3). (2001). Coming soon: Venice underwater? Travelocity. Retrieved April 20, 2008 at http://www.igougo.com/travelcontent/journalEntryFreeForm.aspx?reviewID=1214417.
Still there are those who hope that the billions of dollars, the energy, and the time that have been spent to protect Venice from high tides will resolve the water problems which Venice experiences every day, and that in the future there will still be a city to live in, and to visit for its beauty and worth (Lyss710, p. 1).
Bon, E. (2002). Acqua alta (high water). Venice Court. Retrieved April 20, 2008 at http://www.comune.venezia.it/flex/cm/pages/ServeBLOB.php/L/EN/IDPagina/1066.
Hale, E. (2003). Can Venice be saved? USA Today. Retrieved April 20, 2008 at http://www.usatoday.com/travel/news/2003/2003-03-05-venice.htm.
Italy Heaven. (2008). Tourist guide to Venice. Italy Heaven. Website. Retrieved April 20, 2008 at http://www.italyheaven.co.uk/veneto/venice/index.html.
Poggoli, S. (2008). Venice offers lessons on coping with rising seas. NPR: All Things Considered, January 7, 2008. Retrieved April 19, 2008 at http://www.npr.org/templates/story/story.php?storyId=17910734.
Willey, D. (2007). Venice tourism squeezes out residents. BBC News.25 Jan 2007.
Zwingle, E. (2007). The Venetian Bind: The Tides of Floodwaters and Tourism Both Threaten a controversial flood-control plan in the fabled city portends similar problems worldwide. Edutopia Magazine, Nov.28. Retrieved April 19, 2008 at http://www.edutopia.org/venice-controversial-flood-control-plan.
(2001). Coming soon: Venice underwater? Travelocity. Retrieved April 20, 2008 at http://www.igougo.com/travelcontent/journalEntryFreeForm.aspx?reviewID=1214417.
These best practices or optimized approaches to first measuring guest expectations and then responding to them through a series of concerted strategies is the foundation of the strategic framework Hilton uses to manage its many brands (Dube, Renagham,1999). Managing Expectations and Exceeding Them: The Mission of Hilton Management Strategically then, the managing and exceeding of expectations are the most critical strategic set of processes that Hilton management continually refines and accentuates
Policies and procedures for the Hilton include corporate responsibility, community involvement, support of the arts, and a variety of public service policies that enhance the company's public persona. The company mission stresses accountability, profitability, and corporate responsibility. The 2005 Annual Report indicates profitability at 7% from last year, with Net Income up 93%. It was one of the best years for Hilton in quite a while, and the company continues to
In doing this, the company is able to cater to their needs and build customer loyalty. The article explains that such a strategy can also weed out customers that have failed to pay for their hotel rooms in the past (Kontzer). This makes the company more profitable and has added to the ability of the company to expand at such a rapid pace. The article asserts that the company
Here, Hilton's locations not just in mainland China but in various locations throughout the globe have joined forces in creating a distinctly Chinese hospitality experience for visitors. Accordingly, the Hilton Huanying program is designed to demonstrate Hilton's recognition of Chinese cultural predilections when traveling at home or abroad. The program promotes "a tailored experience for Chinese travelers to welcome them to Hilton Worldwide properties, and expanded the program to
One final possible advantage offered by Chile would be another new development in the travel industry, which is community-service oriented travel. The Hilton Corporation could work with the Chilean government to create programs whereby travelers could help provide assistance to certain needy populations and areas of the region, possibly even in areas not traditionally known of by tourists. This would satisfy a potential desire for adventure in the hearts of
Sunmee Choi & Anna S. Mattila (Cornell Hotel & Restaurant Administration Quarterly): The impact that a hotel can have on customers by sharing a frank and specific list of pricing practices ("revenue management" [RM]) is significant, according to a peer-reviewed journal article published in 2005. Choi & Mattila conducted a study of 120 travelers (all waiting for flights from Reagan National Airport in Washington, D.C.), providing them with three distinctly