《國際酒店管理雙語》課程教學(xué)大綱

《國際酒店管理雙語》教學(xué)大綱《InternationalHotels:DevelopmentandManagement》TeachingSyllabas一、TeachingAimandRequirement Informstudentsthatatthecompletionofthiscourse,theyshouldbeableto:Summarizethefactorsthathavecontributedtoglobalizationandaglobaleconomy,describetheinternationaltourismandlodgingindustries,andidentifytypesofhotelproducts.OutlinethefactorsaffectinginternationalhotelexpansionintoEuropean,NorthAmerican,MiddleEastern,andAsia-Pacificmarkets.Identifyanddescribevariousbarrierstotravelandtourism,anddescribeseveralinternationalorganizationsthatdealwiththesebarriers.Discussrecentdevelopmentswithregardtothenatureanduseofequityinvestmentsinthehotelindustry,anddescribeissuessurroundingthefinancialstructuringforhoteldevelopment.Outlinethebusinesschallengesassociatedwithtransnational,global,andmultinationalorganizations,andidentifythreegrowthstrategiesforexpansion-mindedhotelchains.Describethefivephasesofhoteldevelopment,andlistthefour-stepprocessusedtodeterminewheretodevelopaninternationalhotel.Definemanagementcontractsandoutlinetypicalmanagementcontractservicesandfeestructures.Explainhowhotelmanagersareselectedforexpatriatepositionsandwhatrolestheyareexpectedtoplayinthesepositions.Defineinternationalhumanresourcemanagementanddescribeitsthreemainactivities.Identifyandgiveexamplesofsevenbroadmanagementfunctionscommontointernationalhotelmanagers.Describetheforcesthathaveledtotheestablishmentofvariousnationalandinternationalhotelclassificationsandstandards,andidentifyfiveimportantpurposesofhotelclassification.Discusstheissueshotelsfacewhendevelopinganinternationalmarketingstrategy.Explainfactorsanddevelopmentsthatarelikelytoaffectthenatureandpaceofglobalizationinthetravel,tourism,andlodgingindustriesintheyearstocome.二、PayAttentiontoSuchPointswhenyouareTeachingYourroleasinstructorExplaintothestudentswhatyouperceiveyourroletobe.Candidlyinformthestudentsthatyoumaynotknowalltheanswerstotheirquestions,butthatyouwillattempttoobtainanswersoratleastprovidethestudentswithareference.Problemsandsolutionsvaryfrompropertytoproperty,andthereforeitisimpossibletoprovideexactanswersthatwouldapplytoallsituations.Explainyourroleasinstructorintermsofbeingacoordinatorofinformationandafacilitatorofclassdiscussions.三、SyllabusContentGlobalization,Tourism,andtheLodgingSectorSampleLessonPlanTransparencyMasters:TransparencyMaster1:CompetenciesforGlobalization,Tourism,andtheLodgingSectorCompetency1: Summarizethefactorsthathavecontributedtoglobalizationandaglobaleconomy,definethetermtransnationalasappliedtoahotelcompany,andcitecompetitiveadvantagesoftransnationalhotels.(pp.3–6)KeyConcepts:Globalizationfactors:ShiftsinpoliticalalignmentsDissolutionofbordersNewdemocraciesMovestomarket-basedeconomiesIncreasedcommunicationTechnologicaladvancementsintelecommunicationsandtransportationInternationaltravelTransnational:amultiplantfirm—onehavingheadquartersinonecountryandhotelsinseveralAdvantages:CanestablishglobalmarketingandpurchasingnetworksCansatisfycustomerdemands—specificallyqualitydemandsTransparencyMasters:TransparencyMaster2:GlobalizationFactorsCompetency2: Describethetourismindustry,includingtourism'seconomicimpactandgeographicdistribution,anddiscusstraveldemanddeterminants.(pp.6–13)KeyConcepts:Tourismindustry:CollectionofdiverseproductsandservicessoldbyhighlyfragmentedindustrysectorsthroughacomplexdistributionchainLodgingoperations;transportationservices;eatinganddrinkingplaces;sightseeing,amusement,gaming,andrecreationservices;someaspectsofretailingandfinancialservicesGrowthindustryEnhancesqualityoflifeEconomicimpact:$7.9trilliontoday,$14.8trillionby2018Internationaltourismarrivalswillreach1.6billionby2020Geographicdistribution:Europereceives54.4percentofworld'sinternationaltravelers;Asia-Pacificregion,19.8;Americas,16.1(NorthAmerica,10.7),MiddleEast,4.9,Africa,4.8HighestgrowthratesinAsia-PacificregionandMiddleEastTraveldemanddeterminants:EconomicLeisure,qualityoflifeDemographicchangesTransportationaccessInformationaccessConveniencePerceivedsafetyofdestinationTrendinessofdestination(forsomemarkets)TextExhibits:Exhibit1:InternationalTouristArrivalsbyRegion,1990–2006Exhibit2:InternationalTouristDeparturesbyRegion,1990–2006TransparencyMasters:TransparencyMaster3:TravelDemandDeterminantsCompetency3: Describetheinternationallodgingindustry,explainitsglobaldistributionandstructure,andsummarizeglobalhotelperformance.(pp.13–16)KeyConcepts:Internationallodgingindustry:Independentlyowned/operatedpropertiesIndependentlyownedpropertiesbutchain-operatedorchain-affiliatedChain-owned/-operatedpropertiesFranchisedpropertiesReferralgrouppropertiesOthersIndependentlyowned/operatedpropertiesoutnumberchain-affiliated;chainsexceedindependentsinnumberofguestroomsSize,growth:19.4millionhotelrooms:69percentinEuropeandtheAmericas(thispercentageisfallingasotherworldregionsexperiencerapidgrowth)Hotelperformance:HighestRevPARintheMiddleEastandAfrica,followedbyEuropeOperatingprofitmargins49percentinMiddleEastandAfrica;otherregionsinmid-30sTextExhibits:Exhibit3:GlobalHotelPerformancebyRegion,2006–2007TransparencyMasters:TransparencyMaster4:CompositionoftheInternationalLodgingIndustryCompetency4: Identifytypesofhotelproducts,discusstypesofhotelguests,andsummarizesomeofthechallengesfacedbythegloballodgingindustry.(pp.17–20)KeyConcepts:Typesofhotelproducts: Brandedhotelcompanies Airporthotels Conventionhotels Extended-stayproperties Conferencecenters Budgethotels Condohotels Timeshareproperties/doc/6602642.html Casinohotels Integratedresorts Seniorlivingcenters Alternativeformsoflodging:Pension—EuropeanguesthouseorboardinghousePosada—hotelapartments,motels,andstate-operatedinnsinPortugalParador—inSpain,ahistoricbuildingconvertedintoahotelandoperatedbythegovernmentRyokan—traditionalJapaneselodgingTypesofhotelguests: Businesstravelers:LargestusersofhotelsworldwideNotasprice-sensitiveasothertravelersRelativelyupscale,stableConcernedwithconvenience,transportation,comfort Pleasuretravelers:Representabout40percentofworldwidehoteldemandLikelytoshareroomsoravoidhotelsMostprice-sensitivesegmentConcernedwithvalue,ambience,recreationalfacilitiesGloballodgingindustrychallenges:Adjustingcorporatestyle/philosophytodifferingcircumstances/environmentsUnderstandingcultural,political,social,religiousmakeupofhostcountriesUnderstandingdifferingbusinesspracticesKnowingthefinancial,political,labor,andmarketingclimatesofhostcountriesHavingacosmopolitanoutlookTransparencyMasters:TransparencyMaster5:HotelProductsTransparencyMaster6:TypesofHotelGuestsTransparencyMaster7:GlobalLodgingIndustryChallengesTheEmergenceofInternationalHotelsSampleLessonPlanTransparencyMasters:TransparencyMaster1:CompetenciesforTheEmergenceofInternationalHotelsCompetency1: ListtheinnovationsintroducedbyAmericanhotelsintheearlytwentiethcentury,tracethedevelopmentofU.S.hotelchainsfrom1901toWorldWarII,andidentifysomeoftherisksthatdeterredAmericanhotelsfromexpandinginternationally.(pp.25–28)KeyConcepts:Americanhotelinnovations:RunningwaterPrivatebathsLargerguestroomsRoomserviceIn-roomradiosHotel-to-hotelreservationservicesTelephonesLightswitchesbythedoorIndoorplumbingSewagedisposalsystemsCentralheatingAirconditioningPassengerelevatorsElectriclightingApplicationofmoderncommunicationsystemsU.S.hotelchaindevelopment:E.M.Statler—developedoneofthefirstmodernhotelchainsConradHilton—developedhotelmanagementcontractKemmonsWilsonandWallaceJohnson—foundedHolidayInn,franchisedproperties,creatednationalreservationsnetworkExpansiondeterrents:HardtodiscernbestlocationsInvestmentriskDifficultyofobtainingfinancingRiskofnationalizationRiskofpoliticalupheavalCurrencyfluctuationsRestrictionsonrepatriationofprofitsCompetitionfromdomestichotelsTransparencyMasters:TransparencyMaster2:AmericanHotelInnovationsTransparencyMaster3:ExpansionDeterrentsCompetency2: Summarizethepost–WorldWarIIdevelopmentsthatledtointernationalhotelexpansion.(pp.28–29)KeyConcepts:Returntopeace,desiretotravelLatinAmerican/CaribbeandevelopmentAssistancetowar-torneconomiesEuropeans’interestinAmericanhotel-keepingAirtransportationaccessibletomiddle-classTransparencyMasters:TransparencyMaster4:Post–WorldWarIIDevelopmentsLeadingtoInternationalHotelExpansionCompetency3: OutlinethefactorsaffectinginternationalhotelexpansionintoEuropean,NorthAmerican,MiddleEastern,andAsia-Pacificmarkets.(pp.29–34)KeyConcepts:Europe:AmericanhotelsfirsttoenterHotelchainexpansionhaltedbecauseof1973energycrisisResurgence,1980sAlmost38percentofworld’shotelroomsNorthAmerica:Foreignoperatorsattractedin1980sComparativelycheaprealestateSlowdownofhotelexpansioninmid-1990sForeigninvestmentspickedupfrom2003topresentduetoweakeningdollar,riseofprivateequityfunds,investmentsviapubliccompaniesMiddleEast:Developersattractedbyoil-richprosperityin1970sOilpriceslumpin’80sPersianGulfWarbroughtlodgingtostandstillToday,fastest-growingregionintermsoftourismarrivalsToday'shighoilpriceshavespurredintraregionaltourismUAE,DubaifocusingontourismdevelopmentTodaythereisanall-timehighinforeigndirectinvestmentinthehotelsectorAsiaandthePacific:Muchdevelopmentinpast30years,particularlyinPacificRimcountriesChina'shotelindustryexpandingsinceChinaopenedtotheWestin1978India,Vietnam,Thailand,SingaporeseeingmorehoteldevelopmentCompetency4: Describetheseparationofhotelownershipfrommanagementandexplainitssignificance,andsummarizethetwo-prongedgrowthstrategiesofhotelchains.(pp.34–35)KeyConcepts:Separationofhotelownershipfrommanagement:settinguponecompanytooperatehotelsandanothertoownrealestate;also,sellingoffrealestate,retainingmanagementrightsSignificance:enabledchainstogrowmorerapidly,acquiresuperiorpropertiesHotelchains'two-prongedgrowthstrategy:developingsegmentedhotelproducts,andrapidlyexpandinginforeignmarketsTransparencyMasters:TransparencyMaster5:HotelChains'Two-ProngedGrowthStrategyCompetency5: IdentifysixinternationalhotelchainsthatbeganintheUnitedStates,anddescribetheinnovationstheyintroduced.(pp.35–40)KeyConcepts:Hilton:modernhotelmanagementcontractInterContinental:firsttoopenahotelinBali;expansioninMiddleEast;leadinginternationalhotelcompanyinEasternEurope;uniquehotelarchitecture;restoration/repurposingofolderpropertiesintohotelsSheraton:industry'sfirstautomatedelectronicreservationssystem;firstchaintocentralizeandcomputerizereservations;firstcompanytoprovidetoll-freetelephonenumberforconsumers;firstcompanytoopenahotelinChinaunderitsownname;firstWesternhotelcompanytosignajointventurewiththeSovietUniontodevelophotelsinMoscowHolidayInn:modernfinancialandmanagementtechniques;firsttocapitalizeonthechainconceptviafranchisingandanationalreservationsnetworkHyatt:lobbyatrium;uniquein-hoteldiningfacilities;stresstotalguestexperience;firstchain-widechildren'sprogramChoiceHotelsInternational:firstwithano-smokingroomsprogram,firstwithmidpricedall-suites,firsttopaytravelagentcommissionsineverymajorforeigncurrency,firsttointroducebrandsegmentationCompetency6: IdentifyfourEuropean,twoIndian,oneAfrican,andfiveAsia-Pacifichotelchains,anddescribetheirdistinguishingcharacteristics.(pp.40–51)KeyConcepts:European:ClubMéditerranée:vacationvillagesAccor:strongfoodandbeverageoperations;Formule1conceptLeMéridien:elegant,medium-sizehotels,Frenchtradition/cuisineSolMeliá:strongincityandresortproperties,deliversEuropean-styleservice/ambiance,Spanishcuisine,hotelsdesignedbySpanisharchitects/designersIndian:TajGroup:oldestchaininIndia,inallmajorIndiancitiesandtouristtowns;spasOberoi:deluxehotels,personalizedservice,firstIndianchaintoexpandinternationallyAsia-Pacific:NewOtani:builtoneofthefirstmodern,bighotelsinJapanNikko:hotelsWesterninarchitectureanddesign,butwithJapanesetouchesthroughoutandaJapaneseservicephilosophyMandarinOriental:aimstobethebestluxuryhotelchainintheworld;slow,deliberateexpansionPeninsula:excellentreputation,operatesonlyafewuniquehotelsinselectlocationsDusitInternational:Thailand'sfirstlodgingchain,alsoitslargest;deluxehotelsemphasizingserviceAfrican:SouthernSunHotelCorporation:largestowner/operatorofhotelsinAfricaCompetency7: Summarizethedevelopmentofairline-hotelrelationshipsandcitethechiefadvantagesanddisadvantagesofhotel-airlinealliances.(pp.51–53)KeyConcepts:Airline-hotelrelationships:Linkedsince1946Reasonsforrelationship—buildbusiness,housepassengers,crew;ownership/mergerschangedtopartialownership/workingagreements;multiplelinks;hotelsasprofitcentersAdvantages/disadvantagesofhotel-airlinealliances:Advantages—commoncustomers,jointmarketing,improvedmarketshareDisadvantages—gainsoftenoffsetbycosts,jointbenefitsfewerthananticipated,lackofhotelmanagersTransparencyMasters:TransparencyMaster6:Advantages/DisadvantagesofHotel-AirlineAlliancesCompetency8: Describetheeffectsofmergersandacquisitions,consolidation,andstrategicalliancesontheinternationallodgingindustry.(pp.54–56)KeyConcepts:InternationallodgingindustryisamongthemostleveragedandcompetitiveintheworldPrivateequityfirmspurchasingpubliccompaniesMega-chainsprominentasindustryconsolidatesAsiancompaniesaremajorplayersMergers:partnerships“in,"purchaseisoutTextExhibits:Exhibit1:CompaniesintheMostCountriesPoliticalAspectsoftheInternationalTravel,Tourism,andLodgingIndustrySampleLessonPlanTransparencyMasters:TransparencyMaster1:CompetenciesforPoliticalAspectsoftheInternationalTravel,Tourism,andLodgingIndustryCompetency1: Identifyanddescribevariousbarrierstotravel,includingboththoseaffectingtravelersandthoseaffectingbusinessesdealingwithtravelers,andlisttypicalgovernmentalhotelregulations.(pp.61–71)KeyConcepts:Barrierstotravel:Passports,entryandexitvisasExchangecontrols,currencyrestrictions,travelallowancesTravelinsuranceExittaxesCustomsregulations,dutiesEquityrequirementsDomesticpolicybiasTransparencyForeignremittancesImportrestrictions,domesticcontentlaws,tariffsDomesticpersonnelrequirementsInefficienttelecommunicationssystemsTypicalgovernmentalhotelregulations:PricecontrolsLaborregulationsRoomtaxesSafety,watertreatment,fire,buildingcodesCompetitiveIndexTextExhibits:Exhibit1:PotentialGovernment-BasedImpedimentstoTravelExhibit2:RealEstateTransparencyWorldwideExhibit3:TravelandTourismCompetitiveIndexTransparencyMasters:TransparencyMaster2:BarrierstoTravelTransparencyMaster3:TypicalGovernmentHotelRegulationsCompetency2: Identifyanddescribeseveralinternationalorganizationsthatdealwithbarrierstotravelandtourism.(pp.72–77)KeyConcepts:WorldTourismOrganizationOrganizationforEconomicCooperationandDevelopmentGeneralAgreementonTariffsandTradeGeneralAgreementonTradeinServicesInternationalMonetaryFundInternationalHotel&RestaurantAssociationWorldTravel&TourismCouncilTextExhibits:Exhibit4:WorldTradeinCommercialServicesbyCategory,2006TransparencyMasters:TransparencyMaster4:InternationalOrganizationsthatDealwithBarrierstoTravelandTourismCompetency3: Explainwhygovernmentsupportoftourismiscriticaltothesuccessoftheindustry,outlinethedifferenttypesofsupportgovernmentstypicallyoffer,anddescribetheroleandcommontasksofnationaltourismorganizations.(pp.77–81)KeyConcepts:Governmentsupport:NeedforinfrastructureForeigninvestmentincentivesEffortstoreduceredtapeTourismpolicy:domestic/international;class/mass;centralized/decentralized;integrated/enclaveNationaltourismorganizations:CarryouttourismpoliciesJurisdiction,powerofNTOsvaryTransparencyMasters:TransparencyMaster5:GovernmentSupportforTourismCompetency4: Statetheadvantagesanddisadvantagesofinternationalhotelchaininvolvementindevelopingcountriesandidentifytypicalareasofpotentialconflictbetweenchainsandhostgovernments.(pp.81–84)KeyConcepts:DevelopmentcatalystTechnicalskillsHiringoflocalsvs.expatriatesDifferentconcerns:profitsvs.citizen

welfareTextExhibits:Exhibit5:ExperienceofDevelopingCountriesinDealingwithTransnationalTourismCorporationsExhibit6:StrategiestoMaximizeBenefitsofTNCInvolvementCompetency5: Describeseveralwaysinwhichpoliticalinstabilityreducestravelandtourism,includinghistoricalexamples,anddescribetheusesoftraveladvisories.(pp.84–92)KeyConcepts:Politicalinstability:ImpactoninvestmentsImpactontravelersSpilloverimpactofpoliticaleventsTraveladvisories:WarningsfortravelersPATACodeforFairTravelAdvisoryIssuancePoliticalmotivationsTextExhibits:Exhibit7:ThePATACodeforFairTravelAdvisoryIssuanceCompetency6: Identifyseveraltypesofpoliticalriskandapproachestoriskassessment,aswellasmeasuresthatcanbetakentoreducerisk.(pp.92–97)KeyConcepts:Politicalrisksforhotelinvestors/operatorsTransferriskOperationalriskAssetriskMarketriskAdministrative/statutoryriskOwnershipriskPoliticalriskassessmentservicesEquityinvolvementPoliticalriskinsurance:investment,trade/contract,terrorismTextExhibits:Exhibit8:ExamplesofPoliticalRiskEventsExhibit9:PoliticalRiskInsuranceTransparencyMasters:TransparencyMaster6:TypesofPoliticalRiskforHotelInvestors/OperatorsTransparencyMaster7:TypesofPoliticalRiskInsuranceCompetency7: Explaintheimportanceofcrisismanagementandstatethetypicalcontentsofawrittencrisismanagementplan.(pp.97–98)KeyConcepts:Tailorcorporateplantolocal

circumstancesHumansafetyfirst,thenpropertysecurity,losspreventionClassActivitiesSuggestedGuestSpeakersAtravelagentwhoarrangesinternationaltraveltodiscuss:DocumentationrequirementsforexitingyourcountryandforenteringvariousothercountriesRestrictionsontravelabroadimposedbyyourcountryEntryanddurationrestrictionsimposedbyvariousothercountriesAnyotherbarrierstointernationaltraveltheagenthasencounteredInadditionoralternatively,youcouldaskanumberofinternationalstudentsoremployeestoholdapaneldiscussionofthebarrierstheyhadtodealwithinordertocometoyourcountrytostudyand/orwork.OptionalTestAready-to-usetestcontainingquestionsrelatedtothecompetenciescoveredbythischapterisincludedinthissession.ThesequestionsaresimilarinformatandcontenttothequestionsontheFinalExamthattheEducationalInstituteprovidesandgradesforstudentswhoareenrolledinthiscoursewiththeInstitute.(IfyourstudentsarenotenrolledintheInstitute'scourse,theywillnotreceivethisFinalExam.)Theanswerstothissession'soptionaltestare:1-b-C1,2-b-C1,3-d-C1,4-d-C3,5-a-C3,6-c-C4,7-b-C4,8-c-C5,9-b-C6,10-c-C7Eachquestionislinkedtoacompetency.CompetenciesarelistedonthefirstpageofthechapterandintheSampleLessonPlan.Ananswerreading3-b-C4translatesto: 3: thequestionnumber

b: thecorrectanswer

C4: thecompetencynumberThepagesinthetextthatareassociatedwiththischapter'scompetenciesareasfollows:C1: 61–71C2: 72–77C3: 77–81C4: 81–84C5: 84–92C6: 92–97C7: 97–98TheDecisiontoGoGlobalSampleLessonPlanTransparencyMasters:TransparencyMaster1:CompetenciesforTheDecisiontoGoGlobalCompetency1: Explainthephrase,“thinkglobally,actlocally,”asappliedtointernationalhoteloperations,anddiscussthe“glocalization"ofinternationalbrands.(pp.161–162)KeyConcepts:"Thinkglobally,actlocally":anon-generichotelproductapproach—onethatbalanceslocalneedswithaglobalperspectiveGlocalization:makinglocalversionsofglobalproductsCompetency2: Outlinethebusinesschallenges,organizationalresponses,andtrainingprogramresponsesassociatedwithtransnational,global,andmultinationalorganizations.(pp.163–164)KeyConcepts:Transnational:globalscale,localresponsivenessGlobal:singlemarket,standardizedpropertiesMultinational:baseexpansionondomesticexperiencesTextExhibits:Exhibit1:Transnational,Global,andMultinationalBusinessChallengesandResponsesCompetency3: Identifythreegrowthstrategiesforexpansion-mindedchains,listadvantagesofandmotivesforinternationalexpansion,andidentifytargetregionsforinternationalexpansion.(pp.164–167)KeyConcepts:Threegrowthstrategies:ExpandexistingmarketsathomeCreatenewproductstoappealtonewmarketsDevelopnewmarketsabroadAdvantages/motives:Strategicgrowth,profits,increasedbrandrecognition,increaseddomesticbusiness,companystatus/prestige,businesscycleconsiderations,investmentincentivesfromgovernmentsTargetregions:MiddleEast,BRICnations,traditionalgrowthareasofEuropeandtheCaribbeanTextExhibits:Exhibit2:HotelBrandswithintheInterContinentalHotelsGroupTransparencyMasters:TransparencyMaster2:ThreeGrowthStrategiesTransparencyMaster3:ReasonsforInternationalExpansionCompetency4: Identifypotentialdrawbacksofexpansion,andoutlineimportantconsiderationsinmakingtheexpansiondecision.(pp.167–168)KeyConcepts:Expansiondrawbacks:ProfitabilitynotimmediatePotentialforpoliticalinstability,nationalism,lackofsuppliersCulturaldifferencesProblemswithresourceavailabilityPotentialforcompromisedqualityandconsistencystandardsPotentialforrunawaycostsPoliticalandlegalhurdlesTransactionandtranslationriskinforeignexchangeConsiderations:TimingDomesticstrength,strategiesManagerialresourcesSuitablelocationsCultural,linguistic,andpoliticalbarriersControlissuesTransparencyMasters:TransparencyMaster4:PotentialDrawbacksofInternationalExpansionTransparencyMaster5:ImportantConsiderationsinMakingtheDecisiontoExpandCompetency5: Summarizethedistributionpatternsofinternationalhotelchains,andidentifyfactorsthatexplainthedifferingpatterns.(pp.168–169)KeyConcepts:Industryrestructuringhasresultedin“powerelite”:EightoftoptenhotelchainsareU.S.brandsInterContinental(U.K.)andAccor(France)roundouttoptenChina,Germany,theNetherlands,andSpainintop20U.K.andFrenchhotels—Europe,AfricaU.S.—Asia,LatinAmerica,andCanadaJapan—Asia,OceaniaFactorscausingdifferingpatterns:FormercolonialrelationshipsTendencytovacationnearhometoeconomizeontimeandtravelcostsHoteltypesandtransportdevelopment,laborcostsCompetency6: ExplainwhyitisadvantageousforforeignhotelchainstohavepropertiesintheUnitedStates,anddescribethemarketingapproachthesechainsoftenuse.(pp.169–170)KeyConcepts:AdvantagesforforeignhotelchainstohavepropertiesintheUnitedStatesImportantgatewaycitieswithinternationalairlinksPoliticalstabilityRealestatecostsMarketingapproach Uniqueproductofferings,typicallyservicelevels Aggressivemarketing,Americanapproachofgoingdoor-to-doortolearnpreferencesCompetency7: Definethetermscorporatehotelchains,voluntaryassociations,andconglomerates.(p.170)KeyConcepts:Corporatehotelchains:haveownbrands,managedbycorporatechainorconglomerateVoluntaryassociations:independentlyowned,operatedhotelsjoinedtogetherformarketingpurposesConglomerates:managecorporatebrandsorindependentsTextExhibits:Exhibit3:TheTop20CorporateHotelChainsCompetency8: Describeaffiliationoptionsavailabletohotelcompanies,andexplainaffiliationconsiderations,includingthecostsofchoosingthewrongaffiliation.(pp.170–175)KeyConcepts:Affiliationoptions:ManagementcontractsFranchiseagreementsLeasingagreementsTechnicalserviceagreementsEquityparticipationAffiliationconsiderations:ManagementaffiliationCompetitionExperienceCompanycriteriaCostsofchoosingwrongaffiliation:LostrevenueOperatinglossesCostofterminatingtheagreementCostofacquiringanewaffiliationagreementCostofpurchasingnew"identityitems"suchassignsandlogosStart-upoperatinglossesundernewcompanyTextExhibits:Exhibit4:AffiliationStructuresofMajorHotelChains,2006TransparencyMasters:TransparencyMaster6:CostsofChoosingtheWrongAffiliationCompetency9: Outlineproblemsandconcernsassociatedwithmultinationaloperations,andproposeplanningandcontrolmeasuresforsuchoperations.(pp.175–177)KeyConcepts:Problemsandconcerns:GeographicdistanceTimezonedifferencesCommunicationsystemreliabilityTransportationissuesFinancialissuesOwneroversightLocalvs.expatriateemployeeissuesRegulatory,legal,political,andculturalenvironmentDifferencesinreligion,mores,andworkethicCentralizationvs.decentralizationPlanningandcontrolmeasures:IdentifyrisksMultidimensionalperformanceevaluationsformanagersFlexiblebusinessgoalsforlocalpropertiesFlexibleplanningsystematcorporatelevelBudgetsbasedonaproperty'sparticularrequirementsBudgetsdesignedtoaccommodatemultipleandcontinuallychangingobjectivesPlanningandcontrolsystemshouldincludebothquantitative(financial)andqualitativevariablesTransparencyMasters:TransparencyMaster7:Problems/ConcernsAssociatedwithMultinationalHotelOperationsTransparencyMaster8:PlanningandControlMeasuresforMultinationalHotelOperations

ClassActivitiesSuggestedSpeakerConsiderinvitingaguestspeakertothisclasssession.Anappropriatespeakerwouldbetheownerorfranchiseeofaninternationalhotelchain.Helpthespeakerpreparebyprovidinghimorherwithacopyofthecompetenciesforthischapter.