Performance comparisons of hotels in China

Customer accounting and marketing performance measures in the hotel industry: Evidence from Australia

“…Positive relationships have been found between hotel performance and external macroeconomic factors of market concentration (Pan, 2005); money supply (Barrows and Naka, 1994) and gross domestic product (Tang and Jang, 2009). Internal hotel traits of size, location, ownership and affiliation have been identified as having a positive association with hotel performance (Capó et al, 2007;Enz et al, 2001;Israeli, 202;Pine and Phillips, 2005). Particularly relevant to this study, market orientation has been found to have a strong positive relationship with hotel performance (Sin et al, 2005;Cizmar and Weber, 2000;Gu and Ryan, 2008).…”

Tourism and Hotel Competitiveness Research

“…Thus, human capital is a crucial factor; hotels should invest more in training and educating their staff about the environmental issues (SEI, 2001;Trung & Kumar, 2005). Preble, Reichel, and Hoffman (2000) and Pine and Phillips (2005) focused on the role of strategic alliances in the hospitality industry competitions (see also Hwang & Chang, 2003). Strategic alliances are often formed with competing firms that possess complementary skills and resources (Varadarajan & Cunningham, 1995).…”

Word of Mouth in Hospitality Management: The Case of Luxury Hotels in China

“…Despite the barriers preventing international hotels' development, which can be foreign currency control, local government interference, and in particular, lack of personal relationships and networking known as "guanxi" (Heung et al, 2008), international luxury hotels tend to have more competitive advantages resulted from economy of scale, brand prestige, management expertise and IT platforms. Indeed, as found by Pine and Phillips (2005), international hotels in China have achieved higher occupancy, profit, and brand awareness compared with their Chinese counterparts.…”