1,721,045 research outputs found
Branding Hotels
Full text link[Excerpt] The hotel business has become a business of brands. Price Waterhouse Coopers estimates that there are over 300 hotel brands today with no one brand dominating the market. Every major brand management issue (brand extensions, global brand expansion, re-branding, un-branding, co-branding, brand portfolio development, brand acquisitions, new brand development, etc.) is being explored. An understanding of the competitive context and intra-and inter-brand dynamics will help owners, operators, asset managers, suppliers and litigators, as well as new entrants into the business make better and more informed brand management decisions
Do Dual-Branded Hotels Outperform Single-Branded Hotels?
Full text linkDual branding of hotels has become a growing industry practice. Beyond the potential marketing benefits of the dual-branding strategy, this paper tests whether dual-branded hotels operate more efficiently than comparable single-branded hotels (and therefore deliver better bottom-line results). Comparing a proprietary longitudinal data set on the operating performance generated by dual-branded hotels in the U.S. against a set of comparable single-branded hotels, we document mixed results. While dual- and single-branded hotels achieve similar occupancy percentages, dual-branded hotels generate higher average daily rate and revenue per available room. That said, dual-branded hotels have similar departmental expenses to those with a single brand. Although dual-brand hotels achieve some savings in undistributed expenses, for example, administrative and general (A&G) and maintenance, they incur higher IT and marketing expenses. As a result, gross operating profit margins are slightly lower in dual-branded hotels than in single-branded hotels. In sum, we document limited operating efficiency gains in dual-branded hotels compared to single-branded hotels. However, we recognize that the novelty of dual branding may mean that we need to allow more time to allow these hotels to achieve stabilized operation
Hospitality Branding in the Age of the Millennial
No full text[Excerpt] The Exponential Growth in Both Hospitality Brands and the Millennial Audience Requires an Exponential Shift in Brand Portfolio Strategy
The past decade has seen exponential growth in hospitality brands making for an often confounding proliferation of options for travelers. According to Smith Travel Research, from hard to soft, boutique to lifestyle, consumers are looking at a choice of almost 1,000 hotel brands globally [1]
Challenges in Contemporary Hospitality Branding
No full textIn an age of global brand proliferation that has seen continual extension and expansion of brand portfolios, brand managers are challenged by the sheer scale of their overall operations and the eclipse of traditional marketing modes by online channels and social media. Given this framework, the 2013 Cornell Brand Roundtable focused on such major areas of brand management as achieving and maintaining a brand’s edge in the marketplace, managing brand architecture and the brand portfolio, and protecting the brand’s reputation against infringement of its intellectual property. The roundtable also included an interactive exercise in integrating brand attributes from outside the hotel industry to solve customer experience challenges and featured a case of brand rejuvenation that illustrated many of the principles covered over the course of the day’s many lively discussions
A Framework for Analyzing Technology and Structure in the Lodging Industry
Full text linkThis article aims to add to our understanding of lodging management from an organization theory perspective. In an attempt to link the principal dimensions of a lodging organization\u27s configuration, the interrelationships between technology and structure are examined from a conceptual viewpoint adapted from a sociological perspective on service technology and organization structure. The focus of this effort will be on offering a framework for the analysis of hotel service technology and its relationship to optimal structural configurations for better management
Hotel Brand Conversions: What Works and What Doesn’t
No full textAs many as one-third of U.S. hotels have been converted from one brand to another in recent years, a process that frequently improves the hotel’s financial performance—although that is not always the case. Using data collected between 1994 and 2012 from PKF Hospitality Research, an analysis of brand conversions by 260 hotels shows that hotels moving downscale generally improved their occupancy, and thus their top-line revenue and profit ratios, compared to a control group of 2,750 hotels that did not change brands. However, hotels that moved upscale did not see notable changes in revenue or profit, nor did hotels that moved across their tier, especially when they stayed within their brand family. Two factors seem to drive the financial results for converted hotels—the relative strength of the brand and the fit between the brand and the property
Partner Selection in Market-Driven Strategic Alliances
Full text linkHow should one select a strategic alliance partner? An answer to this question is provided by extending the literature on symbiotic marketing and focussing [sic] attention on market-driven strategic alliances. Such alliances are defined as long-term inter-firm co-operative relationships that add value for the customer. Value is created by providing the advantages of multiple choice purchase options coupled with the convenience of seamless, one-stop-shopping. This means paying attention to customers and competitors in selecting alliance partners. Market-driven strategic alliances are posited to be more successful when usage and firm complementarily levels are correctly matched with the alliance strategy being pursued
Strategies for Successfully Managing Brand–Hotel Relationships
No full textContrary to the conventional wisdom, the study described in this report calls into question the principle that the best way for a brand to ensure that an affiliated hotel conforms to standards is to own that property. Instead, a comparison of opportunistic behavior at 49 brand-owned hotels with that of 247 hotels owned by a third party found that the brand-owned hotels report higher levels of opportunism on the part of hotel managers directed at brand headquarters. The study also revealed conditions that tend to limit opportunism, which is defined as using guile to pursue self-interest. Opportunism is limited when it is easy to monitor hotel performance, and when the brand is able to use opportunism as a form of retaliation. On the other hand, contrary to expectations, the study found no effects of ownership when combined with either emphasis on relational norms or transaction-specific assets to limit hotel opportunism. Ironically, the data indicate that having a third-party owner involved in the arrangement tends to stifle opportunism in the individual property
Hospitality Branding
No full textIn recent years the brand has moved squarely into the spotlight as the key to success in the hospitality industry. Business strategy once began with marketing and incorporated branding as one of its elements; today the brand drives marketing within the larger hospitality enterprise. Not only has it become the chief means of attracting customers, it has, more broadly, become the chief organizing principle for most hospitality organizations. The never-ending quest for market share follows trend after trend, from offering ever more elaborate and sophisticated amenities to the use of social media as a marketing tool-all driven by the preeminence of the brand.Chekitan S. Dev's Hospitality Branding brings together the most important insights from the author's many years of research and experience, all in a single volume. Skillfully blending the knowledge of recent history, the wisdom of cutting-edge research, and promise of future trends, this book offers hospitality organizations the advice they need to survive and thrive in today's competitive global business environmen
Defining Competitive Sets of Hotel Brands Through Analysis of Customer Brand Switching
No full textIdentification of a lodging brand\u27s competitive set is a necessary prerequisite to the formulation of effective marketing strategies. The authors use analytical techniques established in empirical studies of consumer packaged goods markets to analyze market share and brand switching. They show, for the first time, that competitive sets of hotel brands can be characterized in terms of consumer characteristics such as usage context and level, post-purchase satisfaction and demographic measures. The implications of the results for the formulation of marketing strategy are discussed
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