What joie de vivre philosophy on advertising for its hotels

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Reference no: EM131313799

Case Study Video Case: Strategic Management: Joie de Vivre Hospitality Instructions: Read the video case in your textbook, titled "Strategic Management: Joie de Vivre Hospitality," then watch the corresponding video in the Unit Study Guide. Answer two of the Discussion Questions. Be sure to restate each question in your own words before answering in essay format. Your total assignment response must be at least 400 words in length.

You must use at least your textbook to complete this assignment. All sources used, including the textbook, must be referenced; paraphrased and quoted material must have accompanying citations. All references and citations used must be in APA style.

Dessler, G. (2015). Human resource management (14th ed.), Pg. 81

Video Case Video Title: Strategic Management (Joie de Vivre Hospitality)

SYNOPSIS

Chip Conley is the founder of Joie de Vivre Hospitality (JDV), a collection of boutique hotels, restaurants, and spas in California. The kitschy atmosphere of the boutiques allows JDV to differentiate itself from both the luxury and the chain hotels. Customer loyalty is so great that JDV relies primarily on word-of-mouth advertising and spends little on traditional advertising methods.

Discussion Questions

1. How does Joie de Vivre Hospitality differentiate its boutique hotels from other hotel offerings in the area?

2. How did Chip Conley and Joie de Vivre Hospitality demonstrate great strategic flexibility during the dot-com crash and post-9/11 industry recession?

3. What is Joie de Vivre's philosophy on advertising for its hotels? How does this support the firm's strategic aims?

4. Similarly, list five specific human resource management practices that you would suggest JDV use in order to produce the employee behaviors required to achieve JDV's strategic aims.

Application Case Siemens Builds a Strategy-Oriented HR System

Siemens is a 150-year-old German company, but it's not the company it was even a few years ago. Until recently, Siemens focused on producing electrical products. Today the firm has diversified into software, engineering, and services. It is also global, with more than 400,000 employees working in 190 countries. In other words, Siemens became a world leader by pursuing a corporate strategy that emphasized diversifying into high-tech products and services, and doing so on a global basis.

With a corporate strategy like that, human resource management plays a big role at Siemens. Sophisticated engineering and services require more focus on employee selection, training, and compensation than in the average firm, and globalization requires delivering these services globally. Siemens sums up the basic themes of its HR strategy in several points. These include:

1. A living company is a learning company. The high-tech nature of Siemens' business means that employees must be able to learn on a continuing basis. Siemens uses its system of combined classroom and hands-on apprenticeship training around the world to help facilitate this. It also offers employees extensive continuing education and management development.

2. Global teamwork is the key to developing and using all the potential of the firm's human resources. Because it is so important for employees throughout Siemens to feel free to work together and interact, employees have to understand the whole process, not just bits and pieces. To support this, Siemens provides extensive training and development. It also ensures that all employees feel they're part of a strong, unifying corporate identity. For example, HR uses cross-border, cross-cultural experiences as prerequisites for career advances.

3. A climate of mutual respect is the basis of all relationships-within the company and with society. Siemens contends that the wealth of nationalities, cultures, languages, and outlooks represented by its employees is one of its most valuable assets. It therefore engages in numerous HR activities aimed at building openness, transparency, and fairness, and supporting diversity.

Questions

1. Based on the information in this case, provide examples for Siemens of at least four strategically required organizational outcomes, and four required workforce competencies and behaviors.

2. Identify at least four strategically relevant HR policies and activities that Siemens has instituted in order to help human resource management contribute to achieving Siemens' strategic goals.

3. Provide a brief illustrative outline of a strategy map for Siemens.

Reference no: EM131313799

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