of production at the Hilton garden Inn West Edmonton summarize as:

  • Core products- the basic need function served at the Hilton Garden Inn is hotel services i.e. offering of food, shelter and rest. Upon entering the Hilton Garden Inn hotel, there is an automatic change of the atmosphere. Hilton Garden Inn West Edmonton restaurant food services include breakfast, lunch, and dinner. There is an open longue for drinks, and yet for weddings, and family reunion sites. The available recreational amenities include a spa tub, an indoor pool, and an executive fitness facility. Additionally a Pavilion Pantry facility offers fresh salads.
  • Tangible product- the services offered at the hotel are of the highest quality. The catering services are excellent, through the experienced staff and the delicious menus. There is the room service offered, though at limited hours. Services offered to wedding planners and other events, with an aim of making the functions successful. There are swimming services, including trainers, there is full bar service, at the Hilton Garden Inn, there are personal microwave and refrigeration services, where the equipments offered to guests in their room s, to their own service (J.D. Power & Associates. 2008). All services are availed on a 24 hour based system.
  • Argument product- Hilton Garden Inn has outstanding add-ons that are extrinsic to the services, thus leaving all visitors at rest. Visitors with special needs considered s they have their own special facilities. The auxiliary services include the small meeting and large conferences room, and audio-visual equipments, the complimentary wireless and the wired high-speed Internet access. On addition to that, there is a complimentary guest parking, property amenities as the coffee shop and café, gift shops and above all, laundry facilities.

Hilton Garden Inn’s Position Within the Product Life Cycle

Hilton Garden Inn is an outstanding hotel with a large market share in Edmonton. It has been in existence for a considerable lengthy period. Its growth is alarming, with its expansion into other countries. The brand name Hilton is most respectable and it has played a major role in the identification and thus gaining loyal customers. The brand name strategy has seen the Hilton Garden Inn outstanding, and its future is promising and prosperous.

Internal Market Strategy

The internal market strategy of any company is very essential. In real sense, the internal market strategy not only determines the employee satisfaction level, but it also determines the customer satisfaction. A combination of the two levels of satisfaction determines the workforce within the organization (Travel Courier 2009). At the Hilton Garden Inn hotel, the following four strategies employ in ensuring an effective market structure:

  • Service culture- the service culture aims at offering the best services ever. The employees do their best to ensure they meet the customer requirements. There is enhanced client service delivery coordination amongst employees at the Hilton Garden Inn hotel. The services so far recognized of their excellence. The managing director at the Hilton Garden Inn hotel offers the best managerial services. He insists on disciplined team leadership, which has so far adapted so well to the demands of the evolving hotel industry, with the customers having very high expectations. There are set motions, goals and targets that govern the whole running process at the Hilton Garden Inn hotel, with employees taking responsibility of their own actions.
  • Marketing approach to the human resource- the human resource at the Hilton Garden Inn hotel is more of concerned with the welfare of employees. It is not directly involved in marketing. However, it is the employees at the marketing department, directly affected by the functioning of the human recourse department. Their performance is influenced with their welfare; thus at the Hilton Garden Inn hotel, the marketing approach is indirectly related to the human resource.
  • Rewards and recognition- this marks yet a very important strategy employed at the Hilton Garden Inn hotel. No one’s effort towards the growth of the company goes unrecognized or unrewarded. There are incentives received upon attaining asset goal. Employees that constantly have return customers, for example, stand a chance of promotion. Dormant employees are more likely to remain at their level for the rest of their stay in the hotel, while some demoted.

Loyal customers not forgotten at the Hilton Garden Inn hotels not left bare handedly. There company offers incentives to customers to make them use the services even more. Incentives would be in form of gift vouchers, shopping vouchers, meal vouchers, and other incentives that would play a role in making them regular customers.

  • Communication- unlike most of the organizations where communication is in form of orders from the higher authority, this does not happen in Hilton Garden Inn hotel. Communication balances, where every individual has a “say” in the hotel/ all employees take part in the decision-making process (J.D. Power & Associates. 2008). The implementation of a new product goes by the rule of the majority. This strategy enhances straight communication without fear of expressing self-interest.

Pricing and Distribution Technique

In actual sense, services at the Hilton Garden Inn hotel are considerably expensive, as compared to other three-star hotels. However, at the end of the day there is the value for money. This fact has kept loyal customers to seek the services as long as they can remember. Customers have accepted to pay higher costs in exchange of the customer care services. The whole approach at the Hilton Garden Inn hotel is the pricing and positioning of the hotel at  a value-for-money pricing strategy in pricing and positioning. The elite customers turn up on a regular basis, while the common person would visit the hotel at least one in a while during the periods of” treating” themselves.

At the Hilton Garden Inn hotel the direct distributive channels takes place. The hotel delivers its products to the customer without outside assistance of another independent intermediately. Like any other place, there is a likelihood of arising channel conflicts. At the Hilton Garden Inn hotel, the most probable one to happen is the horizontal conflict, where competitor companies would conflict on the pricing. While some would hotel would wish to price as high as the Hilton Garden Inn hotel, then reaching the service standards would raise an issue, and they would loose customers, thus their pricing level limited by default.

In summary, Hilton Garden Inn hotel is one of a kind. It is a hotel whose services are unbeatable. In fact, any hotel that fights against Hilton Garden Inn hotel is more likely to loose the battle. The best a hotel can do is not fight it through conflicts, but try to adapt its investments. It is the place where people should try spending their holidays in order to obtain value for their money.

References

J.D. Power & Associates. (2008). North America Hotel Guest Satisfaction Index Study. Press release. http://www.jdpower.com/corporate/news/releases/pdf/2008099.pdf

Travel Courier, Calendar.  8/27/2009, Vol. 44 Issue 32, p18-18, 1/2p http://www.hotelsone.com/edmonton-hotels-ca/hilton-garden-inn-west-edmonton.html?as=g&aid=9836365118&dsti=218855&dstt=8&label=ggehoeu-bh218855&akw=garden%20inn%20west%20edmonton&asrc=Search&ast=&gclid=CMmehKP-zrMCFbMbtAodtGMAiw http://hiltongardeninn3.hilton.com/en/hotels/alberta/hilton-garden-inn-west-edmonton-YEGWEGI/index.html

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