hospitality

Topic Discussion: Select a hospitality company and with specific examples, summarize its marketing environment. Apply concepts from the textbook.

Examples of discussions from other students.

Hilton is the hospitality company that I am going to be discussing. The macroenvironmental factors that the textbook points out are things such as demographics, competitors, and natural environment forces. Hilton focuses on providing lodging services to both business and leisure guests and it has competition in the hospitality field with other hotel companies like Holiday Inn, Hyatt, and Marriott. Natural environmental events such as the Covid-19 pandemic or maybe other areas being affected by natural disasters like hurricanes and large fires could affect the business that this hotel company, as well as others, can get. The Hilton’s location will also play a huge factor in their success. If the Hilton is located around heavily populated areas where conventions are held, or tourist attractions like theme parks are, it would bring much more business of course!

The microenvironments would be things that are very much controllable like the suppliers that they work with. Hilton can partner with taxi companies, gym equipment companies, computer suppliers, and restaurant locations to bring more profit. Another thing that Hilton hotels is working on is how they are becoming more environmentally friendly by reducing their energy use. Giving guests the option to not have sheets and towels switched out every day, but rather every other day if the customers choose to.

Example 2:

When looking at a company’s marketing environment you need to look at microenvironment factors, those close to the company and the macroenvironment factors, those that are outside the company, such as demographics, and competitors. I am going to be looking at the marketing environment of Southwest Airlines.
The microenvironment of Southwest airlines would be customer service. They are known for going above and beyond to assist customers. Another example would be their low prices and having more flights available to consumers. The macroenvironment would be the demographic that they target. According to marketingschools.org, they target middle class families, small business owners and young adults. The types of customers Southwest services are, individuals/households looking to go on vacations or see family, businesses, especially small businesses and government markets. Southwest offers a military rate for active duty and dependents. Macro Environment also includes competitors. Southwest’s immediate competitors are JetBlue and Allegiant. These airlines also offer low price flights. The next ring of competitors would open up to all airlines such as Delta and American Airlines. Outside of this would be other forms of transportation. Southwest Airlines also uses their website to sell tickets. They do not go through other websites such as expedia or priceline to sell them. This is considered disintermediation.By having customers go directly to their website they are saving on the fees they would have to pay to a third party.
Keeping prices low while still providing excellent customer service is what Southwest is about. They focus on keeping their spending down in order to keep their fares low for travelers. They also focus on customer service and providing an enjoyable experience for their customers.

part 2.
Find the mission statement of a hospitality or travel company. In a well organized essay, critique the mission statement against the guidelines for a mission statement, as stated in Chapter 3 of the text.
Please ensure to follow APA formatting to cite source(s) to earn full credit..

Part 3.
Case study.

Company Case
In-N-Out Burger: Customer Value the Old-Fashioned Way
In 1948, Harry and Esther Snyder opened the first In-N-Out Burger in Baldwin Park, California.
It was a simple double drive-thru setup with the kitchen between two service lanes, a walk-up
window, and outdoor seating. The menu consisted of burgers, shakes, soft drinks, and fries. This
format was common for the time period. In fact, another burger joint that fit this same
description opened up the very same year just 45 minutes away from the first In-N-Out Burger. It
was called McDonald’s. Today, McDonald’s boasts over 34,000 stores worldwide that bring in
more than $88 billion every year. In-N-Out has only 281 stores in five states, good for an
estimated $625 million a year. Based on the outcomes, it would seem that McDonald’s has
emerged the clear victor.
But In-N-Out never wanted to be another McDonald’s. And despite its smaller size—or
perhaps because of it—In-N-Out’s customers like the regional chain just the way it is. When it
comes to customer satisfaction, In-N-Out beats McDonald’s hands down. It regularly posts the
highest customer satisfaction scores of any fast-food restaurant in its market areas. Compared to
McDonald’s customers, patrons of In-N-Out are really “lovin’ it.” Just about anyone who has
been to an In-N-Out believes it’s the best burger they’ve ever had. It comes as no surprise, then,
that the average per-store sales for In-N-Out eclipse those of McDonald’s and are double the
industry average.
Breaking All the Rules
According to Stacy Perman, author of a definitive book on In-N-Out, the company has achieved
unequivocal success by “breaking all the rules.” By rules, Ms. Perman refers to the standard
business practices for the fast-food industry and even retail in general. In-N-Out has maintained
a tenacious focus on customer well-being, but it has done so by doing the unthinkable: not
changing. The company’s original philosophy is still in place today and best illustrates the basis
for the company’s rule breaking: “Give customers the freshest, highest quality foods you can buy
and provide them with friendly service in a sparkling clean environment.” The big burger giants
might take exception to the idea that they aren’t providing the same customer focus. But let’s
take a closer look at what these things mean to In-N-Out.
For starters, at In-N-Out, quality food means fresh food. Burgers are made from 100
percent pure beef—no additives, fillers, or preservatives. In-N-Out owns and operates its own
patty-making commissaries, ensuring that every burger is fresh and never frozen. Vegetables are
sliced and diced by hand in every restaurant. Fries are even made from whole potatoes. And, yes,
milkshakes are made from real ice cream. In an industry that has progressively become more and
more enamored with processing technologies such as cryogenically freezing foods and preparing
all ingredients in off-site warehouses, In-N-Out is indeed an anomaly. In fact, you won’t even
find a freezer, heating lamp, or microwave oven in an In-N-Out restaurant. From the beginning,
the company slogan has been “Quality you can taste.” And customers are convinced that they
can do just that.
In-N-Out hasn’t changed its formula for freshness. But in another deviation from the
norm, it also hasn’t changed its menu. Unlike McDonald’s or Wendy’s, which introduce
seemingly unending streams of new menu items, In-N-Out stays true to Harry Snyder’s original
mantra: “Keep it real simple. Do one thing and do it the best you can.” This charge from the
founder focuses on what the chain has always done well: making really good hamburgers, really
good fries, and really good shakes—that’s it. While others have focused on menu expansion in
constant search of the next hit item to drive traffic, In-N-Out has tenaciously stuck to the basics.
In fact, it took 60 years for the company to add 7up and Dr. Pepper to its menu.
Although the limited menu might seem restrictive, customers don’t feel that way. In
another demonstration of commitment to customers, In-N-Out employees will gladly make any
of the menu items in a truly customized fashion. From the chain’s earliest years, menu
modifications became such a norm at In-N-Out that a “secret” menu emerged consisting of code
words that aren’t posted on regular menu boards. So customers in the know can order their
burgers “animal style” (pickles, extra spread, grilled onions, and a mustard-fried patty). Whereas
the “Double-Double” (double meat, double cheese) is on the menu, burgers can also be ordered
in 3×3 or 4×4 configurations. Fries can also be order animal style (two slices of cheese, grilled
onions, and spread), well done, or light. A Neapolitan shake is a mixture of chocolate, vanilla,
and strawberry shakes. The list goes on and on. Knowledge of this secret menu is yet another
thing that makes customers feel special.
It’s not just In-N-Out’s food that pleases customers. The chain also features well-trained
employees who deliver unexpectedly friendly service. In-N-Out hires and retains outgoing,
enthusiastic, and capable employees and treats them very well. It pays new part-time staff $10.50
an hour and gives them regular raises. Part-timers also receive paid vacations. General managers
make over $100,000 a year plus bonuses and receive a full-benefit package that rivals anything
in the corporate world. Managers who meet goals are sent on lavish trips with their spouses,
often to Europe in first-class seats. For gala events, managers wear tuxedos. Executives believe
that the men and women who run In-N-Out stores stand shoulder-to-shoulder with any blue-chip
manager, and want them to feel that way. Managers are promoted from within. In fact, 80
percent of In-N-Out managers started at the very bottom. As a result, In-N-Out has one of the
lowest turnover rates in an industry infamous for high turnover.
Happy, motivated employees help create loyal, satisfied customers. In fact, words like
loyal and satisfied don’t do justice to how customers feel about In-N-Out Burger. The restaurant
chain has developed an unparalleled cult following. When a new In-N-Out first opens, the line of
cars often stretches out a mile or more, and people stand in line for hours to get a burger, fries,
and a shake. Fans have been known to camp overnight to be the first in line. When In-N-Out
made its debut in Texas, one woman cried. “Pinch me, it just doesn’t feel real,” whimpered
customer Danielle DeInnocentes, overcome with emotion as the reality of her newfound
proximity to the burger chain set in.
Slow Growth Nurtures Fans
Some observers point out that it’s probably more than just the food and the service that created
In-N-Out’s diehard customer base. Because of In-N-Out’s slow-growth expansion strategy, you
won’t find one of the famous red-and-white stores with crisscrossed palm trees on every corner.
By 1976, In-N-Out had grown to only 18 southern California stores, whereas McDonald’s and
Burger King had opened thousands of stores worldwide. It took In-N-Out 40 years to open its
first non-California store in Las Vegas. And even as the company expands into Arizona, Utah,
and Texas, it sticks tenaciously to its policy of not opening more than about 10 stores per year.
The lack of access to an In-N-Out in most states has created legions of cravers coast to
coast. Fans have created countless Facebook pages, filled with posts by consumers begging the
family-owned corporation to bring In-N-Out to their states. But In-N-Out’s policy is driven by its
commitment to quality. It will open a new store only when it has trained management and
company-owned distribution centers in place.
The scarcity of In-N-Out stores only adds to its allure. Customers regularly go out of their
way and drive long distances to get their fix. Having to drive a little further contributes to the
feeling that going to In-N-Out is an event. Out-of-state visitors in the know often put an In-N-
Out stop high on their list of things to do. Jeff Rose, a financial planner from Carbondale,
Illinois, always stops at In-N-Out first when he visits Las Vegas to see his mother. “You have to
pass it when you drive to her house,” he says in his defense. “It’s not like the time I paid an extra
$40 in cab fare to visit an In-N-Out on the way to the San Diego airport.”
Consistent with the other elements of its simple-yet-focused strategy, In-N-Out doesn’t
spend much on advertising—it doesn’t have to. In fact, although the company doesn’t release
financial figures, some estimates place total promotional spending at less than 1 percent of
revenues. McDonald’s shells out 7 percent of its revenue on advertising. In-N-Out’s small
promotional budget is for local billboards and radio ads. But when it comes to really spreading
the word, In-N-Out lets its customers do the heavy lifting. Customers truly are apostles for the
brand. They proudly wear In-N-Out T-shirts and slap In-N-Out bumper stickers on their cars.
Rabid regulars drag a constant stream of new devotees into restaurants, an act often referred to as
“the conversion.” They can’t wait to pass along the secret menu codes and share the sublime
pleasures of diving into a 4×4 animal style. “When you tell someone else what ‘animal style’
means,” says an analyst, “you feel like you’re passing on a secret handshake. People really get
into the whole thing.”
In-N-Out doesn’t use paid endorsers, but word-of-mouth praise regularly flows from the
mouths of A-list celebrities. When former Tonight Show host Conan O’Brien asked Tom Hanks
what he recommended doing in Los Angeles, Hanks replied,” One of the true great things about
Los Angeles is In-N-Out Burger.” Paris Hilton famously claimed she was on her way to In-N-
Out when she was pulled over for a DUI. And paparazzi have snapped shots of scores of
celebrities getting an In-N-Out fix, including Miley Cyrus, Selena Gomez, Christian Slater, and
Nick Jonas. The fact that such celebrities aren’t paid to pay homage to the brand underscores that
In-N-Out is truly a hip place.
A Questionable Future?
Many analysts have questioned whether or not In-N-Out can sustain its unwavering 65-year run.
For example, the company that had been run only by Harry, Esther, or one of their two sons for
its first 58 years hit a barrier in 2006 when Esther Snyder passed away. The only direct
descendant of the Snyder family at that time was 23-year-old Lynsi Martinez, who was not yet in
a position to take over the company. That left In-N-Out in the hands of Mark Taylor, the former
vice president of operations. But as directed by Esther Snyder’s will, granddaughter Lynsi took
over as In-N-Out’s sixth president in 2010 before her 28th birthday. Often described as shy,
Martinez has progressively gained ownership of the company and will have full control in 2017.
The changing of the executive guard has gone largely unnoticed by customers and fans,
an indication that the In-N-Out legacy carries on. With long lines still snaking out the door of
any location at lunchtime, demand seems as high as ever. “The more chains like McDonald’s and
Burger King change and expand, the more In-N-Out sticks to its guns,” says the analyst. “In a
way, it symbolizes the ideal American way of doing business: Treating people well, focusing on
product quality, and being very successful.” In-N-Out’s customers couldn’t agree more. When it
comes to fast-food chains, delighted customers will tell you, “There’s In-N-Out, and then there’s
everyone else.”

Conduct an SWOT analysis on In-out burger based on the evidence in the case
Should In-N-Out adopt a high-growth strategy? Why or why not?

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