Chinese Companies Crawl up the Charts
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About Hotels
Dan Tel Aviv Distinguished by its special hospitality and service, the Dan offers close proximity to the city’s center, a resort-style About setting and beach access. There are beautiful indoor and outdoor swimming pools with Hotels... sundecks and extraordinary sea On the following tours: Prelude, views. The hotel’s restaurants Minuet, Overture, Rhapsody, and lobby lounge offer diversified cuisine and superb Serenade, Fantasia, Symphony dining. (DCL) Our Opal Plan and Israel Plus Eilat & Petra features the deluxe city view room with access to the The Escorted Tours (Pages 16-39) feature a choice exclusive King David Crowne of Hotel Plans, pre-combined to compliment each other in the cities where the tour overnights: Tel Aviv, Lounge (adults only). (E) Emerald Haifa and Jerusalem. We’ve provided detailed Plan utilizes the executive sea descriptions of the hotels, so just choose the plan view rooms with access to the that best suits your preference and budget. Rest King David Lounge as well assured that all of the hotels selected are the finest (adults only). Free Wi-Fi is available in Israel. available throughout the hotel. And…should you choose to change the hotels in Tel Aviv or Jerusalem, we offer you complete flexibility with the MIX & MATCH HOTEL ALTERNATIVE Herods Tel Aviv It’s simple. Combine the hotels you prefer and our A touch of nostalgia staff will be happy to price it for you accordingly. sweeps over you as Need help? Call one of our Experts today to answer you enter the Herods all your questions and give you prices for your Tel Aviv which has kept choice of hotels. -
Unece/Fao Forest Communicators Network – Annual Meeting
UNECE/FAO FOREST COMMUNICATORS NETWORK – ANNUAL MEETING 30th May – 1st June 2017 Logistics Note Venue of the meeting La Noria C/ Arroyo de los Ángeles 50 29011 Malaga Tel: +34 952 069 720 Email: [email protected] Hotel The meeting venue is located at 20 minutes waking from the Center of Malaga. Please find below a lists of hotels nearby the meeting venue which are also located at the Center of Malaga. You can contact the hotels directly to book a room (please note that the price is approximate and can change on the moment of the reservation): Sellés Hotel Málaga Centro Hotel Ibis Málaga Centro Ciudad C/ Mármoles 6 C/ Cerrojo 1 29007 Málaga 29007 Málaga Tel.: +34 952 07 02 16 Tel: +34 952 07 07 41, [email protected] [email protected] http://www.ibis.com/es/hotel-5585-ibis- www.hotelmalagacentro.com/en malaga-centro-ciudad/index.shtml Price: 120€ Price: 55€ Hotel Tribuna Hotel Ítaca Málaga C/ Carretería 6 C/ Compañía 29 29008 Málaga 29008 Málaga Tel.: +34 952 12 22 30 Tel.: +34 952 60 61 10 [email protected] [email protected] http://www.hoteltribunamalaga.com www.itacamalaga.sohohoteles.com Price: 100€ Price : 85€ Novotel Hotel Atarazanas Málaga C/ San Jacinto 7 C/ Atarazanas 19 29007 Málaga 29005 Málaga Tel.: +34 952 61 42 96 Tel.: +34 952 12 19 10 [email protected] [email protected] http://www.accorhotels.com/gb/hotel- http://atarazanasmalaga.com/ 6759-novotel-suites-malaga- Price: 75€ centro/index.shtml Price: 90€ Transfer Airport – Center of Malaga 3 possibilities: 1. -
Hilton Hotels Milestones
HILTON HOTELS MILESTONES 1919 Conrad Hilton purchases his first hotel, The Mobley, in Cisco, Texas. 1925 Conrad Hilton builds the first hotel to carry the "Hilton" name: "The Hilton," in Dallas. 1938 Hilton operates first property outside Texas: The Sir Francis Drake in San Francisco. 1942 Hilton moves its corporate headquarters to Los Angeles. 1943 Hilton becomes the first coast-to-coast hotel chain in the United States with the purchase of two hotels in New York City: The Roosevelt and The Plaza. 1945 Hilton becomes a major national force in the hospitality industry with the purchase of The Palmer House and The Stevens (now the Chicago Hilton and Towers). The latter was then the largest hotel in the world. 1946 Hilton Hotels Corporation is formed and listed on the New York Stock Exchange (NYSE:HLT), with Conrad N. Hilton as president. 1949 Conrad Hilton leases "the greatest of them all," The Waldorf=Astoria in New York. The first Hilton outside the continental United States opens: The Caribe Hilton in Puerto Rico. Hilton International Co., a wholly owned subsidiary is formed. 1953 The first Hilton opens in Europe: The Castellana Hilton in Madrid. 1954 Hilton consummates the largest real estate transaction to date with the purchase of The Statler Hotel Company for $111 million. 1960 Conrad Hilton named chairman of the board, Hilton Hotels Corporation. 1964 Hilton International spins off as a separate corporation, with Conrad Hilton as president. 1965 Statler Hilton Inns, the corporate franchising subsidiary (now Hilton Inns) is formed. 1966 Barron Hilton becomes president of Hilton Hotels Corporation. -
The World's Biggest Hotel Companies. Old Trends and New Tendencies
MISCELLANEA GEOGRAPHICA – REGIONAL STUDIES ON DEVELOPMENT Vol. 19 • No. 4 • 2015 • pp. 26-33 • ISSN: 2084-6118 • DOI: 10.1515/mgrsd-2015-0020 The world’s biggest hotel companies. Old trends and new tendencies Abstract Many hotels are owned by a few dozen so-called hotel chains or hotel Andrzej Kowalczyk systems. The rapid growth of big hotel companies can be regarded as proof of the entrance of hotel systems into the globalisation phase. Since 2006, companies from the People’s Republic of China (PRC) have been among the world’s top hotel systems. This year can be considered Department of Geography of Tourism & Recreation as the symbolic beginning of a new stage in the history of the largest Institute of Socio-Economic Geography & Spatial Management hotel systems. This paper shows two main trends. On the one hand, the Faculty of Geography & Regional Studies processes that could be observed in the market of the major global hotel University of Warsaw Poland systems from the 1990s are still discernible (for example, the position of e-mail: [email protected] the so-called hotel megasystems). On the other hand, new trends have come to the fore in recent years, notably the emergence of systems from the People’s Republic of China among the world’s largest hotel systems. Keywords Hospitality • hotel megasystems • Chinese hotel chains Received: 30 September 2014 © University of Warsaw – Faculty of Geography and Regional Studies Accepted: 18 August 2015 Introduction A large proportion of hotels worldwide are owned by a few systems, non-cash settlements, launching new services for clients dozen so-called chains or systems, many of which operate and new technological solutions in catering, and so on. -
Marriott Bonvoy
B:24.5” T:24” S:23.5” ELITE ELITE-LEVEL BENEFITS AT A GLANCE PARTICIPATING BENEFIT DESCRIPTION BRANDS MARRIOTT BONVOY™ GOLD ELITE 25 Nights/Year MARRIOTT BONVOY™ SILVER ELITE 10 Nights/Year MARRIOTT BONVOY™ PLATINUM ELITE 50 Nights/Year MARRIOTT BONVOY™ TITANIUM ELITE 75 Nights/Year MARRIOTT BONVOY™ AMBASSADOR ELITE 100 NIights + $20K Rev/Year A member is matched with a personal Ambassador (above property), who is the member’s point person for every stay. Ambassador Service is the highest level of service All brands Ambassador Service l for members. All brands except Marriott Vacation Club® Flexibility to check in and out of the room outside of normal arrival and departure times. For example, check in at 9 p.m. and check out at 9 p.m. Requests for Your24 and participating Vistana™ properties Your24™ l are communicated through Ambassadors. and Design Hotels™ All brands except resorts, 48-Hour Guarantee Marriott Vacation Club, and participating l l Guaranteed room availability for reservations booked 48 hours prior to arrival (at Residence Inn and TownePlace Suites, benefit applies to studio room only). Vistana properties and Design Hotels™ • JW Marriott® Access to lounge for member plus one guest. This benefit only applies to the one guest room in which the Platinum Elite/Titanium Elite/Ambassador Elite member is staying. • Marriott Hotels® • Delta Hotels® Brand Lounge Offer Guest Compensation2 • Autograph Collection® Hotels US$100 if no breakfast • Renaissance® Hotels US/CAN: If lounge is closed or hotel does not have a lounge, offer -
Profiled Hotel Brands 2021 North America Hotel Guest
2021 North America Hotel Guest Satisfaction Study Profiled Hotel Brands Andrea Stokes, Practice Lead - Hospitality [email protected] 1 Hotel Segments Included Luxury Upper Upscale Upscale Upper Midscale Midscale Economy J.D. Power North America Hotel Guest Satisfaction Study 2 © 2020 J.D. Power. All Rights Reserved. CONFIDENTIAL AND PROPRIETARY—For Internal Use. 2021 North America Hotel Guest Satisfaction Study – Brands Profiled Luxury Upper Upscale Upscale Andaz Autograph Collection AC Hotels Conrad Curio Collection aloft Hotels Destination Hotels Embassy Suites Ascend Collection Fairmont Graduate Hotels** Best Western Premier Four Seasons Hard Rock Hotel BW Premier Collection Grand Hyatt Hilton Cambria InterContinental Hotel Indigo Courtyard JW Marriott Hyatt Centric Crowne Plaza Loews Hyatt Regency/Hyatt Delta Hotels Luxury Collection Joie de Vivre DoubleTree Park Hyatt Kimpton element Rosewood Le Méridien Four Points Sofitel Margaritaville** Hilton Garden Inn St. Regis Marriott Homewood Suites The Ritz-Carlton Millennium Hotels Hyatt House The Unbound Collection Omni Hyatt Place Thompson Hotels Renaissance Radisson Trump Hotels Sheraton Residence Inn W Hotels Tribute Portfolio SpringHill Suites Waldorf Astoria Westin Staybridge Suites **New brand to 2021 Study Wyndham Grand Wyndham Hotels J.D. Power North America Hotel Guest Satisfaction Study 3 © 2020 J.D. Power. All Rights Reserved. CONFIDENTIAL AND PROPRIETARY—For Internal Use. 2021 North America Hotel Guest Satisfaction Study – Brands Profiled Upper Midscale Midscale Economy -
Dušan Borovčanin, Master Prof
UNIVERZITET SINGIDUNUM DEPARTMAN ZA POSLEDIPLOMSKE STUDIJE Doktorska disertacija Uticaj indirektnih operativnih troškova na uspešnost poslovanja korporativnih hotelskih lanaca Kandidat: Mentor: Dušan Borovčanin, master prof. dr Slobodan Čerović Beograd, 2020 1 2 SADRŽAJ 1 UVOD 7 1.1 PREDMET ISTRAŽIVANJA ............................................................................................................ 8 1.2 PROBLEM ISTRAŽIVANJA ............................................................................................................ 9 1.3 CILJ ISTRAŽIVANJA .................................................................................................................. 10 1.4 ZNAČAJ ISTRAŽIVANJA ............................................................................................................. 10 1.5 NAUČNI DOPRINOS ISTRAŽIVANJA .............................................................................................. 11 1.6 PRAKTIČAN DOPRINOS ISTRAŽIVANJA .......................................................................................... 11 1.7 OGRANIČENJA RADA ............................................................................................................... 11 1.8 POLAZNE HIPOTEZE ISTRAŽIVANJA .............................................................................................. 12 1.9 METODE ISTRAŽIVANJA............................................................................................................ 13 I DEO…………………………………………………………………………………………………………………………………………………14 TROŠKOVI -
Strategic Management
CHAPTER 1 STRATEGIC MANAGEMENT YOU SHOULD BE ABLE TO DO THE FOLLOWING AFTER READING THIS CHAPTER: 1. Describe the key elements in the strategic management process. 2. Discuss the three different perspectives or approaches used in understanding strategy, including the traditional perspective, the resource - based view, and the stakeholder view. 3. Understand strategy formulation at the corporate, business, and functional levels. 4. Explain the difference between strategic thinking and strategic planning. 5. Characterize and explain the key players in the lodging and foodservice industries. COPYRIGHTED MATERIAL cc01.indd01.indd 1 22/22/09/22/09 111:46:591:46:59 AAMM 2 CHAPTER 1 ■ STRATEGIC MANAGEMENT FFEATUREDFFEATUREDEEAATTUURREEDD SSTORYSSTORYTTOORRYY M CDONALD ’ S PLAN TO WIN After 50 years of operation, McDonald ’ s is revitalizing its products, and pushing innovation through a variety of initiatives. This foodservice giant with more than 30,000 restaurants in 100 countries provides food to nearly 50 million customers each day, but decades of expansion, sales growth, and profi ts made the burger giant complacent. By focusing on getting bigger, not better, the company stumbled in 2002, recording its fi rst losing quarter. By 2003, U.S. sales had fl attened, as many consumers were turning to healthier options and restaurants with more upscale menu items, a segment sometimes referred to as “ fast - casual ” . Morgan Spurlock’ s fi lm Super Size Me , released in 2004, also seriously diminished the public image of the quick - service chain, as moviegoers watched Spurlock become ill and gain 25 pounds after eating only McDonald’ s food for one month. With pressure to get back on track, it was time for McDonald ’ s to rethink the business. -
2018 Hotel Brand Reputation Rankings: USA & Canada
REPORT 2018 Hotel Brand Reputation Rankings: USA & Canada October 2018 INDEX Introduction 4 Methodology 6 The Importance of Brand Reputation 7 Key Data Points: All Chain Scales 8 Key Findings 9 Summary of Top Performers 10 ECONOMY BRANDS Overview 13 Top 25 Branded Economy Hotels 14 Economy Brand Ranking 15 Economy Brand Ranking by Improvement 16 Economy Brand Ranking by Service 17 Economy Brand Ranking by Value 18 Economy Brand Ranking by Rooms 19 Economy Brand Ranking by Cleanliness 20 Review Sources: Economy Brands 21 Country Indexes: Economy Brands 22 Response Rates: Economy Brands 22 Semantic Mentions: Economy Brands 23 MIDSCALE BRANDS Overview 24 Top 25 Branded Midscale Hotels 25 Midscale Brand Ranking 26 Midscale Brand Ranking by Improvement 27 Midscale Brand Ranking by Service 28 Midscale Brand Ranking by Value 29 Midscale Brand Ranking by Rooms 30 Midscale Brand Ranking by Cleanliness 31 Review Sources: Midscale Brands 32 Country Indexes: Midscale Brands 33 Response Rates: Midscale Brands 33 Semantic Mentions: Midscale Brands 34 UPPER MIDSCALE BRANDS Overview 35 Top 25 Branded Upper Midscale Hotels 36 Upper Midscale Brand Ranking 37 Upper Midscale Brand Ranking by Improvement 38 Upper Midscale Brand Ranking by Service 39 Upper Midscale Brand Ranking by Value 40 Upper Midscale Brand Ranking by Rooms 41 Upper Midscale Brand Ranking by Cleanliness 42 Review Sources: Upper Midscale Brands 43 Country Indexes: Upper Midscale Brands 44 Response Rates: Upper Midscale Brands 44 Semantic Mentions: Upper Midscale Brands 45 Index www.reviewpro.com -
Rps Horeca.Pdf
SAMBONET PADERNO INDUSTRIE S.P.A. 2 COMPANY PROFILE HOTEL SAMBONET PADERNO INDUSTRIE S.P.A. FACTORY ENG ITA The company based in Orfengo, between Novara and Con sede ad Orfengo tra Novara e Vercelli, è il Gruppo Vercelli, is a leading Italian manufacturer of top quality italiano leader nella produzione di articoli di design di designer items for the tabletop and kitchen, both for alta qualità per la tavola e la cucina, destinati sia al the home as well as for the catering sector. Sambonet settore home sia al canale Ho.re.ca. Paderno Industrie S.p.A. was established in 1997 Sambonet Paderno Industrie S.p.A. nasce nel 1997 following the purchase of Sambonet by Paderno and in seguito all’acquisizione di Sambonet da parte di merging. Sambonet has always been very dynamic in Paderno. the pursuit of modernity for its products. Sambonet ha dimostrato negli anni una decisa The work of Roberto Sambonet - a key designer at aspirazione verso la modernità che si esplica con Sambonet from the ‘50s through the ‘80s - is a valuable l’attività di Roberto Sambonet, designer dell’azienda testimony to this undertaking. Through the design and dagli anni ‘50 alla fine degli anni ‘80. Per questo la functionality of our products; our company’s ability to ricerca dello stile, della forma, della funzionalità e adapt to new lifestyles has always been the key to l’adattamento ai nuovi stili di vita è sempre stata our market identification. In order to accomplish this imprescindibile dalla ricerca del riconoscimento del Design-Industry-Market synergy, we have established mercato. -
Why Invest in 25Hours. Accorhotels Global Development Facts and Figures
why invest in 25hours. AccorHotels Global Development facts and figures >80% occupancy on a group level ~40% revenue coming from F&B 5 new openings in the next two years come as you are. Christoph Hoffmann is responsible for the further development and Stephan Gerhard knows the international hotel trade like no other. expansion of the 25hours hotel group and its brand. He enthusiastically The Solutions Holding, which he founded in 1985, is one of Europe’s and courageously evaluates hotel premises and develops tailored hotel leading consultancy corporations in the hotel, hospitality, leisure and products with local partners for nomads, daydreamers and night owls tourism sectors. Stephan Gerhard works tirelessly as a partner and who are looking for a change from the grey city streets. consultant for 25hours. Kai Hollmann is the director of the Fortune Hotels in Hamburg which Ardi Goldman is known as an orchestrator of city architecture in are among the most internationally renowned and successful lifestyle Frankfurt. He is always able to create cosmopolitan colour in liveable hotels in various segments. Hollmann is a hotelier who learned his and endearing architecture. Goldman draws his inspiration from urban trade from scratch. Hollmann is the proprietor and director of five areas and offers thorough support during the implementation of his hotels and was the initiator of the 25hours idea. ideas. This causes the boundaries to blur between enjoyment, construction, design and art. initiators. history 25hours is a fresh and dynamic hotel brand, which builds upon the shoulders of traditional hotel business and searches for new answers to the demands of an urban, cosmopolitan, culturally interested and brand aware audience. -
HVS Asia-Pacific Hotel Operator Guide Excerpt 2016
2016 EDITION | Price US$800 SUMMARY THE ANNUAL HVS ASIA-PACIFIC HOTEL OPERATOR GUIDE (AS OF 31 DECEMBER 2015) Setthawat Hetrakul Assistant Manager Daniel J Voellm Managing Partner HVS.com HVS | Level 21, The Centre, 99 Queen’s Road Central, Hong Kong The HVS Asia-Pacific Hotel Operator Guide 2016 Foreword It is with great pleasure that I share with you our third annual Asia-Pacific Operator Guide, data as of 31 December 2015. This third edition will continue to serve owners as a reference for which operator has a strong presence in their home market and in potential future markets further ashore as well as key feeder markets across the region. With China rapidly becoming a strong outbound market, brands and operators that are well positioned there are better positioned to welcome Chinese travelers overseas. Branding, anchored by the management expertise and distribution power that operators bring to a hotel property, is becoming more and more critical. In the face of increasing competition, non-branded properties often perform at a discount to their branded peers due to lack of awareness and quality assurance. Running a hotel is no easy task and owners have a tendency to view operators’ fees as unjustified for the value they deliver. It is essential that owner and operator align their interest from very early in the process and work towards a common goal, rather than start their long-term relationship from conflicting standpoints. In this third edition, we have captured close to one million existing and more than half a million pipeline rooms spread over 6,546 properties.