International Journal of Contemporary Hospitality Management How do hotel firms obtain a competitive advantage? Byeong Yong KimHaemoon Oh
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To cite this document: Byeong Yong KimHaemoon Oh, (2004),"How do hotel firms obtain a competitive advantage?", International Journal of Contemporary Hospitality Management, Vol. 16 Iss 1 pp. 65 - 71 Permanent link to this document: http://dx.doi.org/10.1108/09596110410516589 Downloaded on: 09 February 2016, At: 06:07 (PT) References: this document contains references to 17 other documents. To copy this document:
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Introduction
Research in brief How do hotel firms obtain a competitive advantage?
Adding values for customers, employees, and owners has become a central theme in strategic management for hospitality companies. To create values for these stakeholders, a firm should achieve a competitive advantage (CA) over its competitors by adapting itself to the uncertain industry environment, understanding the changing needs of customers, and responding to new market entries. As achieving CA has been recognized as the single most important goal of a firm (Porter, 1980), managers have pondered why some organizations have been able to secure an advantageous competitive position, while others have not. Without achieving CA, a firm will have few economic reasons for existing and finally will wither away. Although identification of the sources of CA has become an increasingly important priority in the fields of strategic management and marketing, managers in the hospitality industry have made little effort to comprehend how CA can be achieved. In particular, they have seldom attempted to develop the systematic approaches that may help them understand the sources of CA. Consequently, hospitality managers may face increasing challenges in developing new resources, implementing effective and efficient strategies, and attaining high market performance. We consider three different approaches to be helpful in addressing these issues: (1) Porter's five-forces approach (PFA); (2) the resource-based approach (RBA); and (3) the relational approach (RA).
Byeong Yong Kim and Haemoon Oh
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The authors Byeong Yong Kim is a PhD Candidate and Haemoon Oh is Associate Professor, both in Hotel, Restaurant, and Institution Management, Department of Apparel, Educational Studies, and Hospitality Management, Iowa State University, Ames, Iowa, USA. Keywords Hotel and catering industry, Competitive advantage, Strategic management, Hotels, Research work, Customer requirements Abstract Hotel managers need to understand how their firm can achieve a competitive advantage (CA) over their competitors. Three conceptual frameworks: Porter's five, forces approach, the resource-based approach, and the relational approach, have assisted managers in identifying the sources of CA. Although these three approaches pursue similar goals such as customer value creation and high firm performance, hotel managers have focused on only one of these approaches, limiting their understanding of the sources of CA. Why these three approaches need to be integrated to understand the sources of CA is discussed and a more comprehensive approach to strategic management in the lodging industry is proposed. Implications for research and practice are also offered.
Even if some managers understand each of these approaches, they have not examined the potential synergistic effects of the three approaches when attempting to understand a firm's strategic management process. Because managers typically seek the sources of CA across industries (i.e. as reflected in the PFA), within firms (i.e. RBA), and between companies (i.e. RA), each approach alone is unlikely to offer a comprehensive understanding of the related issues. Therefore, we will discuss the problems associated with each approach and why these three approaches need to be integrated to better understand the
Electronic access The Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregister The current issue and full text archive of this journal is available at www.emeraldinsight.com/0959-6119.htm International Journal of Contemporary Hospitality Management Volume 16 . Number 1 . 2004 . pp. 65-71 # Emerald Group Publishing Limited . ISSN 0959-6119 DOI 10.1108/09596110410516589
65
How do hotel firms obtain a competitive advantage?
International Journal of Contemporary Hospitality Management Volume 16 . Number 1 . 2004 . 65-71
Byeong Yong Kim and Haemoon Oh
The bargaining power of both buyers and suppliers appears to be low because of the large number of buyers and suppliers: no single buyer or supplier dominates the lodging market (Olsen and Roper, 1998). Note that ``buyers refer'' to individuals and/or organizational customers of hotel firms and ``suppliers refers'' to firms that supply input materials to help hotel firms produce end-products/services. The bargaining power of buyers, however, is increasing because of the new technologies that enable travelers to reserve hotels from anywhere in the world. Suppliers can exert their bargaining power over hotel firms by threatening to raise prices, limit availability of resources, or reduce the quality of resources (Porter, 1980). Finally, competitive intensity has increased because of an increased number of operating units (American Hotel & Lodging Association, 2002), new product introductions, and market entries of non-traditional products such as corporate housings (Haussman, 2002). In particular, the budget and economy segments reached oversupply before 2002 and upscale and luxury segments will follow the same trend before 2007 (HVS International, 2003).
sources of CA, especially in the lodging industry. We also will offer implications for research and practice.
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Three approaches to strategic management 1. The Porter's five-forces approach (PFA) Porter (1980) provides a framework that models an industry as being influenced by five industry (or market) forces: (1) threat of new market entries; (2) threat of substitute products or services; (3) bargaining power of buyers; (4) bargaining power of suppliers; and (5) competitive intensity among industry incumbents. The PFA adopts an outside-in approach (i.e. industry forces ! firm performance) in understanding CA in that it views CA as stemming from these five industry forces. This approach is based on an assumption that firms within an industry possess identical or similar resources (i.e. homogeneous). As a result, a firm's success depends greatly on how to react to market signals and how to accurately predict the evolution of the industry structure. The intensity of these forces varies in the lodging industry. Although the lodging industry has high entry barriers such as a huge amount of investment required to build a building and a need for a national service network (Powers, 1997), there still exists a threat to investing in hotels by companies or people with no experience in this industry. Hotel firms such as Marriott International, Choice Hotels International, and Hilton Hotels Corporation use their entry barriers through patented or proprietary know-how, restricted distribution channels, or difficulty in brand switching. The threat of substitutes seems to be high (Powers, 1997). Examples of substitutes such as travelers staying with friends/relatives or in recreational vehicles are important competitors for lodging firms. Teleconferences using video equipment or telephone also can affect lodging operators by reducing opportunities of business travelers' room nights. This threat of substitutes is one of the major factors that intensify competition in the lodging industry.
2. The resource-based approach (RBA) In contrast with the PFA, the basic assumption of the RBA is that the qualities and quantities of resources are unequally dispersed among competitors (i.e. homogeneous) (Barney, 1991). The heterogeneity of the resource bases of different firms suggests that firms are presented with different opportunities for sharing and adapting their portfolios of assets. The RBA holds that CA stems from internally-developed resources with characteristics of value, rareness, inimitability, and non-substitutability (Barney, 1991), because resources with such characteristics can be neither commonly traded nor easily acquired by their competitors (Barney, 1991). Thus, the RBA adopts an internal perspective (i.e. internal firm resources ! performance) in understanding CA in that it views CA as emanating from resources unique to a firm. Note that the term ``resource'' includes competencies, assets, capabilities, resources, information, and knowledge. 66
How do hotel firms obtain a competitive advantage?
International Journal of Contemporary Hospitality Management Volume 16 . Number 1 . 2004 . 65-71
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Byeong Yong Kim and Haemoon Oh
(Dyer and Singh, 1998). The RA, while acknowledging the imprrtance of internal resources, emphasizes that interfirm, linkages enable firms to improve their competitive position. As the service economy grows and competition in the lodging industry increases, cooperation between firms has become valuable. Hotel firms such as Marriott International and Hilton Hotels Corporation have formed alliances with Pizza Hut to improve their efficiency in operations as well as marketing by strengthening each partner's brand (Powers, 1997). In 2001, Choice Hotels International introduced a new marketing theme, ``Power of being there, go,'' to drive more businesses at the local level (Choice Hotels International, 2002). To effectively advertise this new theme, the company gave away a $5 gas card in partnership with MasterCard in 2002. In addition, a buying firm (e.g. a hotel) can deliver high quality products/services to its customers and take a competitive position in the marketplace by forging collaborative relationships with its suppliers. Differences and similarities of the three approaches to strategic management are summarized in Table I, in which we observe that one approach is not completely different from the others. For example, the RBA and RA have been developed based on similar assumptions, unit of analysis, and goals. The PFA and RBA share a common process for the implementation of strategies.
An increased interest has been shown to what resources can generate CA and high profitability. Both scholars and managers have focused on the role of five functional resources such as physical, human, technological, financial, and organizational resources (Hofer and Schendel, 1978). Hotel firms have expanded their businesses internationally to obtain a location advantage (i.e. physical resource). This trend has required new leadership with good international experiences (i.e. human resources) and new leadership has been brought to international hotel chains like Choice Hotels International, Carlson Companies, Inc., Hyatt Corporation, and Hilton Hotels Corporation (Olsen et al., 1998). Hotels also use technological resources to effectively manage their customers, expedite the check-in/out process, and assist in other operating services such as online reservations and voice mail. Human resources management practices, such as in employee behaviors or skills, are recognized as imitable resources that create CA. As an example of organizational resources, Marriott culture is characterized with doing whatever it takes to provide their associates with the utmost opportunities and their customers with superior services (Marriott Core Values & Culture, n.d.). This culture has enabled the company to outperform its competitors and achieve CA. 3. The relational approach (RA) According to the RBA, because firm resources reside within a firm, an advantageous competitive position of a firm is built on value-creating resources that are critical inputs into the production and distribution of its products and services (Barney, 1991). However, resources critical to a firm can be created through interfirm linkages such as strategic alliances, joint ventures, and trust-based relationships (Dyer and Singh, 1998). Because firms may exist as parts of larger networks of relationships with buyers, suppliers, and competitors, CA can be obtained either through an exchange relationship that cannot be generated by a firm in isolation or through the joint contributions of the specific partners
An integrated approach We have addressed the conceptual differences of three approaches to accomplishing CA. Because these three approaches pursue similar goals in somewhat different ways, we propose an integrated approach to strengthen the strategic management process in the lodging industry. Advances in understanding the strategic management process toward CA can be impeded if managers adopt the PFA, RBA, or RA one at a time. 67
How do hotel firms obtain a competitive advantage?
International Journal of Contemporary Hospitality Management Volume 16 . Number 1 . 2004 . 65-71
Byeong Yong Kim and Haemoon Oh
Table I Differences and similarities of the three approaches Category
Porter's approach
Resource-based approach
Relational approach
Sources of CA
Five industry forces (e.g. threat of new
Internally-developed resources (e.g.
Interfirm relationships (e.g. strategic
entry, buying power of buyers, etc.)
financial, human, etc.)
alliances, joint ventures, etc.)
Assumptions
Firms within an industry are identical
Firms within an industry are different
Firms within an industry are
(i.e. homogeneous)
(i.e. heterogeneous)
heterogeneous
Firm resources are identical
Firm resources are heterogeneous
Firm resources are neither easily
Firm resources are short-lived and
Firm resources are neither easily
acquired nor traded in the marketplace
highly mobile because of their
acquired nor traded in the marketplace
across firms because of their
homogeneity
across firms because of their
heterogeneity
heterogeneity
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Firm goal
Achievement of CA Creation of customer and firm value
Unit of analysis
Industry (sometimes individual firms)
Focus of analysis
Industry forces-strategy-performance
Individual firms Internal resources-strategy-
Individual firms Interfirm relationships-performance
relationship
performance
Internal resources-interfirm resources-
Focused on positioning a firm in an
Focused on developing unique firm
performance
industry
resources
Focused on building and maintaining partnerships
Strategies suggested
Differentiation and low costs
Representative references Porter (1980)
Differentiation and low costs
Not suggested
Barney (1991); Wernerfelt (1984)
Dyer and Singh (1998)
Weaknesses in each approach During the 1980s, the PFA helped managers understand how they could position their businesses for success in a competitive environment and how industry forces could affect their return on investment. Today, the new business world requires managers to recognize recent developments such as globalization, technological advances, and the Internet as new sources of CA. According to the PFA, firms achieve CA over their suppliers, customers, or competitors. However, this approach does not fully take into consideration advantages of collaborative relationships with suppliers and customers. CA can emerge from the ability of a firm to develop collaborative relationships with more volatile customers (e.g. brand-switching customers) and to manage far-reaching networks of partners for mutual advantage. Furthermore, firms try to form relationships with their competitors to add value to their business. The RBA has focused on resources that are typically internally developed and that are specific to an organization. However,
internally developed resources tend not to fully reflect the general needs of market constituents like customers and competitors. Therefore, we need to look at market-based resources such as the firm's market orientation, because those resources enable firms to overcome limitations of functional resources through the ``commingling of the organization and the environment'' (Srivastava et al., 1998, p. 3). Market orientation is defined as firm activities/behaviors of offering unique products/services and creating customer value, based on a better understanding of customers' needs and competitors' actions or strategies (Kohli and Jaworski, 1990). The RA tends to emphasize business-to-business relationships without giving a balanced treatment to business-to-customer relationships that also are important. The business-to-customer relationship is particularly critical in the service industry, because customers pursue ongoing relationships with service providers (i.e. hotel firms) to reduce their perceived risk in evaluating services (Lovelock, 1983). Because 68
How do hotel firms obtain a competitive advantage?
International Journal of Contemporary Hospitality Management Volume 16 . Number 1 . 2004 . 65-71
Byeong Yong Kim and Haemoon Oh
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of the intangibility and interpersonal focus of services, customers are likely to form relationships more with organizational members (i.e. employees) than with goods (Gwinner et al., 1998).
discussed in previous sections (i.e. A, B, and C in Figure 1). The success of interfirm relationships can be affected by organizational resources such as organizational culture, decision-making processes, and information sharing among employees (Dyer and Singh, 1998). These organizational resources enable an organization to capture its value created through interfirm linkages. This is shown as ``D'' in Figure 1. Thus, the RA can be complementary to the RBA in that internal resources can affect the relationship between interfirm resources and firm performance. An integrated approach is helpful in implementing firm strategies more effectively. Increased competition encourages a firm to develop interfirm linkages. Competitive intensity described by Porter (1980) forces a firm to provide better products and services than its competitors'. Accordingly, hotel firms should attempt to build close relationships with their suppliers. Cooperative buyer (i.e. hotel)-supplier relationships in the business-to-business context help reduce costs and improve quality to the end buyer (i.e. customers). Reduced purchasing costs and improved product/service quality can enable hotel firms to effectively implement their strategies such as product differentiation or cost leadership (Porter, 1980). Thus, sources of CA for achieving superior
An integrated approach Each approach has helped managers understand how CA could be achieved in different ways. However, these approaches have overlooked the fact that: . firm resources are unique among firms within an industry and such unique resources can determine CA (i.e. PFA overlooked); . market-based resources are a critical source of CA (i.e. RBA overlooked); and . firm strategies should be aligned to firm resources (i.e. RA overlooked). A firm's overall competitive position results from its internal and interfirm resources, both of which are greatly influenced by the firm's external environment (e.g. five industry forces). Because sources of CA tend to be interrelated to one another, an integrated approach will be necessary to obtain and sustain CA. Figure 1 shows how these three approaches are integrated for a comprehensive framework of strategic management. How each approach can contribute to achieving CA has been Figure 1 An integrated framework of the three approaches
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How do hotel firms obtain a competitive advantage?
International Journal of Contemporary Hospitality Management Volume 16 . Number 1 . 2004 . 65-71
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Byeong Yong Kim and Haemoon Oh
performance derive from mutually satisfying, sustainable relationships with suppliers. In addition, it is imperative for hotel firms to build a close relationship with their customers to overcome heavy competition and stay profitable. These situations are described as ``E'' in Figure 1. An integrated approach helps companies establish solid footholds for achieving long-term growth and profitability. To achieve long-term growth and profitability, firms should adapt themselves to the rapidly changing industry environment (i.e. PFA), continually develop new resources such as market-based resources (i.e. RBA), and build strong relationships with their customers as well as suppliers (i.e. RA). Because various sources of CA make it hard for competitors to imitate the sources of CA, companies can sustain their CA over the competitors. In addition, an integrated approach would be beneficial to firms in developing an effective strategic plan. Strategic planning determines where a firm is headed in the next few years and how it is going to get there. Therefore, development of a strategic plan helps clarify the firm's future. The success of strategic planning depends on how effectively firm resources can be deployed along key priorities. Thus, identification of various sources of CA can help companies conduct strategic planning and implement the plan effectively.
relationships with customers and suppliers is the most critical theme in achieving CA. The success of firms' marketing activities and strategic management depends on how the firms forge and maintain close relationships with customers and suppliers. Studies are needed to incorporate firms' internal resources and interfirm resources into investigations of industry forces. This may provide a more comprehensive understanding of the nature of firms' resources and contribute to the further development of the three approaches. In addition, there has not been much empirical work on these approaches, although, three approaches could provide the good basis for understanding sources of CA. One reason is the problem of tautology. To overcome this problem, researchers need to re-examine the basic assumptions taken by each approach, redefine the variables of each approach, and measure or test the assumed relationships among the variables. An integrated approach will be helpful when these issues are resolved.
References American Hotel & Lodging Association (2002), ``2002 lodging industry profile'', available at: www.ahma.com/infocenter/lip.asp Barney, J.B. (1991), ``Firm resources and sustained competitive advantage'', Journal of Management, Vol. 17 No. 1, pp. 99-120. Choice Hotels International's (2002), 2001 Annual Report, available at: http://media.corporate-ir.net/media_files/ nys/chh/reports/200l/ch200lar.pdf Dyer, J. and Singh, H. (1998), ``The relational view: cooperative strategy and sources of interorganizational competitive advantage'', Academy of Management Review, Vol. 23 No. 4, pp. 660-79. Gwinner, K.P., Gremler, D.D. and Bitner, M.J. (1998), ``Relational benefits in services industries: the customer's perspective'', Academy of Marketing Science, Vol. 26 No. 2, pp. 101-14. Haussman, G. (2002), ``ISHC's top ten issues'', 24 October, available at: www.hotelinteractive.com Hofer, C. and Schendel, D.E. (1978), Strategy Formulation: Analysis Concepts, West Publishing Company, St Paul, MN. HVS International (2003), An Investment Overview of the US Lodging Industry, HVSI, New York, NY.
Implications An integrated approach embraces conceptual differences of the three approaches: the PFA, RBA, and RA, and provides a comprehensive approach built on the strengths of each approach. Understanding these approaches can help managers seek a way to enhance and solidify a core competitive position of the company. As discussed above, managers need to understand that these approaches are complementary in producing high economic performance of a firm. In particular, our integrated framework placed the RA in a central position because building cooperative 70
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International Journal of Contemporary Hospitality Management Volume 16 . Number 1 . 2004 . 65-71
Kohli, A.K. and Jaworski, B.J. (1990), ``Market orientation: the construct, research propositions, and managerial implications'', Journal of Marketing, Vol. 54 No. 2, pp. 1-18. Lovelock, C.H. (1983), ``Classifying services to gain strategic marketing insights'', Journal of Marketing, Vol. 47 No. 2, pp. 9-20. Marriott Core Values & Culture (n.d.), available at: www.marriott.com/corporateinfo/culture/ default.asp?WT_Ref=mi_left Olsen, M. and Roper, A. (1998), ``Research in strategic management in the hospitality industry'', International Journal of Hospitality Management, Vol. 17 No. 2, pp. 111-24.
Olsen, M., West, J. and Tse, E. (1998), Strategic Management in the Hospitality Industry, 2nd ed., John Wiley & Sons, New York, NY. Porter M.E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors, The Free Press, New York, NY. Powers, T. (1997), Marketing Hospitality, 2nd ed., John Wiley & Sons, New York, NY. Srivastava, R.K., Shervani, T.A. and Fahey, L. (1998), ``Market-based assets and shareholder value: a framework for analysis'', Journal of Marketing, Vol. 62 No. 1, pp. 2-18. Wernerfelt, B. (1984), ``A resource-based view of the firm'', Strategic Management Journal, Vol. 5, pp. 272-80.
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