Class Business Policy And Strategic Management Hilton Hotel

Class Business Policy And Strategic Managementhilton Hotel Entering

Class: Business policy and strategic management. Hilton Hotel entering Cuba. · Entry strategy Notes: Supply - (competitors, local, euro companies, government) - what restriction and challenges are they experiencing right now, tourist locations not developed, availability of attractions demand side how big is demand of tourism, foreigners (where they are coming from (how many Americans), local people, why do people go to Cuba, - policy of hotel tourism. And the discussion we had. Because We Care Health and Hospice Care Sandra Tharpe American InterContinental University + Sandra Tharpe Currently: BBA Healthcare Management Introduction Gerontology Hi Fellow classmates and Instructor, my name is Sandra Tharpe and so far I`m really enjoying my time here at AIU.

It is good to know that you all are here and that you are interested in my presentation. I choose this topic because I have a passion for caring for others especially the elderly. I cared very much for my grandparents and that`s why I as the youngest of 4 did took it upon myself to make sure that they passed away knowing that I really cared. I miss them so dearly. 2 Certified Nursing assistant My Experience Navicent Health: Pine pointe Hospice Heartland Hospice Independently create proper healthcare and end-of-life needs for individuals, both young and elderly.

Assisting and administering in the maintenance of good health. Design and administer appropriate methods of care for numerous individuals under my care. 3 Certified Nursing assistant My Experience Navicent Health: Pine Pointe Hospice Heartland Hospice Throughout my time as a CNA and healthcare provider at the hospice center I have gained a lot of experience and now I can confidently say what is necessary for a company that the elderly and soon deceasing are taken care of. 4 Excellent Communication, Highly Organized, Energetic, Driven, Passionate Clinical Professional, Promote Health Benefits Efficient at Multi-Tasking Skills Used During Care As a CNA and healthcare provider at the hospice center I have gained a lot of experience such as safety and security of the patients, delivering quality customer service on a continual basis, enforcing and upholding the company policies and procedures.

5 My goals ladies and gentlemen is to oversee an organization where the elderly and end-of-life individuals will be happy and forget the loneliness which cause many of them to die before their time as well as not having the ability to look after themselves. 6 Fellow classmates-Instructors this is why I`m currently enrolled here at AIU for my bachelor degree in gerontology which will give me an upper hand at making my passion for the elderly a lifelong obligation. 7 Facility Proposal Therefore, ladies and gentlemen allow me to make my proposal to you so that together we can see aged Americans living more years rather than just dying. I am so excited that we can put energy together financially to improve the facility of hospice and elderly care to make sure those people who require special attention get the services 8 Nursing Assistants and Orderlies Home Health Aides Genetic Counselors Dietitians and Nutritionists Medical Transcriptionists Occupational Health and Safety Specialists Phlebotomists Pharmacy Technicians Medical Doctors Chaplains Social Workers Physical Therapist Assistants and Aides We need more professionals like myself that can help support the ending days of people that are about to leave us and to instill confidence that we do our best first to offer the care and comfort that these individuals so need rather than just leaving people to die because of their age or any other health issues.

9 In conclusion I have A strong trust that this project will be received positively by all of us. Healthcare Gerontology Specialist / Manager Conclusion Always remember not to do what you feel but to do what`s right. Again I want to thank you all for making this occasion a success. 10

Paper For Above instruction

The entry strategy for Hilton Hotels expanding into Cuba presents a complex landscape influenced by multiple supply and demand factors, along with the socio-political environment that shapes operational challenges and opportunities. As the hospitality industry seeks to penetrate the Cuban market, it must navigate restrictions posed by government policies, local competition, and international economic influences, including European and American companies. This paper critically analyzes these elements, evaluates the current restrictions and challenges faced by Hilton, and discusses the tourism demand side, including tourist origin, demand size, and policy considerations that influence hotel tourism in Cuba.

Introduction

In recent years, Cuba's strategic opening to foreign investment, particularly in the hospitality sector, has garnered significant global interest. Hilton Hotels, a leading international hospitality brand, considers entering this promising yet challenging market. Successful market entry relies heavily on understanding local restrictions, competition, and supply-side limitations, as well as the demand patterns of tourists. Economic reforms, policies on foreign investment, and the unique socio-political landscape form the foundational context for Hilton's entry strategy.

Supply-Side Challenges and Restrictions

The Cuban hospitality market operates under a unique set of restrictions stemming from government policies that influence foreign investment. As of now, foreign companies, including Hilton, face limitations on ownership structures, operational freedom, and profit repatriation. Regulatory frameworks have historically favored local enterprises and state-owned entities, creating hurdles in establishing fully autonomous hotel operations. Moreover, there are challenges related to supply chain limitations, including availability of construction materials, labor shortages, and restrictions on importing certain goods, which delay hotel development projects.

Additionally, Cuba's underdeveloped tourist infrastructure, particularly in remote or non-traditional tourist locations, limits accommodation capacity and access to attractions. This infrastructural deficit constrains Hilton's potential operational footprint initially, necessitating collaborations with local entities or joint ventures to overcome these barriers.

Demand Side Dynamics

The demand for tourism in Cuba is primarily driven by international travelers seeking cultural, historical, and leisure experiences. The United States, along with European nations such as Spain, Canada, and Germany, are significant sources of visitors. The influx of American tourists increased following the easing of diplomatic tensions and relaxations of travel restrictions in recent years. Data indicates that a substantial proportion of tourists are motivated by Cuba's rich history, pristine beaches, and affordable luxury experiences.

Tourist arrivals from the U.S. have seen marked growth due to policy shifts leading to more relaxed travel regulations, including the "people-to-people" travel categories. Despite this, the total demand remains limited by factors such as visa policies, travel restrictions, and concerns around safety and health, particularly amidst global health crises. The demand is also influenced by Cuba's policy on tourism, which involves state regulation of visiting numbers, pricing, and types of permissible activities to control economic benefits and maintain social stability.

Tourist Demographics and Attraction Factors

Tourists to Cuba tend to be predominantly from North America and Europe, with American and Canadian visitors making up a significant share due to geographic proximity and cultural ties. European tourists usually seek a blend of leisure, cultural immersion, and historical exploration. The influx of tourists is influenced by the availability and promotion of attractions such as Old Havana, Varadero beaches, and UNESCO World Heritage sites, which remain central to Cuba’s tourism appeal.

The demand for hotel accommodations correlates strongly with these attractions and the overall perception of Cuba as an exotic, affordable destination. However, the development of new tourist sites and expansion of existing attractions remain critical to sustain long-term growth in multiple regions beyond the traditional hotspots.

Policy Implications and Strategic Recommendations

For Hilton to successfully establish a foothold in Cuba, a comprehensive understanding of the local policy environment is critical. This includes navigating foreign investment laws, working within state regulations, and aligning with national tourism strategies. Strategic entry options might involve joint ventures with local entities, franchising agreements, or licensing arrangements to mitigate restrictions and share operational risks.

Furthermore, Hilton’s entry must be aligned with Cuba’s broader policy objectives, such as boosting tourism revenue, diversifying accommodation options, and attracting higher-quality international visitors. Advocacy for policy reforms that facilitate foreign ownership, operational flexibility, and ease of repatriation of profits will be vital in ensuring sustainable growth.

Conclusion

The entry of Hilton Hotels into the Cuban market embodies both opportunities and challenges shaped by supply limitations, policy restrictions, and demand dynamics. Careful strategic planning that involves understanding regulatory frameworks, leveraging local partnerships, and targeting demand segments is essential. As Cuba continues its economic reforms and global integration, Hilton’s ability to adapt to new policies and infrastructural realities will determine its success. Engagement with local stakeholders and continuous market analysis will be crucial to navigating this evolving landscape effectively.

References

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