Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Hotel as Chain or Independent
The Advantages and Disadvantages of Hotels Affiliating with a Brand
Dev, Chekitan S., James R. Brown, and Zheng Zhou Kevin. "Global Brand Expansion: How to Select a Market Entry Strategy." Cornell Hotel and Restaurant Administration Quarterly 48.1 (2007): 13,27,8.
The intent of this research is to evaluate the best possible management and ownership strategy for a hotel or hospitality business to attain and keep competitive advantage. The study found that the strengths and weaknesses of specific regional markets played a far greater role in defining the overall competitive advantage of a business compared, with local ownership being a critical success factor. The study concludes that the best possible scenario is to have a local owner of the hotel capable of infusing a strong sense of customer service into the business over time. Customer service is a precursor how well a given organization culturally fits into a given country or region.
Enz, Cathy A., Linda Canina, and Daniel Palacios-marques. "The Relationship between New Venture Entry Mode and Firm Performance." International Entrepreneurship and Management Journal 9.2 (2013): 129-45.
The basis...
Controlling for exogenous variables and external conditions specific to each submarket, the study found that a branded, franchised business led to greater levels of financial performance. The franchise model was also responsible for a faster ramp of revenues in the first six months of operation and also led to a higher level of operational efficiency. The franchise operations also streamlined and made more manageable the more complex aspects of operating a hotel. What is interesting about this study is that the franchise value lasted just six months and after that, the company had comparable performance to independent hotels. The conclusion of the researchers is that brand affiliation reduces the initial risk of launching a new hotel yet over the long-term doesn't deliver a sustained competitive advantage.
Holverson, Sonja, and Frederic Revaz. "Perceptions of European Independent Hoteliers: Hard and Soft Branding Choices." International Journal of Contemporary Hospitality Management 18.5 (2006): 398-413.
The intent of this study is to evaluate the effectiveness…
The sampling frame of this study is 1,900 U.S. hotels whose performance was analyzed between 2002 and 2003, specifically focused on the net operating income percentage, occupancy and average daily rate (ADR). Brand affiliation was not a contributing factor in explaining the variation in hotel performance, but the net operating income, regional focus and price point were. The study concentrates on net operating income (NOI) as a measure of overall hotel performance and shows that in recessionary times the budget hotels that relied on quantifiably differentiated value did the best in terms of continual occupancy rates.
Walsh, Kate, Cathy A. Enz, and Linda Canina. "The Impact of Strategic Orientation on Intellectual Capital Investments in Customer Service Firms." Journal of Service Research: JSR 10.4 (2008): 300.
This is a study of 538 hotels in the lodging industry with the orientation being on which sets of attributes most determine long-term financial success. The three core areas of elements are systems capital, customer capital and human capital. Branding was include in customer capital and showed not differentiating value across the study. Customer capital did however show a foundational effect for all segments of the market and served as a stabilizing factor in overall performance. The net effect of this is that branding doesn't differentiation in how knowledge is used in a hotel, it is an essential element in defining its identity over time however. Added to this is the role of customer service and stability of key hires in a hotel, which is critical for keeping service and professional employees engaged and motivated to perform over time.
S.S.R. This has resulted in a renewed tourist enthusiasm to visit these countries. The imaging process involved a portrayal of conformity to the European paradigm, a projection of a safe and friendly environment, and the development of niche tourism products to attract visitors. These efforts have culminated in countries such as Hungary and Poland becoming very attractive tourist markets. This creates a favorable climate for hotel chain expansion. In a writing
Franchising of Hotels: Advantages vs. Disadvantages The objective of this study is to examine the advantages and disadvantages of franchising hotel operations. Toward this end, this study will conduct an extensive review of literature in this area of inquiry as well as interview two individuals, Mr. X, and Mr. Y in order to determine whether there are more advantages or disadvantages. Mr. X is the General Manager of a well-known hotel in
High-road competition focuses on service quality (Working for America Institute 2004), which means developing property in prime locations and the regular upkeep and upgrade of property. Hotels using high-road competition charge high room rates but provide top-class amenities, satisfying customer service and on-site attractions, such as restaurants, lounges, conference sites, gift shops and concierge service to attract customers and incline them to spend. Upper segments are likelier to engage in
executive lounges of luxury hotel in London Promotion of Executive Lounge Overview of the UK hotel industry Executive lounge market research and trends Advantages and disadvantages from the hotel perspective Tourism data SERVQUAL theory Methodology and previous research Research strategy and tools Sample selection Reliability and validity Executive lounges are sections set aside by hotels to cater for guest or customers who are would not mind paying more in order to receive a premium or preferential services (Nguyen, 2015). Just
1. Advantages and Disadvantages of Interrelationships between Organizational Functions and Impact on Organisational Structure Organizational Functions The functions of an organization take into account the different aspects undertaken by the business including production or manufacturing, marketing, sales, accounting as well as research and development. In accordance to Sherman and Thompson (2019), the organizational structure delineates the relationship and interrelations between the functions of a business and ascertains the manner in which the
Organizational Culture and Sustained Competitive Advantage Organizational culture is a defining feature of every organization. The unique culture that every organization displays has an affect on its ability to remain profitable. Culture can have either positive or negative affect on the ability of the organization to remain competitive. Much academic research up to this point has focused on theory and defining what is meant by culture and sustainable competitive advantage. This