Tourism Marketing: the Radisson Blu Hotel - Book Report/Review Example

Tourism Marketing: the Radisson Blu Hotel Introduction Strategic thinking and planning prevail as some of the essential factors in organizational management. Scientific theorists assert that strategic thinking comprehends the essence for businesses to engage in the implementation of appropriate measures in order to yield beneficial returns on the investments. The Radisson Blu Hotel ranks second in the English hotel industry and these successes can be associated with the managerial strategies implemented in the planning, control, and execution of obligations with an aim of accruing a set of goals at the long run (Fyall & Garrod, 2005, p. 65). The hotel has its headquarters in London, and it has over 10 branches in the city, further in Guildford and in Manchester. The Hotel has shown its untainted route towards success through its newly opened branches, for example the Providence Wharf Hotel in London. Secondly, the process challenges businesses to embrace strategic planning of all business courses as well as operational planning to control its entrepreneurial factors (Gregory, 2010, p. 46). The following discussion seeks to implement the processes of strategic thinking and planning towards the achievement of business objectives as indicated in the Radisson Blu Edwardian Group of Hotels. Values of strategic thinking in achieving business objectives The main value of strategic thinking as indicated in Radisson Blu Group Hotels is to develop a management strategy that is unifying, coherent, and integrative framework for decision making especially about resource utilization and business directions. To gain these results, the hotel establishes the hotel’s strategies by definition of the mission and vision statements (Grundy & Brown, 2006, p. 121). The firm asserts that its purpose is to create a satisfied consumer population who will yearn to visit the hotel’s premises to earn the unmatched services. For instance, strategic thinking and planning add consciousness, explicitness, and pro-activeness, and results to competitive domains for the Radisson Blu Group of Hotels strategic advantage (Fyall & Garrod, 2005, p. 69). Radisson Blu Group of Hotels declares their vision in the service industry as growing intuitively throughout the global platform in order to provide every potential customer with the best services profitably. The top management group of the Radisson organization indicates that there is a need to engage in the restructuring process of the hotel’s objectives. Such an approach is vital towards the achievement of the set goals and long range plans (Grundy & Brown, 2006, p. 125). The management asserts that remodelling of all the hotel’s premises is a basis for winning a competitive edge in the local market of London, and so is in the global market (Gregory, 2010, p. 76). The management asserts the vital need of skilled personnel to engage in the production, planning, research and development, and promotion as a strategic move towards elimination of unhealthy competition. For instance, the Radisson Blu Group of Hotel strategic managers asserts that the hotel would be performing its obligations towards success if it would engage all its capital in the expansion of the overall premises (Fyall & Garrod, 2005, p. 75). Arguably, the values surrounding the resolution are overwhelming since the increased premises will translate to increased consumer population in the long run. Such a resolution will be tamed to acquiring the long range plans profitably. The management denotes that the hotel acquires its values through the established financial approaches that create an ideal future towards the achievement of its business objectives. Innovation helps the hotels’ management to move outside their comfort zones into the appropriate consumer market segments (Grundy & Brown, 2006, p. 129). Innovativeness in any organization is articulated into strategic revolution, and for the Radisson Group, it declares its abilities in yielding knowledgeable and precise turnovers. However, in the context of strategic implementation, Radisson Blu Group of Hotels incorporates demands of the hotels’ customers, the staff, and organization into the planning process (Fyall & Garrod, 2005, p. 86). The hotel group incorporates benchmarking, in order to ensure that, the industry’s best practices are incorporated into its future visions and goals. Such practices have helped the hotel survive the threat of economic recession and stiff competition (Gregory, 2010, p. 76). The hotels main competitors are the Marriott, Egerton House Hotel, Milestone, Hotel 41, and Haymarket Hotels. Arguably, research shows that the hotel competes with over 1,000 hotels in different market segments. Additionally, the involvement of an organization’s employees in achieving the goals and objectives remain a vital course for the organization towards achieving its business objectives. Radisson Blu Group of Hotels’ management has ensured this since employees’ involvement in its strategic process ensures that they engage their skills and stay involved in the implementation of the organization’s operational plans (Grundy & Brown, 2006, p. 133). The last value of strategic thinking to an organization is measured. In order for any organization to be able to achieve the set objectives, it must have a continuous process of evaluating the effectiveness of the organization’s plans and determining whether the implementation of the plans is as intended (Sadler & Craig, 2003, p. 129). Radisson Blu Group of Hotels uses value measurement approaches to benchmark the initial needs against the newly implemented actions. In order for Radisson to acquire the desired edge, expert analyse and implement strategic changes, and they then initiate a strategic planning process, which is vital for all employees to ensure that they incorporate the strategic change in their obligations (Gregory, 2010, p. 88). Radisson Hotel does this through the identification and establishment of values and principles of strategic thinking to ensure the business is successful and being able to achieve its strategic objectives (Schniederjans, 2005, p. 120). How strategic planning can be implemented more efficiently within the international business context. Fig2. The process of strategic implementation to yield the set goals and objectives The objectives of strategic planning in an organization include understanding its benefits, products, and the key to successful strategic planning and implementation. A great number of organizations spend a lot of time addressing unanticipated changes instead of preparing and anticipating for them (Sadler & Craig, 2003, p. 152). This refers to crisis management in an organization. The hotel’s management establishes a research and development team that surveys the external environment (Grundy & Brown, 2006, p. 150). Radisson Hotel ensures that all its endeavours in every global market aim at acquiring competitive advantages. Precisely, it establishes strengths through delivering high-end services. The approach of research and development serves as an alternative to resolving the dynamics of the external environment. For instance, Radisson organization establishes the need to engage in the production of the desired services (Gregory, 2010, p. 109). The resolution serves to the best of the hotels since it rules its market segments, while growing aggressively over its competitors (Wittmann & Reuter, 2008, 142). Research indicates that the hotels provide over 20 different services to the local English and foreign customers. The products are tailored to suit different global cultures, thus; every market segment receives exclusive advantages, a factor made possible through the implemented strategic position (Kerzner, 2007, p. 132). A strategic analysis towards the establishment of the hotel denotes that it meets competition in the global environment, but succeeds to rank among the best. Ideally, the Radisson’s strategic choice of engaging in the high-end market segments followed a process of intensive strategic analyses and the evaluation of options (Waters, 2003, p. 18). The up-front commitment of management includes adherence to ensuring that all its programs do not interfere with political-social ideologies as such will result to failure in market penetration. Radisson’s research and development teams embark on enacting legal procedures, and ensuring that the processing team follows suit (Fyall & Garrod, 2005, p. 117). By so doing, Radisson maintains its competitiveness since every society acknowledges the hotels’ presence and seeks to consume the services. For instance, Radisson Blu Hotel management team implements services and programs, and through the intuitive innovativeness, its subsidiaries continue to maintain their market presence vi's-à-this growth (Shen & Edwards, 2006, p. 98). Strategic planning and thinking enable the hotel to create and maintain credibility following three key guidelines: adherence to the strategic planning process, representative participation, and informative documentation (Grundy & Brown, 2006, p. 152). All the affiliated hotels to the Radisson Blu Edwardian in London and Guildford engage on delivery of services per the customers’ needs (Sadler & Craig, 2003, p. 165). Those situated in Manchester also embark to the main hotel’s positioning, and choices in enacting their obligations (Gregory, 2010, p. 120). The Radisson Blu Hotel unleashes new product categories in different phases. This serves as advantageous to the company since it maintains consumer loyalty and wards off competitors. Lastly, it is vital to explain the goals and principles of planning to all other employees of the organization. This is important because it assures other employees that even if they are not part of the planning committee, they input and make evaluations to the recommendations. The entire staff and planning committee have the responsibility to determine how to achieve these objectives (Schuler, Briscoe, & Claus, 2008, p. 132). The planning committee makes a recommendation on what they think is effective for the organization (Sadler & Craig, 2003, p. 176). The operating committee, leadership, and staff members determine how things should be done. An additional aid in implementing an effective strategic plan is through the creation of an integrated system whereby the strategic plan is the “benchmark” for the organization’s progress (Fyall & Garrod, 2005, p. 118). The effective way of setting up such a system entails that the board of directors must accept the recommendations and ensures that the organization’s mission statement is part of the ruling. Conclusion The organization downplays threats and engages in the evaluation of its weaknesses while implementing solutions through innovative approach. Its strategic plans enable it to focus on segment growth as competitors remain tamed under each course. Radisson Blu Edwardian has comprehensive strategies that reduce the risk of making quick solutions and decisions that lack insights and creativity (Srivastava & Verma, 2012, p. 23). Executives in the organization challenge their subordinates positively as they seek a continuous upgrade to the product portfolio, maximization of resources, and implementation of processes aimed at matching the dynamics in the consumer markets (Gregory, 2010, p. 166). It is evident that Radisson Blu’s expansion is not short-lived and will in the future be the market leader in the UK hotel industry. Bibliography Cutler, A, 2010, Aspire To Inspire, Coventry, Hospitality Leadership Ltd, Fyall, A, & Garrod, B, 2005, Tourism Marketing: A Collaborative Approach, Buffalo, Channel View Publications. Gregory, A, 2010, Planning and Managing Public Relations Campaigns: A Strategic Approach, London, Kogan Page. Grundy, T, & Brown, L, 2006, Be Your Own Strategy Consultant: Demystifying Strategic Thinking - The Cunning Plan, London, Thomson Learning. Kerzner, H 2007,Strategic Planning for Project Management Using a Project Management Maturity Model, U.K, John Wiley & Sons. Sadler, P, & Craig, J, C, 2003, Strategic Management, London, Kogan Page. Schniederjans, M. J 2005, Outsourcing and insourcing in an international context, Pearson Education, London. Schuler, R. S., Briscoe, D. R., & Claus, L 2008,  International Human Resource Management Policy and Practice for Multinational Enterprises, UK, Simon & Schuster. Shen, J., & Edwards, V 2006, International human resource management in Chinese multinationals, Tor, Pan Macmillan. Srivastava, R. M., & Verma, S 2012, Strategic management: concepts, skills and practices, Oxford Press, Oxford. Waters, C, D, J, (2003), Global Logistics and Distribution Planning: Strategies For Management, London, Kogan Page. Wittmann, R. G., & Reuter, MP 2008, Strategic planning: how to deliver maximum value through effective business strategy, Bloomsbury, A&C Black. Read More