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[Excerpt] Sitting in the fashionable Cafe Lupe, an upscale restaurant owned by the company Peter Green worked for, were the company’s owners, investors, and top corporate personnel. Hiller Hotels, a wholly owned subsidiary of the parent Hiller Enterprises, was headquartered in Phoenix, Arizona, with a portfolio of more than a dozen midscale and upscale hotels and three trendy, upscale restaurants. The hotel group was gathered for one of its irregular, informal celebrations of success. As Green, the executive vice president of operations, raised his glass to join in the merriment, he wondered whether his facial expression gave away the feelings he was suppressing. Green was torn—earlier in the day this same group discussed the possibility that the Westward Hilton and Towers, the only property in the Hiller portfolio he had personally ever run as a general manager, might be sold. An inquiry from a REIT (real estate investment trust) as to the property’s availability had prompted the discussion.


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© Wiley. Final version published as: Enz, C. A., (2010). Case 2: Building capabilities at the Westward Hilton. In C. A. Enz (Ed.), Hospitality strategic management: Concepts and cases (2nd ed., pp. 453-481). Hoboken, N.J.: John Wiley & Sons. Reprinted with permission. All rights reserved.