Hilton Case

Hilton case study Name of student Course Instructor Institution Date due Hilton case study In a gathering to celebrate success of Hiller Hotels, Peter Green wonders if he should really celebrate, following an earlier discussion of possibly selling The Westward Hilton. This was a hotel he had managed and nurtured so well that he had grown attached to it. The Westward Hilton had been bought when its owners were making loses for five straight years and were running into bankruptcy. This case study describes how Peter Green was brought in to manage the hotel, and his previous experiences in the industry and how he made strategic management decisions that changed the way the hotel operated and differently from many other hotels. After working through the ranks in the hotel industry, becoming a general manager and several years of doing project management, Green wanted a job that would allow him time with his family and a place to put his philosophy into practice (Miranda, 2004). The Westward Hilton had been built in 1992 in phoenix and was a 13 story full service hotel with 300 guest rooms and conference rooms. When it was sold, it needed major renovations to boost its image and improve service delivery. When Green arrived at westward Hilton, he was determined to bring change to all aspects of running the hotel. He had observed that the previous management used a command- control style and had a borrowed belief system. He wanted a system where the owners, customers and employees were involved in making the hotel better. The owners provided the capital investments needed, the employees provided the service that produced repeat customers and the customers provided the necessary feedback to enable better service (Frolick & Ariyachandra, 2006). Without a written strategy...