Case Study on "Branding Strategies and Change Implementation in the Hotel Industry"

Case Study 7 pages (2224 words) Sources: 3

[EXCERPT] . . . .

c) Were these changes truly customer-driven?

The changes occurred as customer-driven based on the myriad benefits they carried to enable customers realize excellent product and service delivery. The Service Culture Renewal provided a framework that the company used to train employees towards the realization of core competencies of personality, renewal, and instinctive.

The new brand position aimed at improving the lifestyle of the customers based on new initiatives adopted by the company. For example, the Breathe Program focused on setting Westin as a smoke-free zone thereby receiving accolades from various lung and health institutes. The company realized the benefits from employee motivation evident in the performance levels of Westin.

d) Significant challenges in the implementation of the changes

Despite the introduction of revolutionary strategies by Westin, challenges arose with the implementation of the changes. The Service Culture Renewal strategy entailed a training initiative for employees of the company. Training of staff towards realizing key competencies involves the integration of training modules and manuals for the brand. It occurs as an expensive process for the company. Some employees may depict sluggishness in adopting the core competencies in the workplace. Establishing an emotional connection with guests does not occur as a simplified process for either trained or untrained employees. At times, it occurs as a 'natural' process endowed with an individual's personality.

3. Why did Westin launch the "lifestyle experience?"

The launch of the "lifestyle experience" by Westin emanated from the identification of a large segment of travelers that demanded a non-smoking environment. Increased awareness of the side and long-term effects of smoking enabled travelers to take caution of their environments. The surge of lung cancer and other effects associated with smoking portrayed the act as an unorthodox amongst some members of the society. As a result, it became a necessity in the hotel industry.

The introduction of the Breathe Programs aimed at enabling customers experiences a healthful environment free of cigarette smoking. The move received accolades from the American Legacy Foundation and American Lung Association. As the first hotel to implement a restriction of smoking within its premises, Westin occurred as a unique brand that seeks to protect and care for the healthcare of non-smokers. In doing so, the company achieved its core competencies of personal renewal on the based on the brand position. The move focused on the realization of the set core competencies of the company in the industry. Establishing a conducive and personal environment goes along with ensuring that customers experience the best of their environments. In this case, setting a smoke-free premise played a crucial role in the realization of the core objectives of the revamped strategies of the company.

4. Do you agree with Westin's strategy? Why or Why not?

Evidently, Westin's strategy occurs as unique, beneficial, and realizable. The strategy targets the realization of core competencies of personal, renewal, and instinctive. Attaining of the competencies requires brand repositioning that entails a revamp in the lifestyle experience of customers visiting Westin. The dynamic hotel industry constantly demands the adoption of new developments focused on offering customers satiable satisfaction based on the products and services provided.

As a service based industry, presentation plays a crucial role in attracting and maintaining customers. The demand necessitates service culture renewal aimed at improving guest loyalty and repeated stays. The practice of improving 'staff friendliness' and the 'speed of check-in' are crucial in enhancing the realization of the desired levels of guest satisfaction. Consequently, Westin benefits with an increased guest satisfaction ratings fostering an increase in returns and referrals of the company.

Investing in lifestyle branding facilitates cost reduction in other areas through the elimination of unnecessary products that guests hold minimal value. Elimination of unnecessary costs and clutter focuses on ensuring the realization of quality and efficiency with product and service delivery within Westin.

The innovative niche established by Westin received admiration from other institutions, for example, the Breathe Program. Through the program, Westin managed to attract guests based on its non-smoking policy. Later, other companies adopted the policy depicting the benefits of the strategy.

References

Frei, F., Dev, C., and Strook, L. (2007). Westin Hotels and Resorts: Operations of a Lifestyle Experience. Harvard Business School, 9-607-129

Markovic, M. (2012). Impact of Globalization on Organizational Culture, Behavior and Gender Role. New York: IAP

Sloan, P., Legrand, W., & Chen, J. (2013). Sustainability in… READ MORE

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