Skip to main content
SpringerLink
Log in

Expansion strategies and evolution paths of hotel groups in China

  • Published:
Chinese Geographical Science Aims and scope Submit manuscript

Abstract

The organizational structure change of enterprises should be subject to the change of strategy, and strategy change is the reaction to the environment change. This paper studied the expansion strategies and evolution paths of hotel groups in China by a survey in 2007, in which the research objects were 91 hotel groups listed by China Tourist Hotels Association. The conclusions are drawn: based on the two dimensions of unification management function scope and the unification management degree, hotel groups can be divided into four strategic types, including strategically concentrated group, close function group, widespread alliance group and loose union group. Simultaneously there are three different expansion paths: stability path, growth path and undulation path. About 72.5% of Chinese hotel groups have a stability or growth expansion path.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • Anttonen N, Tuunanen M, Alon I, 2005. The international business environments of franchising in Russia. Academy of Marketing Science Review, 23(5):1–21.

    Google Scholar 

  • Brotherton B, 2003. The International Hospitality Industry: Structure, Characteristics and Issues. Boston: Butterworth-Heinemann.

    Google Scholar 

  • Chekitan S, Erramilli M K, Agarwal S, 2002. Brands across borders: Determining factors in choosing franchising or management contracts for entering international markets. Cornell Hotel and Restaurant Administration Quarterly, 43(6): 91–104.

    Article  Google Scholar 

  • Chen Wei, 2005. An analysis on hotel groups in China with industrial angel. Finance and Economics of Xinjiang, 15(1): 79–80. (in Chinese)

    Google Scholar 

  • Contractor J F, Kundu K S, 1998. Franchising versus company-run operations: Modal choice in the global hotel sector. Journal of International Market, 6(2): 28–53.

    Google Scholar 

  • Dai Bin, 2004. On the macro-objectives and path selection of structure optimization in China’s hotel industry. Tourism Tribune, 19(4): 69–73. (in Chinese)

    Google Scholar 

  • Edgar D A, Littlejohn D L, Allardyce M L, 1994. Strategic clusters and strategic space: The case of the short break market. International Journal of Contemporary Hospitality Management, 6(5): 20–26.

    Article  Google Scholar 

  • Harrison S J, Cathy A E, 2005. Hospitality Strategic Management: Concepts and Cases. Hoboken: Wiley.

    Google Scholar 

  • He Jianmin, 2004. On competitive strategy option models for China’s local and transnational tourist hotel groups and their specific choices. Tourism Science, 18(4): 17–21. (in Chinese)

    Google Scholar 

  • Lafferty G, Fossen V A, 2001. Integrating the tourism industry: Problems and strategies. Tourism Management, 22(1): 11–19.

    Article  Google Scholar 

  • Lant T K, Baum J A C, 1995. Cognitive sources of socially constructed competitive groups: Examples from the Manhattan hotel industry. In: Scott W R et al. (eds.). The Institutional Construction of Organizations. Beverley Hills, C A: Sage Publications, 15–38.

    Google Scholar 

  • Pine R, Zhang Q H, Qi P, 2000. The challenges and opportunities of franchising in China’s hotel industry. International Journal of Contemporary Hospitality Management, 12(5): 300–307.

    Article  Google Scholar 

  • Qin Yu, 2005. On some erroneous areas in the course of the development of China’s hotel group-A theoretical framework about the evolution of China’s hotel group. Tourism Tribune, 19(2): 55–58. (in Chinese)

    Google Scholar 

  • Selin S, 1994. Collaborative alliances, new interorganizational forms in tourism. Journal of Travel and Tourism Marketing, 2(2): 217–227.

    Article  Google Scholar 

  • Wang Jie’er, 2006. On the development strategy of international hotel management groups in China. Tourism Tribune, 21(12): 70–76. (in Chinese)

    Google Scholar 

  • Weng Gangmin, 2001. Comparative study on developing strategy of hotel groups in China. Technology Economics, 24(2): 47–50. (in Chinese)

    Google Scholar 

  • Xi Yanping, 2007. Review on expansion progress of hotel groups in China. http://www.global-hotel.com.cn/. 2007-09-23. (in Chinese)

  • Zhang Wentong, 2002. SPSS11 A Statistics Analysis Course. Beijing: Beijing Xiwang Electrical Press. (in Chinese)

    Google Scholar 

  • Zou Tongqian, 1999. On the strategy of China s hotel enterprise groups: The developing mode and policy orientation. Tourism Tribune, 14(3): 13–17. (in Chinese)

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. School of Tourism Management, SUN Yat-Sen University, Guangzhou, 510275, China

    Guojun Zeng

Authors
  1. Guojun Zeng
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Guojun Zeng.

Additional information

Foundation item: Under the auspices of National Social Science Foundation of China (No. 08BJY037), Ph. D. Programs Fundation of Ministry of Education of China (No. 200805581046), Humanities and Social Sciences Project of Ministry of Education of China (No. 09YJC630233)

Rights and permissions

Reprints and permissions

About this article

Cite this article

Zeng, G. Expansion strategies and evolution paths of hotel groups in China. Chin. Geogr. Sci. 20, 372–380 (2010). https://doi.org/10.1007/s11769-010-0410-8

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11769-010-0410-8

Keywords

Search

Navigation