- Teaching Notes
In the competitive U.S. hotel industry, sustaining a competitive advantage can be an elusive concept. Kimpton Hotels and Restaurants is one company that has found their competitive edge through the articulation of unique brand experiences brought to life by their employees. However, the challenge comes sustaining that edge when the principle component of the competitive advantage, the hotel’s employee, is fluid, both attitudinally and behaviourally. This case study explores the process of gaining employee ‘buy in’ to the brand prior to the opening of a new Kimpton hotel. The case presents the managerial dilemma of how to energize employees to live the brand beyond the launch phase.