Good Hotel: Doing Good Doing Well Essay Example

problem of surplus capacity in 2009.

Approximately 4.8 million rooms were available out of a total of 50,000 properties, which means there was one room for every 64 residents. The hotels went through a significant decline in performance from the second half of 2008 to the first few months of 2010, making it the longest downturn since data was first recorded in the late 1960s. This decline can be attributed to factors such as high unemployment rates, increased foreclosures, and reduced business travel. As a result, occupancy rates were low during this period.

While the hotel markets started recovering by the end of 2009, higher rates weren't observed until 2011 due to previously negotiated agreements.

Despite the economic decline, Good Hotel managed to maintain competitiveness among its neighboring hotels. Financially, by 2009, Good Hotel had exceeded certain larger hotel chains. Although they initially lagged behind from 2008 to 2010, they gradually gained momentum in early 2010 and consistently outperformed their peers in business acquisition.

Hotels' adoption of environmentally friendly practices was an additional concern. By 2009, hotels had implemented recycling programs and incorporated energy efficient lighting. A 2008 study revealed that certain consumers were willing to pay extra for eco-friendly accommodations. Good Hotel, a green establishment, utilized recycled construction materials and provided complimentary parking for hybrid cars while charging a twenty-dollar parking fee for non-hybrid vehicles.

The bed frames at Good Hotel are constructed using locally sourced reclaimed wood, while the light fixtures are made from recycled glass water bottles. Additionally, guests are offered complimentary bicycle rentals during their stay. By embracing sustainable practices, Good Hotel has implemented a successful strategy to gain a competitive advantage as a green hotel.

Their environmentally-friendly approach resonates with consumers on a psychological level.

If customers believe you are meeting their desires and requirements, they will be inclined to become loyal patrons, as they trust your ability to satisfy their needs and will continue to return. The principal factor in implementing this strategy is designing a hotel that appeals to consumers. Individuals do not wish to stay in a hotel where they do not feel at ease; if they are uncomfortable, they are unlikely to return. Good Hotel exemplifies a green hotel, prioritizing the importance of decor for some customers, while others prioritize price and service.

In 2009, San Francisco had a total of 15 million visitors, with 4.5 million opting for hotels and paying a 14 percent occupancy tax. This tax generated $210 million in income for the city and county of San Francisco, which was used for schools, art programs, affordable housing initiatives, and the police department. Additionally, many tourists extended their stays to explore local attractions. Notably, the Moscone Center is highly favored for hosting conventions in San Francisco.

There are around 20,000 accessible rooms within a short distance from the Moscone Center. The Good Hotel is conveniently located just five blocks away. Convention travel accounts for 35 percent of the annual demand for rooms. Upon evaluation of the Good Hotel, it is clear that their concept effectively meets the preferences and needs of eco-conscious consumers seeking accommodation. Guests are willing to pay extra for an environmentally friendly hotel, showing strong support for this idea. Ultimately, this concept has been beneficial for the hotel's financial success.

The Good Hotel is known for its positive attitude and environment-friendly practices, making it

the "hotel with a conscience". Implementing this concept across all hotels would greatly enhance the success of the industry. To ensure smooth transition between the new ownership and the old, it is crucial for Pam Janusz to act as a liaison, reassuring the staff that their jobs are secure. Additionally, she should establish a message center for employees to easily communicate any issues, inquiries, or suggestions they may have.

For individuals who are resistant to change, she must assist them in adapting and assure them that although ownership is changing, everything related to the hotel will remain unchanged. This is crucial in order to maintain the satisfaction of both customers and staff. In summary, thanks to the superior strategy and policy provided by JdV, Good Hotel is poised for success.