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Essay / Research Paper Abstract
A 6 page paper discussing the situation in which Hilton Hotels finds itself in 1994 after having entered Nevada's gaming industry several years earlier. The situation is that Hilton has created the Flamingo brand for middle and lower segments of the market, but it is inconsistent with both its Flamingo and standard brands. Customers cannot know from their experiences with one Flamingo hotel what to expect at another. The paper recommends that Hilton determine where its Flamingo brand will operate and then tailor services and entertainment to the chosen market segment. Bibliography lists 4 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KSmktgHiltGam.rtf
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Unformatted sample text from the term paper:
entered the gaming market in Nevada in the early 1990s as the economy was in recession. In 1994, the recession is long past and "regular" people are beginning to
travel again, many of them taking vacations to Nevadas gaming cities. Gaming revenues have increased slightly over 1993, but operating income is 12 percent lower.
The situation is that Hilton has created the Flamingo brand for middle and lower segments of the market, but it is inconsistent with both its Flamingo and
standard brands. Customers cannot know from their experiences with one Flamingo hotel what to expect at another. Entertainment also is an issue,
because it needs to attract people to the gaming activities rather than compete with them. Hilton needs to realign its Flamingo brand so that it is uniform in the
services offered and in the types of entertainment it offers guests. Because it serves the lower end of the market where families with young children often live, the Flamingo
hotels should offer supervised activities for children and family-oriented entertainment. Economic Changes Hilton management seems to be surprised that occupancy rates have increased
so much 1991 to 1994. This should not be surprising at all, however, as increased occupancy can be expected to follow a recession. The recession of 1991-92 inhibited
growth within the hospitality industry in virtually all locations, internationally as well as in the domestic market (Wolman, 1994). Changes in gaming revenues
also can be linked with changes in the overall economy, at least in part. Those traveling and vacationing during the years of the early 1990s were those who (1)
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