Competitor set identification in the hotel industry: A case study of a full-service hotel in Hong Kong

Mohammed, Ibrahim; Guillet, Basak Denizci; Law, Rob

doi:10.1016/j.ijhm.2014.02.002

Cited by 29 publications

(28 citation statements)

References 46 publications

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“…Therefore, the managers of budget hotels should have a strategy to optimize their return in a search through an OTA. Also, the results indicate that in this market segment, price is of concern to customers, more so than location, but this finding is the opposite of that reported by Mohammed, Guillet, and Law (2014). Similar to two-star hotels, the ranking attribute is important for three-star hotels.…”

Section: Discussionmentioning

confidence: 61%

Harvesting Online Reviews to Identify the Competitor Set in a Service Business: Evidence From the Hotel Industry

Qian

Zhang

et al. 2020

Journal of Service Research

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In today’s global service industry, online reviews posted by consumers offer critical information that influences subsequent consumers’ purchasing decisions and firms’ operation strategies. However, little research has been done on how the same information can be used to identify key competitors and improve services to increase competitiveness. In this article, we propose an analytical framework based on an improved k-nearest neighbor model and a latent Dirichlet allocation model for service managers to harvest online reviews to identify their key competitors and to evaluate the strengths and weaknesses of their businesses. With a sample comprising over 8 million customer reviews of 6,409 hotels in 50 Chinese cities from Ctrip.com , we validate the effectiveness of the proposed approach in the analysis of a hotel’s service competitiveness and its key competitors. The findings indicate that the importance of particular attributes of a hotel varies in different segments according to hotel star ratings. This study extends the literature by bridging online reviews and competitor identification for service industries. It also contributes to practice by offering a systematic and effective way for managers to identify their key competitors, monitor market preferences, ensure service quality, and formulate effective marketing strategies.

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Section: Discussionmentioning

confidence: 61%

Harvesting Online Reviews to Identify the Competitor Set in a Service Business: Evidence From the Hotel Industry

Qian

Zhang

et al. 2020

Journal of Service Research

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“…Competitors can be identified by means of market definition (Patterson & McCullough, 1980), demand-side approaches, i.e. consumer perceptions (Shocker et al, 1990), supply-side approaches, including competences (Gorman & Howard, 1997) and resource similarity concepts (Bergen & Peteraf, 2002), or managerial perceptions (Mohammed et al, 2014). Thereby, direct, indirect, potential and historical competitors are of interest (Bergen & Peteraf, 2002;Chen, 1996;B.…”

Section: Methods and Processesmentioning

confidence: 99%

A systematic literature review on competitor analysis: status quo and start-up specifics

2019

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The purpose of this paper is to determine the status quo of research on competitor analysis (CA), which constitutes a cornerstone of strategic management. Of special interest are potential specifications for start-ups which act in an environment of high uncertainty, where CA is supposed to provide meaningful information to determine the right course of action. This study is performed as a conceptually organized systematic literature review with representative coverage and focus on research outcomes. The findings of 78 identified relevant studies out of 43 different journals are analyzed. Results are presented with regard to research contribution, mentioned purposes for conducting CA, CA processes and methods, and elements for ensuring quality of CA. To provide a cohesive understanding of the CA theme, as well as a foundation and guidance for researchers and practitioners, a conceptual framework is derived, which synthesizes the facets of the CA theme in a novel manner. Start-up related research contributions and avenues for future research are discussed.

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“…Environmental scanning has shown a positive relationship with organizational performance and strategic planning [16,[26][27][28][29][30]. On the other hand, studies about competitor analysis have shown that hotel managers focus on assessing a small set of competitors as they rely on limited resources [31,32], and that the factors taken into account are location, rates, service, quality, and distribution channels [33].…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Competitive Intelligence and Sustainable Competitive Advantage in the Hotel Industry

et al. 2019

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Competitive intelligence (CI) is a business tool within strategic management, and it is gaining significance as a process that enables companies to achieve sustainable competitive advantage. This study explores the current state of CI in the Spanish hotel industry. For this purpose, a path model has been developed which empirically investigates the relationship between CI use and its backgrounds. The results obtained suggest that environmental and organizational characteristics affect CI effort, and in turn, CI effort affects CI use. This study provides theoretical and practical implications to help managers develop sustainable competitive advantages through the potential that CI offers within the hotel industry.

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Competitor set identification in the hotel industry: A case study of a full-service hotel in Hong Kong

Cited by 29 publications

References 46 publications

Harvesting Online Reviews to Identify the Competitor Set in a Service Business: Evidence From the Hotel Industry

Harvesting Online Reviews to Identify the Competitor Set in a Service Business: Evidence From the Hotel Industry

A systematic literature review on competitor analysis: status quo and start-up specifics

Competitive Intelligence and Sustainable Competitive Advantage in the Hotel Industry

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