Kimpton Hotel Group Management - Case Study Example

Management Case Study Analysis: Kimpton Hotel Group Introduction The Kimpton Hotel group had an underlying belief of doing good while doing undertaking business, which drives it into considering environmental management responsibilities. Efforts of the company to be friendly to the environment began in 1985 when the company developed a rooftop park of the Galleria Park Hotel, a section of the Hotel Triton. The hotel had a desire of taking efforts of being environmentally friendly at higher heights. Such a move was appropriate while considering the rising numbers of high-quality products in the market, which helped to manage the environment. For this case, the hotel ventured into launching a nationwide campaign for to go green without losing its customers. The firm had a challenge of balancing its corporate strategies with environmental management plans (Slye, 2015). The Case The hotel needed a personnel, who could engineer the delivery of excellent and trendy hotel experiences and at the same time, reduce the hotel’s ecological footprints. The hotel chose on Business Evolution Consulting as the project manager and the latter firm helped to formulate a plan called the Kimpton EarthCare (Slye 2015). The program so far has remarkable benefits to both the hotel group’s management and customer experience. Planning the project occurred in three phases, the first of which was of remarkable success. The remaining two faces of the project are yet to be completed. They include a recycling project, and replacement of the hotel equipment including fabrics with organic materials. The two latter projects faced objection from a section of stakeholders. Should The Hotel Group Consider Implementation Of Second and Third Projects? In ensuring proper and reasonable arguments on the returns from investing in the two projects, there is a need for a review of fundamental lessons from the first project. The first lesson for stakeholders is the fact that the firm has a desire for excellence and creation of difference in approach to balance between corporate strategies and management of the environment. For such a case, it is justified all stakeholders in the corporation should consider that there has already been past success (Silverman & Thomas, 2006). Success is because the company put the project as a part of its vision. There is a generalized ideology for the advocacy for environmental care among the business across the globe. The company already has a history of venturing into managing the environment, which makes it unique among the customers. Some people may consider that the Green initiative is no longer news to the public because the corporate headquarters has the plan coined in its strategies. The advantage, which the firm has for this case is the reputation, which will serve to maintain its uniqueness. Being good while proper performance must entail doing that which gives the best for the majority. Such a vision as the one the company initially had leads to the support of the public and the continuity of the dream to the rest of the corporate world. The second thought out of proposals is the need for involvement of powerful partnerships to ensure success of projects. Everyone at the company needs the information concerning the ideals and mindset of EarthCare. Employees at the firm need to understand that success involves a partnership and that being unique involves venturing into new projects. Changing set traditions of the business has considerable effects on the morale of the staff, especially if the staff does not hold similar opinions. The team should consider that plans seek to use methods, which will guarantee them better working conditions, free from corrosive chemicals and toxic pollutants. For such a reason, the staff should maintain focus on the plans while reflecting on the results already realized (Silverman & Thomas, 2006). The implantation of the two projects also faces the challenge of expected low and slow returns on the amount of capital invested. The strongest argument in the favor of such a claim emanates from the fact that the high costs of acquisition of material for the second project may escalate inflation for the company’s products. However, those in the challenge should consider that the company has a plan to balance the corporate benefits of environmental management and the corporate performance (Orlitzky & Waldman 2011). The problem’s solution lies in the power of the planning committee, which I steer head as the manager of the company. There should be considerations that the project is a part of the seven-year plan, which the company formulated for the first successful phase of the project. The plan gave a priority to ease-to-attain projects, to act as motivators for the undertaking of the remaining smilingly more complicated projects. Consequently, there is a reasonable level of trust in the plan laid for the project. Provision of quality products to customers is a part of corporate strategy and core of the business’ vision. Provision of expensive material such as cotton is a target to attract customers to the hotel. Such a conclusion relates to the fact that using cotton provides better quality than most other alternatives for the same service delivery. The products are expensive, which is why the manager considers replacing the existent fabrics slowly to balance between the cost of factor inputs and the benefits realized. The firm will rely on the reputation of Kimpton in the Hotel Industry for its successful marketing. The company has a renowned reputation for the environmental management projects, which is a trending topic for most businesses. Conclusion The firm should consider completing the remaining two project as a part of its corporate strategy and a part of the vision to manage the environment. The management process provides more benefits in the end compared to the short term. Considerably, there should be efforts to balance between the two aspects, which define company success. Much of the success realized from the previous phase of plan provides an insight into the development of remaining period. Other stakeholders should recognize the necessity for effective planning and the importance of embracing environmental philosophies. Questions that arise concerning the credibility of the projects should not be the bone of contention. References Slye Jeff (2015). The Greening of Kimpton Hotels: Five Valuable Lessons. Retrieved February 2, 2015 from http://hotelexecutive.com/business_review/26/the-greening-of-kimpton-hotels-five-valuable-lessons Silverman, M., & Thomas, T. (2006). Kimpton Hotels: balancing strategy and environmental sustainability. Constructing and Executing Strategy: The Quest for Competitive Advantage, 15th ed., McGraw-Hill College, New York, NY, C533-546. Orlitzky, M., Siegel, D. S., & Waldman, D. A. (2011). Strategic Corporate Social Responsibility and Environmental Sustainability. Business & society, 50(1), 6-27. Read More