Successful Growth Strategies of Three Chinese Domestic Hotel Companies

Qin, Yu; Adler, Howard; Cai, Liping A.

doi:10.5430/jms.v3n1p40

Cited by 8 publications

(5 citation statements)

References 43 publications

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“…Table8shows that among the five explanatory variables, three variables were statistically significant; competitive pricing (ST_1) (β=0.336, p=0.020<0.05), product differentiation (ST_4) (β=0.248, p=0.05=0.05) and employee training (ST_5) (β= -0.511, p=0.25<0.05). These findings concur with those ofQin, Adler & Cai (2012),Njoroge (2013) andMusyoka (2016) that established hotels perform better where there is extensive staff training and more so where skills-set of the employees in different hotels are relevant to the mission of the firm. The findings are further supported by those of Ng'ang'a (2013) who identified extensive staff training, range of product offerings, unique product features, among others as being positively correlated with performance of hotels.…”

supporting

confidence: 87%

“…These results imply that hotels in Eritrea have not invested heavily on specialised product offerings and corporate branding; strategies that would be instrumental in appealing to their varied clientele. These findings are at variance with those of Qin, Adler & Cai (2012) and Ng'ang'a (2013) who found that strong hotel branding and excellent customer service resulted into creation of new customer value which consequently led to improved revenue, strong market positioning and improved hotel sales and profitability.…”

Section: Inferential Statisticscontrasting

confidence: 67%

“…Based on empirical evidence, a study by Parker et al (2010) identified four functional strategies that accounted for hotel performance: human resources, customer services, administration/governance and marketing. An empirical study by Qin, Adler & Cai (2012) in the Chinese domestic hotel companies established that their essential strategy elements were keeping cost low, rapid expansion, continuous innovation, focus on quality consistency, extensive training and indigenous Chinese cultural operational practices. Ibid (2012) found that strong hotel branding resulted into creation of new customer value which consequently led to improved revenue management, strong market positioning and improved hotel sales and profitability (O'Neill and Mattila, 2010;Hayes & Ninemeier, 2007;Corgel (2002).…”

Section: Literature Reviewmentioning

confidence: 99%

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Strategic Business Practices and Performance of Hotels in Eritrea

Gituma¹,

Tewolde²

2019

IJARBSS

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The hotel sector is a critical component of the tourism industry because it is the bedrock for the supply of other tourism services. Owing to the sector's phenomenal role in the tourism industry, its performance is deemed critical. To live up to this performance expectation, hotels employ varied strategic business practices in a bid to gain competitive edge in the industry. Therefore, this research sought to establish the relationship between strategic business practices and performance of hotels in Eritrea. Cross-sectional descriptive and explanatory research designs were employed. The study population comprised 64 hotels with 64 purposively selected hotel managers or/and ownermanagers as the respondents. Self-administered questionnaires were used to collect primary data. Descriptive statistics were computed to describe the characteristics of the study variables while inferential statistics were computed to establish the relationships among study variables. The regression analysis yielded adjusted R 2 = 0.278; P=0.000<0.05). This means that strategic business practices (independent variables) collectively accounted for 27.8% of the variability in the performance of the hotels. The study also found that 65.6% of the hotels surveyed did not have business plans, strategic plans or marketing plans. Owing to the findings, the study recommends a more deliberate and intentional approach to the use of strategic management tools such as strategic plans, business plans as well as marketing plans that were found to be conspicuously missing in the surveyed hotels. The use of such tools would appropriately guide the management in the appropriate selection and use of competitive strategies to meet organizational objectives.

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supporting

confidence: 87%

Section: Inferential Statisticscontrasting

confidence: 67%

Section: Literature Reviewmentioning

confidence: 99%

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Strategic Business Practices and Performance of Hotels in Eritrea

Gituma¹,

Tewolde²

2019

IJARBSS

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“…All factors influencing the growth of companies in the general business literature were vetted under four components (Anderson and Eshima, 2013; Federico et al , 2012; Gjini, 2014; Hansen and Hamilton, 2011; Mulie and Raju, 2015; Nathan and Lee, 2013; Terjesen and Szerb, 2008) and were evident in the hospitality literature (Avcikurt et al , 2010; Chen, 2010; Kilic and Okumus, 2005; Kraus, 2013; Newell and Seabrook, 2006; Qin et al , 2012). These were entrepreneur/personality attributes, business, external, and entrepreneur orientation.…”

Section: Resultsmentioning

confidence: 99%

Identification of growth factors for small firms: evidence from hotel companies on an island

Yazıcı

Köseoğlu

Okumuş

2016

JOCM

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Purpose The purpose of this paper is to mainly investigate what factors drive growth for independent hotel firms on an island. Design/methodology/approach Two steps were followed. First, to identify hotels demonstrated significant growth; 92 independent hotels in North Cyprus were analyzed via a self-report questionnaire. Second, key growth factors were examined in five hotels showing the growth over years among the independent hotels via in-depth, semi-structured interviews, focus group interviews, and observations. Findings The study findings revealed 16 important growth factors for hotels, including active risk taking, education, family history, networks of contacts, other business interests, family investing friends, key employee partners, customer concentration, autonomy, innovativeness, proactiveness, competitive aggressiveness, location, desire to succeed, age of founders, and state support where are strong, weak, and interrelated relationships among these factors. These findings allow factors to be categorized into new groups, namely, strategic and tactical factors. The research findings unveil new factors referred to as “political conflict – pursuing different strategy and opportunities,” importance of second generations affect and entrepreneur’s metacognitive strategies, “informal networking.” Research limitations/implications More research should also be undertaken for entrepreneurs or managers who formulate and implement strategies to enter new markets or to tackle turbulent and/or unstable environments. Practical implications This study reveals that one factor on its own cannot influence the growth of hotels. Rather, successful growth depends on the entrepreneur’s ability to combine all factors in harmony. Originality/value Given that there is limited empirical evidence on the growth of independent hotels on islands, this study made an important attempt to contribute to the entrepreneurship literature in the hospitality management and family business fields via micro-level approaches concerning the factors influencing hotels’ growth on an island. This is one of the first studies presenting and discussing empirical findings on growth factors for small hotels on an island, and brings a new perspective by grouping factors as strategic and tactical factors.

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“…(Porter, 1990(Porter, , 2011Grant, 1991) These hotel companies have strong local identification and have been able to leverage local connections, market intelligence and other special advantages such as local sourcing to achieve success. Examples include companies such as Shanghai Jin Jiang International Hotels, Jinling Hotels and Resorts, BTG-Jianguo Hotels and Resorts and Hong Kong CTS Hotels Co., which as former state-owned enterprises had access to inexpensive capital and prime real estate Huang, 2011, 2013;Qin et al, 2012). However, this factor does not only apply to state-owned enterprises in China but also to well-established companies such as the Shangri-La Hotels and Resorts (Shangri-La Hotels and Resorts, 2013a;TϩD, 2008), which had first-mover advantage in many cities in mainland China in the early stages of the chain's development.…”

Section: Ijchm 275mentioning

confidence: 99%

How can Asian hotel companies remain internationally competitive?

Lam¹,

Law

2015

International Journal of Contemporary Hospitality Management

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Purpose – This paper aims to examine a number of Asian hotel companies to identify the hurdles and provide recommendations for those companies expanding internationally. Many Asian-based hotel companies have made their strategic choice to expand beyond their home territories by opening and managing hotels in non-Asian destinations to achieve growth. This is a strategic decision that other Asian hotel companies will eventually have to face when they follow their customers’ footsteps and/or enhance their brand awareness in non-Asian destinations for greater market penetration and other network advantages. Design/methodology/approach – This is a review article that analyzes Asian hotel groups’ development practices based on content analysis of published references. The 2012 Hotels 325 list, the leading source of news and analysis for the global hotel industry, is used to identify the top Asian hotel management companies in the world. Their history is traced to examine key success factors for their growth and to identify issues and concerns for such companies’ development into non-Asian destinations. Findings – There are a number of approaches that Asian hotel companies have adopted for international expansion based on their match with these companies’ key success factors. Research limitations/implications – The review focuses on the top 53 Asian hotel companies on the Hotels 325 list and does not cover smaller Asian companies that may have had successful global expansion records. Practical implications – The paper provides high-level guidelines for what Asian hotel groups need to do to expand their business internationally outside of Asia or their traditional markets. Non-Asian hotel groups would also learn from this Asian wave of hotel development. Originality/value – There has been limited, if ever any, previous literature on the strategic development choices of Asian hotel management companies. As such, this paper contributes to such an important but largely overlooked area in hotel management.

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Successful Growth Strategies of Three Chinese Domestic Hotel Companies

Cited by 8 publications

References 43 publications

Strategic Business Practices and Performance of Hotels in Eritrea

Strategic Business Practices and Performance of Hotels in Eritrea

Identification of growth factors for small firms: evidence from hotel companies on an island

How can Asian hotel companies remain internationally competitive?

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