Title

Global strategies in the international hotel industry

Document Type

Journal article

Source Publication

International Journal of Hospitality Management

Publication Date

12-1-2007

Volume

26

Issue

4

First Page

777

Last Page

792

Keywords

Hotels, global, strategy

Abstract

A two stage qualitative research methodology is used to evaluate the forces driving the adoption of global strategies in the hotel industry and the strategic response of international hotel chains to those “drivers”. Information gathered from industry experts is used to develop a set of hypotheses which are then tested against evidence provided by interviews with senior executives and other data.The results indicate that global strategy is most influenced by market factors, other drivers having much less influence. Cost drivers are constrained by limited economies of scale and standardization opportunities. Globalization is most marked in the thrust for a broad geographic presence in key overseas markets, the pursuit of global branding, positioning and uniform service standards. At the same time, customers expect “responsive” policies in areas such as facilities and services provided. Opportunities for greater integration and concentration of “back-office” functions, where information-based systems allow for cost economies and enhanced coordination, often remain relatively unexploited, primarily due to institutionalized management practice and control constraints.

DOI

10.1016/j.ijhm.2006.08.001

Print ISSN

02784319

E-ISSN

18734693

Publisher Statement

Copyright © 2006 Elsevier Ltd

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Full-text Version

Publisher’s Version

Recommended Citation

Whitla, P. A., Walters, P. G. P., & Davies, H. (2007). Global strategies in the international hotel industry. International Journal of Hospitality Management, 26(4), 777-792. doi: 10.1016/j.ijhm.2006.08.001