1,721,044 research outputs found
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
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
Global Carnival Cruise Lines: Charting a New Brand Course
No full textCarnival Cruise Lines is the market leader in the low-price cruise market. Carnival achieved this position by emphasizing onboard activities, targeting a relatively young cruiser, using extensive television advertising, and focusing on the travel agent as its channel of distribution. As a result of industry growth, new companies have entered the business and existing lines have added ships. Currently, Carnival controls 24 per-cent of the berth space in the North American market. This commentary on Professor Robert Kwortnik’s case offers nearly a dozen opportunities for Carnival management to strengthen its position—notably, paying attention to the market’s changing demo-graphics and considering expanded marketing opportunities, including operating land-based resorts
Marketing Practices of Hotel Chains
No full textHotel companies\u27 marketing-planning procedures have achieved considerable sophistication in the last ten years. But many plans have become overly complex. And in the rush to establish financial objectives, many companies\u27 plans seem to have lost sight of guest satisfaction
Measuring the Value of Experiential Learning
No full text[Excerpt] The lecture method of instruction frequently fails to capture the dynamics of the learning experience, particularly for such topics as marketing. The case method, while a substantial learning innovation, does not quite capture the richness of a business situation. For marketing and many other topics like it, the experiential approach seems to be effective.
In a recently revised marketing course, “Marketing Communication Media”, I asked my students to apply marketing-communication tools to a real business situation. I expected that this experiential approach would benefit three groups: namely, the students, the businesses participating in the exercise, and Cornell University. In a departure from the usual method of conducting such a course, I used questionnaires to measure the value of the experience both to the students and to the businesses. The goal was to determine whether the experiential approach substantially increased the students’ knowledge of marketing communication. In this article, I report on the questionnaire findings
Global Hospitality, Travel, and Tourism Trends
No full textOn May 27, 2023, at the opening session of the 2023 Global Hospitality
Conclave held at The Oberoi in New Delhi, India, I had the pleasure of
speaking with Hari Nair of Expedia Group, a distinguished alumnus of
the Cornell Peter and Stephanie Nolan School of Hotel Administration,
about the changing world of hospitality, travel, and tourism. We framed the discussion around
ten major travel trends. This report presents some of the detailed insights from our discussion
The Next 100 Years: Hospitality Guests of Tomorrow
No full textIn this report, we present a panel discussion in which we look ahead to where the hotel and travel industry will be in the next 100 years. We chose this topic in part because 1922 was the year when the American Hotel Association (as it was then known) encouraged Cornell University to create a “hotel program,” which had the goal of helping to professionalize an industry that was experiencing the growth and expansion of the first hotel chains (notably, the Hotels Statler). The newly created hotel program rapidly outgrew its initial home of Cornell’s College of Home Economics and in the intervening century became Cornell’s Peter and Stephanie Nolan School of Hotel Administration
Operating Environment and Strategy: The Profitable Connection
Full text linkWhich operating strategy will work for your hotel? The answer depends on your market situation. Here’s how to match your strategy to your market
Global Hospitality Leadership: Insights from Asia Pacific
No full textFollowing a merger with Starwood Hotels (and with its own growth), Marriott Asia Pacific has become one of the largest hotel operators in the Asia Pacific region. While managing hotels in Asia has much in common with operations around the world, the region also has its own particular aspects, as explored in this discussion. In a conversation with Cornell University Professor Chekitan Dev, Marriott Asia Pacific president Rajeev (Raj) Menon explains his leadership strategy. As a start, he explained his firm’s approach of applying a balanced score card to the firm’s three primary stakeholders—namely, owners, associates, and customers. Menon also underscored the
remarkable growth prospects for the Asia Pacific region, and the approach Marriott will take to be part of that growth. The conversation took place at Global Hospitality Conclave 2024, held at the Oberoi Hotel in New Delhi
Hotel Brand Overload: The Coming Shakeout
No full textThe rise of brands has been the dominant trend in the global hotel industry over the past four decades. During this time, many hotel owners sought brand representation, while most brands themselves exited the business of owning or operating hotels. Starting with some three hundred brands at five price points, the hotel chains have repeatedly created brands that subdivided those price points. With brands now numbering over a thousand, hotel owners and guests face a “sea of sameness” among many of the brands in today’s markets. In some cases, one brand is only marginally distinguishable from another, and the challenge is to discern the differences. One outcome of this growth is greater bargaining power for independent operators who can use social media to attract guests. Another outcome is a search for additional brand concepts, including lifestyle brands. To continue growing, brands will increasingly have to use technology and also apply research and development to assess their brand concepts. In sum, brands must find a way to differentiate themselves and develop “tribes” of customers who identify with particular brands
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