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There are numerous challenges that an international hotel chain faces when opening a property in a foreign country. The company’s response to those challenges will determine the new hotel’s overall success rate. This will in turn directly affect the corporation’s profit levels. The critical issue of this project is to define to what extent the world’s largest hotel chains utilize the theories of customization and standardization when designing a business strategy for a new property. In order to truly grasp the concept, it is essential for one to value the importance of brand standard in regards to globalization in the hospitality industry. By establishing solid company standards, each hotel chain develops its own brand name. Proper analysis of brand value will contribute to the development of an efficient marketing mix each time a hotel chain considers opening a new property in another country. The focus of the project is primarily on the luxury market segment. There are only a handful of hotel brands that belong to that category: Four Seasons, Ritz Carlton (Marriott), InterContinental and Crown Plaza (ICH Group), Hilton, Hyatt (Park Hyatt and Grand Hyatt), Mandarin Oriental, Sofitel, and Starwood (W, St. Regis, Sheraton and Luxury Collection). The majority of the world’s largest hotel corporations have multiple brands in their portfolios. For instance, Marriott Corporation owns and operates 15 different hotel brands. As a general rule, whether hotel corporations will decide to standardize or customize their services and products when expanding globally is based on an analysis of different levels of business and operational factors.
Branches (Business enterprises); Hospitality industry – Standards; Hotel chains; International business enterprises; Luxuries
Hospitality Administration and Management | International Business | Strategic Management Policy
Praporski, Nenad, "Customization vs. standardization in global hotel expansion" (2008). UNLV Theses, Dissertations, Professional Papers, and Capstones. 630.