- TRILOCHAN GAUTAM
Abstract:
Hotel industry is
composed of several structural and managerial dimensions. Chain and
small/independent hotels form major market share are operated based on ownership.
Suggestions are made to indicate that chain hotels embrace formal and long-term
strategic planning often reflecting long-term orientation whereas small hotels
imply short-term and informal strategies, both being engaged in competitive
advantage. However, even informal strategies have led small hotels to a success
while formal, in the case of chain hotels have, in times, led to failure.
Generically, characteristics such as flexibility, adaptability, responsiveness
and closeness to customer have distinctively strengthened small hotels to best
survive in a slowing economy.
Key
words: chain hotel,
small/independent hotel, strategy and slowing economy
Introduction:
The hotel industry has evolved
through several structural and economic stages to arrive at today’s acutely
competitive global market. Both chain and independent/small hotels retain
stronghold in Europe, Asia Pacific and North America, while Europe
is mainly dominated by independent hotels. Even though approximately 70 percent
of hotels form independently owned small and medium-sized enterprises in UK, a
vast range of branded hotels operate in the market according to Peters, M.
and Buhalis, D. (2004).
They further suggest, since small hotels do not represent miniature version of
large chains, they possess different priorities, structures and strategies.
Given such scenario,
highlighting the significance of strategic management of hotel sector, Teare,
R. and Boer, A. (1993:14) state:
“For
firms in the maturing hospitality industry to survive and grow, they will have
to depend upon their ability to strategically align themselves with the
turbulent environment and select appropriate strategies to create dependable
competitive positions”.
Hence, the existence of multi-facet hotel firms
has urged for an investigation on who represents the highest degree of market
competitiveness for productivity, higher sales and viability to further lead.
Therefore, this article, after defining key terms;
chain and small hotels and strategy, will, in the first part, investigate the
business strategy of chain hotels in general, then that of the
small/independent hotels secondly. Thirdly, the article will compare and
analyse the evidences explored, in order to determine whose strategies
demonstrate highest degree of business competency in the market including at
situations of economic slowdown. The benchmark for the investigation will be
based on competitive theory models as well as challenges/limitations of both
such hotels involving PESTEL factors, SWOT analysis and P-mix theory.
Definition of key terms
and relevance of theories:
At defining chain hotels, Peng and Litteljohn (1997, cited by Brotherton, B., 2003:15)
state:
“Hotel chains may be defined as,
multi-unit service organisations in which units operate under a system of
decision-making permitting coherent policies and a common strategy through one
or more decision-making centres, and where hotel units and corporate functions
are linked to add value to each other by ownership or contractual
relationships”.
Conversely,
independent/small hotels are referred as neither belonging to a franchise chain
nor to any corporate operations, often possessing rooms below 20 (Peterson, R.T. and
Stratemeyer, A.W. 2007). Besides,
Morrison (1998, cited by Holverson, S. and Revaz, F.,
2006:401) define small hotels:
“As a business which is: financed by one individual or small group,
directly managed by its owner(s) in a personalised manner and not through the
medium of a formalised management structure”.
Similarly ‘strategy’ is referred as matching of resource
strengths to the identified opportunities
in the market environment for competitive advantage (Johnson, G. and Scholes,
K., 2002).
Meanwhile, authors highlight some of
the relevant hotel management models and theories, wherein in essence, Teare,
R. and Boer, A. (1993) outline six
elements namely, understanding of service/product, defence against competitors,
cost-effectiveness, pricing rationale, testing new services and beneficial
acquisitions. Likewise, supplier power, buyer power, threat of substitution,
barriers to entry and internal rivalry;
Porter’s five forces competitive
theory model, is considered insightful in developing hotels’ strategy (Anon.
2006). Therefore, these will be instrumental in this investigation.
Chain
hotel management strategies:
Insightful to aforementioned theories, branding and
franchising of chain hotels for brand-fame and economies of scale out of
centralised management and resource sharing has been suggested as a major
strategy. Collective procurement and centralisation of reservations and logistic
services save costs involved. Marketing, reservations and accounting by a
centralized management has proved not only economical but also efficient
allowing savings in staff costs permitting a less costly service and, also
having lowered the associated funding in machinery, expected in times of
downturn (Miner et al. 1990 cited by Espino-RodrÃguez, T.F. and Taylor, J.S. 2006). Furthermore, instant chain/brand
recognition contributes to product promotions shortening the time required for market awareness (Langlois, T. J. (2003). Pointing
out advantage of global positioning, Chairman of Millennium & Copthorne , UK
Teare, R. and Boer, A. (1993), however, present counter
evidence of failure in achieving adequate financial returns by the chain hotels
due to the rapid brand expansions. Likewise, Langlois, T. J. (2003:12) argues “The owner incurs significant upfront costs
associated with a new franchisee, including signs, logos, and the initial fee
to the franchisor”. It appears challenging, especially at downturns and,
sometimes such costs go beyond recovery.
Although chain hotels are well equipped with
better congeniality for innovation decisions, gaining higher productivity,
according to PriceWaterHouseCoopers (2008), the challenges appear in
rigidity out of highly formalised bureaucratic management that hinders
tactical decisions required for rapid changing market conditions and chaos
proving to be counter-productive (Cunill, O.M.
et al. 2008).
Others view strategic-planning with
long-term orientation, as key to innovation and profitability to survive
competitive threat poised not only by newly growing
brands; metaphorical to Porter’s ‘new entrants’ but also by existing firms
(Anon, 2006). The fundamentals of this strategy have been reflected by constant
reinvention and consideration on vitality of new demographic structure (Lomanno, M, V, 2010). Literatures suggest that an
organisation’s success is subject to its capability on co-alignment between its
day-to-day functions and wider environment it operates at, synthesised as
‘strategy’ (Knowles, T. 1998). A
survey in North American hotels (Broen and Dev 1999 cited by Jones, P. 2008) concluded
that hotels’ long-term planning significantly corresponds to productivity.
Innovation advantage in chain hotels tends to be in forms of capital intensiveness,
advertisement intensiveness and high integrity (Audretsch, 2004, cited by Jones, P., 2008). Furthermore, regarding planning-performance relationship between
formal long-term strategy and organizational performance, the profitability has
been suggested despite in some cases, having lacked systematic coherence, it
has also proved dysfunctional due to rigidity and occasional environment
turbulences (Falshaw, J.R. and Glaister, K.W., 2006). Thus, despite
productiveness, long-term planning remains challenged.
Affiliation, product range and
technological capability are among other strategies leading to market
competencies in chain hotels. Affiliation with airlines, travel agents and
tourist authorities for viable attainment of customers broadens business prospective
via B2B relationships even though challenged in times, as stated by Knowles, T. (1998:288): “In terms of the future the central question is how can hoteliers get
travel agents to sell more room.” Nevertheless, due to higher product
choice; an element of ‘P-mix’, such as restaurant, bar, health club and
bed-room having widened sales opportunities, despite the existing inability of
service industry to grasp the sense of benefits and values of service products,
the business perspective appears secure (Teare, R. and Boer, A. 1993).
Hence, both affiliation and product
positioning have been vital for dynamic market conditions.
Gaining
competency levels challenging the conventionality, for instance, replacing
obsolescent paper guest questionnaire by on-line has proved
effectual (Ogle, A. ,2009).
Furthermore, Lim, W.M. (2008) highlights the dominance of chains in
marketing channel decisions favouring e-commerce via the channels commissioned
for marketing and distribution, such as websites, ‘brick and mortar’ travel
agents, telephone and e-mails and effective data-warehousing. A research on European hotels
(Holverson, S. and Revaz, F. 2006) conclude that even costly, chain hotels’
strategy to further segment consumer market has heightened opportunity in
reaching most of unique customers.
It is, therefore, apt to conclude that affiliation, products range/positioning
and technology stand cutting-edge strengths of chain hotels.
Further strategy authors highlight
of chain hotels includes human resource (HR);
‘people’ of ‘p-mix’, effecting to desired customer relationship management
(CRM). Imrie and Fyall (2000 cited by Moriarty, J., et al., 2008) point out that chain hotels’ sophisticated CRM,
reflective of their loyalty schemes and the formal guests’ satisfaction
tracking system (GSTS) contribute to acquisition and retention of customers,
despite existing challenges of particularly leisure guests, not preferring to
re-visit the same property/location even if sound CRM is demonstrated. CRM in chain hotels is also
reflected in its brand strategy signifying powerful-popular concept, strong and
consolidated marketing and distribution (Bowie, D. and Buttle, F., 2004) even in downturns, attaining higher
occupancy. Besides, Radiven, N. and Lucas, R. (1996) suggest chain hotels possess greater
financial and human resources due to higher presence in wider geographical and
technological periphery and accumulated expertise, hence, are more likely to
build a consistent CRM.
Protective and
change management strategies, indicating external factors such as downturn and
terrorism; the macro elements, are considered by chain hotels. To link to
9/11 terror attack affecting the American and
associated hotel markets, for instance, Seattle’s MarQueen Hotel suffered
having had quadrupled its marketing costs forcing a more aggressive rate and
inventory management (Patricia, A. 2002). Likewise, Golden Tulip in Europe , due to macro effect from recession (2008/9),
sought protection from creditors for merging its hotels division (Blitz, R., 2009). Besides, PriceWaterHouseCoopers
(2008:6) highlights the
effect of several external factors, including the global downturn, declining
business travel, swine flu and falls in real estate values concluding that: “Many of the deals financed in the good
times are now looking rather shaky and stressing their covenant pressure
points”. Anon. (2009)
further justifies, “Hotels that were once out of reach for many
are suddenly in budget”. Similarly, Marriot
International’s global REVPAR fell by 20 percent in 2009 making a loss of £220
million in contrast to the £218 million income the previous year (Harmer, J., 2010). Such evidences suggest that
external factors highly impact chain hotels, even though such uncertainty and threats are coped by the protection
provided by their higher attendant scale (Anon. 2009).
Small/independent hotel management
strategies:
Attention also has been paid to
investigate the strategy development of small hotels in search of the winner. At a finding, Sascha Kraus (1997, cited
by Peters, M. and Buhalis, D., 2004) contends the planning developed in large
firms’ context might not suit to small hotels. Contrasting to brand structure, not only
higher business freedom, flexibility and creativity have generated higher
financial benefits for small hotels but also planning with individuality and
autonomy has contributed to highly personalized service for guest motivation (Dennis, N., 2009). Further, Langlois, T. J. (2003:13) highlights a conduciveness for small/independent hotels stating:
“Changing
customer demographics, evolving products, and new technologies have created
market strength for the independent hotel market sector”.
However, this theory is not unchallenged, since according to Holverson,
S. and Revaz, F. (2006), the industry suffering low occupancy for years due to
economic and political turbulences, small hotels are further brand pressurized
to survive independently.
Obliged thus, they
have taken the collaborative strategy instead, among hoteliers or with local
authorities such as tourism agency (Prideaux,
B. et al. 2006). Hence
evidences hardly exist on small hotels embracing strategic planning but
restricting to operational/short-term goals. Jan, F. (2008:24) further elaborates, “Each independent operator makes decisions often only
in reaction to local market conditions”. This very
characteristic has strengthened their opportunity into niche market, derivative
of globalization and standardization, where a certain customer segment,
unfamiliar with systemic complexity and ‘digital divide’, seek to find small
hotels for more individualised services/products (Peters, M. and Buhalis, D.,
2004), viable for all market conditions.
Personalised
service strategy is crucial to CRM in small hotels characterized by HR
dominating over system, as experts suggest (Moriarty, J. et al., 2008). Characterised as ‘flat management’
structure, decisions come out of owner/manager without middle manager, hence
having both management style and personality been highly influencing factors,
personalized customer contact, flexibility and quick response to rapidly
changing market conditions and guest problems strengthen market dynamics and
guest satisfactions as claimed by Moriarty, J. et al. (2008), since they additionally contend:
“Relationships with customers and word-of-mouth are the key aspect of
promotion, within the marketing mix, and marketing intelligence relies strongly
on business and trade networks”.
Contradictorily,
employee training and professionalism of such hotels has been questioned by
some researchers (Austrian survey 2003), suggesting that HR, lacking training
and, that incompetent employees are hardly made redundant due to
family/personal ties (Peters, M. and Buhalis, D., 2004) that may inflict CRM.
Likewise, Moriarty,
J. et al. 2008:296) add, “On the other hand, customer relationship
management poises some interesting challenges for small independent hotels,” indicating that trust building without formal
contract is doubted. Nevertheless, the labour force, sometimes family members,
that informally and flexibly adapts to the need of business, contributes to
profitability by fitting into different degrees of seasonality as Bowie, D. and Buttle, F. (2004) suggests. Thus, it
appears that a formal human resource constraint not only to CRM, but also to
specialized marketing expertise, characterized by a controlled growth rather
than sales maximization, proves counter-productive.
As argued, financial strength corresponds both to marketing and
technology. Since in most cases, small/independent hotels seldom acquire
external funds, except inherent capital, which is often challenged by
deteriorations requiring tougher financial rescues (Peters M. and Buhalis, D.,
2004). They further suggest that market competency is restricted to inadequate
financial resources, lacking management expertise and limited marketing access
to external information and weak networks.
Rutherford D.G. and O’Fallon, M.J. (2006:14) agreeably state:
“For
over the last three decades the drastic changes in the industry have
disproportionately pressurised the independent hotels who in the shadow of well
funded chain hotels have struggled to maintain their independence and at
competing in the face of peculiar hospitality character”
Conversely,
other researchers (Rothwell 1992, cited by Jones, P., 2008:361) state: “Small firms usually have a dynamic and entrepreneurial management
style, so innovations can be less expensive.” Hence, the lower degree of financial
resourcing is a riskless and instinct strategic feature of small hotels.
As
earlier mentioned, Murphy, H.C. and Kielgast, C.D. (2008) contend
small hotels often implement
informal marketing process such as word-of-mouth. According to Carson and
Cromie (1989, cited by Moriarty, J. et
al., 2008) two considerable factors include ‘evolution’ of marketing
practice and ‘controlling’ of owner upon the firm’s marketing process. This
process is proportionate to their niche
markets featuring unique location and specially tailored products, unlike the
chains who seek consumers at large (Langlois, T. J.,
2003). As observed, technology is used at its minimal for marketing by
small hotels behind the implication of high-tech feature; an economic challenge (Prideaux, B. et al., 2006). They further
suggest, use of search engine for marketing (SEM) to visualize
their products/services is attributable to their goal. Although majority of
such hotels possess websites, they do not exploit SEM, consequently, resulting
to incompetent marketing strength. As a result, as Murphy, H.C. and Kielgast, C.D.
(2008) conclude, small hotels risk being marginalized and also
lose customer contacts failing to maximize return on investment.
Nevertheless,
collaborative strategy has led several small hotels achieve higher competitive market dynamics (McCarton-Quinn
and Carson 2003; Kirby 2003, cited by Moriarty J., et al. 2008), thus, evidently small hotels implementing formal
marketing plans gain higher profitability than those without.
As earlier stated, the micro factors ranging from HR
to finance appear crucial for competitive advantage. Similarly, external
factors, either threatening or opening up opportunities for a business draw
attention in strategy formulation. “Independent
hotels usually are not subject ups and downs of the economy”, contends Stacey,
M.H. (2006:1) indicating low risk from economic factor; a
PESTEL component. However, (PriceWaterhouseCoopers, 2008:6) in
contrast suggests, “The downturn has
increased the pressure on independents to seek an international brand via
franchise or management”. Besides, Guthrie, J. (2010:8) further refers to
impact of recent recession - 2008/9 and quotes: “Small businesses have run down their cash reserves” connoting not
only impact of downturn but also that of
external business environment which has forced small hotels to alter their
strategies.
Harmer,
J. (2009) however challenges these arguments suggesting that changing consumer
behaviour and pattern of restructured leisure style, in face of recent
recession, UK
Conclusion:
In summarizing key points, the essay has critically
analysed business strategies of both chain and small/independent hotels
including their strengths and limitations/challenges. Regarding chain hotels,
despite rigidity out of formalized and bureaucratic management, the brand-fame and size as
powerful-popular concept, economies of scale, wide and reliable product range
and technological strength, including e-commerce dominance, B2B relationships,
well built HR and sophisticated CRM are strengths evidenced. Likewise,
even though higher degree of macro impact and costly innovations, the long-term planning strategy has
contributed to viability, reliability, consistency
and greater market strengths in them.
Conversely, small/independent
hotels implementing short-term strategy insomuch as to avoiding financial risk
out of unforeseen chaos, higher freedom, flexibility, individuality
and autonomy contributing to immediate tactical and unrestricted decisions with
creativity and proportionate to market dynamics have been their evident
strengths. Similarly, personalised service/products strengthen revenue and CRM.
Even though less reliable, less consistent and informal contract with
customers, a lower degree of financial requirement, cheap internet availability, collaboration for
marketing and reservation, niche market capacity with localised and customised
service/products and lower degree of external volatility impact, including
that of downturns have been their competencies. Despite a weaker HR competency,
the flexible employee adaptation to seasonality, particularly in downturns, has
strengthened their competitiveness as researches evidence.
Thus, based on evidences gathered for
small/independent hotels, such as precautious short-term strategies, prompt
decision making, personalized services/products, emphasizing customer over
system, local/niche market capacity, economical collaboration, cheap internet
availability and lower degree of macro impact are suggested more competitive
strategies to tackle a downturn. Hence, as a conclusion, it can be claimed that
even though chain hotels possess several strategic potentials,
small/independent hotels’ strategy proves most competitive in a slowing
economy.
Note: the writer is
currently engaged in teaching at further education in the UK and this article
reflects the relevance up to the postgraduate level (MA/MSc or so) in Tourism
and Hospitality Management.
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