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Case | HBS Case Collection | April 2014 (Revised July 2017)

The Park Hotels: Revitalizing an Iconic Indian Brand

by Jill Avery and Chekitan S. Dev

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Abstract

Priya Paul, chairperson of The Park Hotels, an award-winning portfolio of thirteen boutique hotels scattered across India, was in the midst of a brand revitalization program. Landor Associates, a leading brand consultancy had identified three areas of concern: the shrinking differentiation opportunity provided by the boutique hotel positioning, consumers' negative perceptions of The Park's properties, and a lack of consistency across the hotel properties in the brand portfolio. Competition was heating up and Paul had a goal to expand her hotel portfolio to twenty properties in the next ten years. Paul knew that she had to make some major changes to her brand, including changing her positioning, choosing a new logo, and selecting the right products and services that enhanced her revitalized brand. And, she had to decide where to site the new hotel properties to best compete against global behemoths, Starwood, Marriott, Hyatt and Intercontinental. How could she best revitalize her brand to stand out in a crowded marketplace, while preserving its rich heritage? Which changes would best propel The Park Hotels into the future?

Keywords: Organizational Change and Adaptation; Product Positioning; Competition; Brands and Branding; Accommodations Industry; India;

Language: English Format: Print 27 pages EducatorsPurchase

Citation:

Avery, Jill, and Chekitan S. Dev. "The Park Hotels: Revitalizing an Iconic Indian Brand." Harvard Business School Case 314-114, April 2014. (Revised July 2017.)

Related Work

  1. Teaching Note | HBS Case Collection | January 2017

    The Park Hotels: Revitalizing an Iconic Indian Brand

    Jill Avery and Chekitan S. Dev

    Priya Paul, chairwoman of The Park Hotels, an award-winning portfolio of thirteen boutique hotels scattered across India, was in the midst of a brand revitalization program. Landor Associates, a leading brand consultancy, had identified three areas of concern: the shrinking differentiation opportunity provided by a boutique hotel positioning, consumers’ negative perceptions of some of The Park Hotels properties, and a lack of consistency across the properties in the brand portfolio. Competition was heating up, and Paul had a goal to expand to 20 hotels in the next 10 years. She knew that she had to make some major changes to her brand, including reconsidering her value proposition, choosing a new logo, and selecting the right products and services to revitalize the brand. Additionally, she had to decide where to site the 7 new hotel properties to best compete against global behemoths Starwood, Marriott, Hyatt, and Intercontinental that were aggressively entering India. How could she best revitalize her brand to stand out in a crowded marketplace while preserving its rich heritage? Which changes would best propel The Park Hotels into the future? Teaching Note for HBS No. 314-114.

    Keywords: marketing; brands and branding; brand management; brand positioning; brand portfolio strategy; brand architecture; brand repositioning; target market; hospitality; hotel industry; Marketing; Brands and Branding; Marketing Strategy; Service Delivery; Travel Industry; Service Industry; India; Asia;

    Citation:

    Avery, Jill, and Chekitan S. Dev. "The Park Hotels: Revitalizing an Iconic Indian Brand." Harvard Business School Teaching Note 517-076, January 2017.  View Details
    CiteView DetailsPurchase Related
  2. Case | HBS Case Collection | April 2014 (Revised July 2017)

    The Park Hotels: Revitalizing an Iconic Indian Brand

    Jill Avery and Chekitan S. Dev

    Priya Paul, chairperson of The Park Hotels, an award-winning portfolio of thirteen boutique hotels scattered across India, was in the midst of a brand revitalization program. Landor Associates, a leading brand consultancy had identified three areas of concern: the shrinking differentiation opportunity provided by the boutique hotel positioning, consumers' negative perceptions of The Park's properties, and a lack of consistency across the hotel properties in the brand portfolio. Competition was heating up and Paul had a goal to expand her hotel portfolio to twenty properties in the next ten years. Paul knew that she had to make some major changes to her brand, including changing her positioning, choosing a new logo, and selecting the right products and services that enhanced her revitalized brand. And, she had to decide where to site the new hotel properties to best compete against global behemoths, Starwood, Marriott, Hyatt and Intercontinental. How could she best revitalize her brand to stand out in a crowded marketplace, while preserving its rich heritage? Which changes would best propel The Park Hotels into the future?

    Keywords: Organizational Change and Adaptation; Product Positioning; Competition; Brands and Branding; Accommodations Industry; India;

    Citation:

    Avery, Jill, and Chekitan S. Dev. "The Park Hotels: Revitalizing an Iconic Indian Brand." Harvard Business School Case 314-114, April 2014. (Revised July 2017.)  View Details
    CiteView DetailsEducatorsPurchase Related

About the Author

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Jill J. Avery
Senior Lecturer of Business Administration
Marketing

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More from the Author

  • Case | HBS Case Collection | January 2018 (Revised April 2018)

    Adeo Health Science: Turning a Product into a Brand

    Elizabeth A. Keenan and Jill Avery

    For decades, American parents were warned to avoid introducing potential allergens to their babies prior to their first birthday. But two influential clinical studies caused the medical establishment to radically reverse their position. Parents were now warned that delaying the introduction of these types of foods increased a baby's risk of food allergies. Adeo Health Science was ready, with patents filed for a baby food that made it simple for parents to introduce allergens. Now, the new company had to turn its product into a brand and map its go-to-market strategy, including creating a compelling value proposition, choosing a path to market that was either direct-to-consumer, through grocery retailers, or via the physician channel, and planning its marketing communications and sales strategy. As a new startup with constrained resources, the company knew its marketing decisions would make or break the new product.

    Keywords: marketing; Startup; entrepreneurship; health care; consumer; consumer products; branding; brands and branding; marketing strategy; Marketing communications; Distribution; retailing; go to market strategy; Marketing; Marketing Channels; Marketing Communications; Brands and Branding; Marketing Strategy; Entrepreneurship; Health Care and Treatment; Consumer Products Industry; Health Industry; United States; North America;

    Citation:

    Keenan, Elizabeth A., and Jill Avery. "Adeo Health Science: Turning a Product into a Brand." Harvard Business School Case 518-065, January 2018. (Revised April 2018.)  View Details
    CiteView DetailsEducators Related
  • Case | HBS Case Collection | February 2018 (Revised April 2018)

    The Marriott-Starwood Merger: Navigating Brand Portfolio Strategy and Brand Architecture

    Jill Avery, Chekitan S. Dev and Laure Mougeot Stroock

    In September 2016, Marriott completed its $13.3 billion acquisition of Starwood Hotels & Resorts, which added 11 brands to its already robust 19 hotel brand portfolio. Tina Edmundson, Marriott's global brand officer, was charged with making sense of the brand portfolio and designing a strategy that would clearly differentiate each brand from the others and a brand architecture system to communicate to consumers how to navigate among them. She would need to decide whether and how to prune brands from the portfolio, whether and how to combine brands through dual-branding and or sub-branding strategies, and whether, where, and how to use the Marriott parent brand to endorse the remaining brands.

    Keywords: marketing; marketing strategy; brands and branding; brand management; brand architecture; brand portfolio; Merger; Hospitality Industry; services marketing; branded house; house of brands; sub-branding; Marketing; Marketing Strategy; Brands and Branding; Mergers and Acquisitions; Travel Industry; Accommodations Industry; Tourism Industry; United States; North America; Europe; Asia;

    Citation:

    Avery, Jill, Chekitan S. Dev, and Laure Mougeot Stroock. "The Marriott-Starwood Merger: Navigating Brand Portfolio Strategy and Brand Architecture." Harvard Business School Case 518-081, February 2018. (Revised April 2018.)  View Details
    CiteView DetailsEducators Related
  • Case | HBS Case Collection | February 2018 (Revised March 2018)

    HubSpot and Motion AI: Chatbot-Enabled CRM

    Jill Avery and Thomas Steenburgh

    HubSpot, an inbound marketing, sales, and customer relationship management (CRM) software provider, announced that it had acquired Motion AI, a software platform that enabled companies to easily build and deploy chatbots, fueled by artificial intelligence, to interact with their customers. Before unleashing bot-building technology to its B2B customers, HubSpot first needed to develop some best practices for the use of chatbots for CRM. First, the team had to clearly assess the trade-offs between effectiveness and efficiency associated with the use of bots versus humans to create, nurture, and manage customer relationships. Second, they had to decide to what extent to anthropomorphize the chatbots. How human-like should they be? Was a conversational user interface (UI) the desired solution for B2B CRM or would a stripped down, more functional UI produce more efficiency for the customers who interacted with the bot? Historically, HubSpot had “practiced what it preached,” using its own products to build its business. The team had to consider whether to use chatbots to nurture and service its own customer relationships and manage the effectiveness and efficiency of its sales funnel. Currently, a team of chat representatives worked with marketing to qualify and prime prospects for HubSpot’s sales team. Could they and should they be replaced with chatbots? Was HubSpot ready for bots to become the face of its brand to its prospective customers?

    Keywords: marketing; customer relationship management; CRM; marketing strategy; Sales; sales management; customer service; brands and branding; artificial intelligence; B2B vs. B2C; business marketing; software; SaaS; Marketing; Marketing Strategy; Brands and Branding; Customer Focus and Relationships; Sales; Salesforce Management; Technological Innovation; Technology Industry; Service Industry; United States; North America;

    Citation:

    Avery, Jill, and Thomas Steenburgh. "HubSpot and Motion AI: Chatbot-Enabled CRM." Harvard Business School Case 518-067, February 2018. (Revised March 2018.)  View Details
    CiteView DetailsEducators Related
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