Strategic Hospitality Leadership E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 409

Veröffentlichungsjahr: 2010

Beschreibung

Doing business in the tourism and hospitality scene in Asia can be very interesting and rewarding but also poses many challenges. Not many books have been written on the hospitality industry in Asia. Strategic Hospitality Leadership makes a useful contribution, providing the first specialized approach to the business of hospitality in Asia. The book is an invaluable resource of reference and insightful compendium by contributors who are the Cornell School of Administration's alumni, the Cornell-Nanyang Institute of Hospitality Management faculty, and members of its Joint Advisory Board. Their varied backgrounds and profound appreciation of the complexities in building enterprises from the ground up, or expanding an on-going business organization are the types of first-hand knowledge and perspective that is beneficial, informative, and inspirational to industry veterans and students alike. These contributors include chief executives and senior management of hotels and resorts, serviced apartments, restaurants, and food and beverage groups, who have been successful in Asia. Strategic Hospitality Leadership provides readers with the collective wisdom of these successful top executives on a range of topics including brand management, strategic direction, service, marketing, human resource, crisis management, business growth, leadership, portfolio management, best practices, and development. The book will help current and future leaders address major issues that are being and will continue to be confronted in the hospitality industry in Asia, and aims to increase the success of new entrants into Asia.

Leseprobe

Table of Contents

Title Page

Copyright Page

Foreword

Preface

About the Contributors

Baron R. Ah Moo

Russell Arthur Smith

Raymond Bickson

William E. Heinecke

Michael Issenberg

Devin Kimble

Chiaki Tanuma

Chittimas Ketvoravit

Choe Peng Sum

Jennie Chua

Judy Siguaw

Chapter 1 - PURSUING THE RIGHT STRATEGIC DIRECTION

Introduction

Development of Tourism Accommodation in Vietnam

Current Issues and Future Outlook in Vietnam Tourism Industry

Indochina Hotels and Resorts’ Business and Strategy

Maximizing IHR’s Strengths

Challenges and Issues in Managing Strategies

Conclusion

References

Chapter 2 - ACHIEVING SUCCESSFUL DEVELOPMENT PLANNING

Introduction

Rationale for Development-Planning Management

Strategies for Development-Planning Management

Issues in Development-Planning Management

Conclusion

References

Chapter 3 - CREATING A WELCOMING SERVICE STRATEGY

Introduction

Creating the Taj’s Welcoming Spirit

The Family: A Service Role Model

The Architecture of Service: A Strategic Reorganization

Express Checkout: Conclusion

References

Chapter 4 - WINNING WAYS TO SUCCESSFUL PORTFOLIO MANAGEMENT

Introduction

Pursuing a Multibrand Strategy

Driving the Asset: Deciding what Brand to Place on an Asset

Delivering Value and Tracking the Portfolio’s Results

Importance of Geography in Investment Decisions

Selecting Business Partners

Keep Looking for New Opportunities

People Leading Our Portfolio of Businesses

Knowing When to Sell an Asset

Decision-Making Role of the Leader

Conclusion

Chapter 5 - STRENGTHENING BRAND MANAGEMENT AND VALUE

Introduction

Beginnings and Growth of Accor’s Business

Accor’s Effective Business Strategy and Brands

Accor’s Asia-Pacific Business Strategy

Issues and Challenges in Managing Brands

Conclusion

References

Chapter 6 - VENTURING INTO AN ASIAN MARKET COMPETITIVELY

Introduction

Why Venture into Food & Beverage?

Seeing Asia’s Attraction

Understanding Asian Challenges

Developing Western Concepts in an Eastern Context

Locating in Singapore

Maximizing Brewpub Advantages

Facing Brewpub’s Challenges and Opportunities

Establishing Brewerkz Singapore

Branching Out

Next Steps

Conclusion

References

Chapter 7 - ACHIEVING GREAT BUSINESS GROWTH

Introduction

Market Trends in the Japanese Food-Service Industry

Green House Group’s Management Philosophy and Core Business Activities

Group’s Growth Process

Group’s Growth Strategy

Conditions for Maintaining Competitive Advantage

Conclusion

References

Chapter 8 - MANAGING CRISES EFFECTIVELY

Introduction

What is a Crisis?

Role of Marketing Response

Developing a Crisis Marketing Plan

Case Study: Political Crisis in Thailand

Tourism Authority of Thailand’s Crisis-Management Strategy

Developing a Crisis-Management Plan for an Individual Property

Conclusion

References

Chapter 9 - ESTABLISHING STRATEGIC HUMAN RESOURCE

Introduction

Internal Marketing and Its Place

Kick-start Your Internal Marketing Practice

Walking the Talk with the Cs

Care for the Staff: Generating Goodwill

Conclusion: Collaborative Approach to Internal Marketing Practice

References

Chapter 10 - BEING AN INSPIRING LEADER

Introduction

Lessons Learned

Managing Change or How to Make Arranged Marriages Work

Moving Forward

Building a Great Team

The Importance of Reinvention

Need for Personal Time

Women as Leaders

Crisis Leadership

Measuring Great Leadership

Conclusion

References

Chapter 11 - DEVELOPING AND IMPLEMENTING BEST PRACTICES

Introduction

Defining Best Practices

Barriers to Best Practices

Generating Best Practices

Better Metrics to Link Best Practices to Results

Best Practices and Environmental Turbulence

Conclusion

References

Chapter 12 - LOOKING AHEAD AT HOSPITALITY TRENDS IN ASIA

Introduction

Major Challenges Ahead

Human Resource Challenges

Trends in the Hospitality Scene

Key Players in the Hospitality Scene

Case Studies: China and India

Conclusion

References

Index

Copyright © 2010 John Wiley & Sons (Asia) Pte. Ltd.

Published in 2010 by John Wiley & Sons (Asia) Pte. Ltd.

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Foreword

As chairman of the Joint Advisory Board of the Cornell Nanyang Institute of Hospitality Management (CNI), I am pleased that this invaluable resource of reference and insightful compendium on the hospitality industry in Asia is being published. This book, Strategic Hospitality Leadership: The Asian Initiative, has been assembled from the vast years of experiences by entrepreneurs and senior executives in the hospitality industry in Asia. The common thread in the book in terms of the contributors comes from the fact that they are the Cornell University’s School of Hotel Administration’s alumni, the CNI faculty, and members of its Joint Advisory Board. Their varied backgrounds and profound appreciation of the complexities in building enterprises from the ground up, or expanding an on-going business organization, are the types of firsthand knowledge and perspective that would be beneficial, informative, and inspirational to industry veterans and students alike.

In recent times, a critical factor inherent in the business cycles was the unanticipated global economic tsunami that began in the third quarter of 2008 and could continue through to at least the first half of 2010 before economic normalcy will hopefully return. Thus, the underpinning fundamentals of the trade and the skill sets that are needed in addressing these challenges are called into acute focus and usage, especially during such times of crises. The stage that was being readied for steady growth in the hospitality industry in the Asia-Pacific region began in the aftermath of the easing of geopolitical and military tensions. China, formerly an inward-looking, central kingdom of centuries-long dynastic rule, became a new nation in 1949. After going through its own Civil War, confrontations and wars in Korea and Vietnam, and its own Cultural Revolution in the late 1960s, it finally opened its doors to the Western world in 1978. It did this through ping-pong diplomacy, barter trade, international commerce, and a momentous leap into the international tourism fraternity with exponential growth in developing infrastructure, hotels, and other hospitality-related establishments.

After World War II, the conclusion of years of Cold War in Europe, the collapse of the Eastern Bloc of European nations, and the easing of tensions in the Asian-Pacific theater, chilly relations made way for a global community of tourism. By this process, doors were opened through diplomacy and friendship, which ultimately also paved the way for mutual trade, commerce, and investments. Organizations such as the International Air Transport Association (IATA), American Society of Travel Agents (ASTA), Pacific Asia Travel Association (PATA), and others furthered the means for promoting inbound and outbound tourism and travel.

Newly reinvigorated sovereign nations began in earnest master planning with determination and pragmatism through capital-intensive investments in infrastructure and tourist promotions. The progress began to show results in the late 1950s and early 1960s, with the lead taken by international airlines and hotel corporations. These included Inter-Continental, Hilton, Western International (now Westin and part of Starwood), Sheraton (also of Starwood), Hyatt, Marriott, Accor, Four Seasons, Kempinski, Choice, Best Western, and others. Regional hotel brands such as the Peninsula, Mandarin Oriental, Shangri-La, Taj, Jin Jiang, Prince, Dusit Thani, Pan Pacific, and others were also making their geographical inroads in diverse locations on the world map. Each international hotel company over time has brought to bear a vigorous multibranding strategy with the addition of new brands that continue to be implemented globally. These included Ritz-Carlton, St. Regis, Novotel, ibis, Courtyard by Marriott, W, Traders, and others.

As you may be aware, CNI is an educational initiative formed by the Singapore government through the auspices of the Singapore Tourism Board and the Economic Development Board, thus enabling the Nanyang Business School of Nanyang Technological University to be in a joint venture with the School of Hotel Administration of Cornell University. With a full understanding of the heightened need to meet the demand for the recruitment and training of qualified staff and senior managers for the present and the future, Singapore’s primary objective is to achieve strategic positioning in hospitality education in Asia-Pacific. The two integrated resorts, which opened in 2010, are the fulfillment of the tourism mission under the Singapore government’s pragmatic national planning.

Sovereign nations, multinational hotel and restaurant corporations, commercial enterprises, individual entrepreneurs, and executives all share a vision and passion for taking an active part in assuming financial risks and playing different roles or support staff in any capacity. The growth for the future, though interrupted for the time being by the economic downturn, does portend promise, fun, and excitement. Yet financial return is never assured!

I hope you will enjoy and benefit much from reading this first CNI-produced book on strategic hospitality leadership in Asia.

Michael W.N. ChiuChairman, Joint Advisory Board of theCornell-Nanyang Institute ofHospitality ManagementJuly 2010

Preface

Doing business in the tourism and hospitality scene in Asia can be very interesting and potentially rewarding. The dynamic environment is fueled by escalating affluence, greater sophistication, improving infrastructure, better education, and a more welcoming climate for both local and foreign companies.

Indeed, Asia is a very attractive region for business because of its sheer market size. It is a huge continent comprising 3.8 billion people, about 56.3 percent of the world’s population, according to World Bank figures. However, in this book when we refer to Asia, we are focusing our discussions on East Asia and Southeast Asia, which has 3.2 billion of the world’s population. With such a large population base and promising economies, the potential for growth in the tourism and hospitality business is enormous. The rise in tourism and hospitality expenditures comes not only from Western tourists and businessmen but also from the growing number of affluent Asian tourists and entrepreneurs. Including Australia and New Zealand, the Asia-Pacific tourism industry is booming and is expected to grow by 6.5 percent annually over the next 15 years, according to the United Nations World Tourism Organization. Current trends show that the Asia-Pacific region will continue to have the greatest growth potential for the hospitality industry.

However, doing business in the tourism and hospitality arena in Asia also poses many challenges. These include meeting obstacles such as diverse and multifaceted regulatory environments; variations in the business climate; multiple cultural, religious, and social values; varied political climates; and vast differences in business practices in Asia. These factors can make or break tourism and hospitality ventures in Asia that are trying either to start sowing the seeds or spreading the growth of their enterprises.

Not many books have been written on the hospitality business in Asia. This is where this book, Strategic Hospitality Leadership: The Asian Initiative, can make a useful contribution, as its contents provide the first specialized approach to the business of hospitality in Asia.

The book’s key aim is to help current and future leaders address major issues that are being and will continue to be confronted in the hospitality industry in Asia through the insights of top executives who have been successful in this region of the world. Other aims are to increase the success of new entrants into Asia and to provide readers with the collective wisdom of our authors on a range of topics. These strategic topics include brand management, strategic direction, service, marketing, human resource, crisis management, business growth, leadership, portfolio management, best practices, and development.

We would like to thank the authors who are all alumni, board members, and faculty of the Cornell University’s School of Hotel Administration (the only Ivy League hotel school) and the Cornell-Nanyang Institute of Hospitality Management (CNI). These authors include chief executives and senior management of hotels and resorts, serviced apartments, restaurants, and food and beverage groups. They have kindly agreed to share their stories as highly successful top executives and entrepreneurs, who have effectively overcome the challenges of doing business in Asia.

We are also grateful for the support of the Joint Advisory Board of CNI, which aims to develop and disseminate best practices in hospitality management. CNI is an alliance between Cornell University’s School of Hotel Administration and the Nanyang Technological University’s Nanyang Business School. This alliance brings together the world’s leading hotel-management school and one of Asia’s elite business schools. We would also like to express our appreciation to Tong Suit Chee, a writer and editor who has provided invaluable editorial advice and support in making this book a reality.

Last but not least, we are also grateful to the publisher, John Wiley, and its editorial and publishing teams for their great assistance in publishing this book, and for their kind generosity in allowing the proceeds from sales of this book to go to a CNI scholarship fund.

It is our hope that this book can make a positive impact on the development of the hospitality industry by being a catalyst for better business management and enhanced management practices. We also hope that you will enjoy the invaluable insights and hard-earned leadership lessons from the various contributors in the hospitality industry in Asia.

Dr. Russell Arthur SmithInterim Dean, Cornell-Nanyang Institute ofHospitality Management,Nanyang Technological University

Dr. Judy Ann SiguawDean, College of Human Ecology,East Carolina University

Editors July 2010

About the Contributors

Baron R. Ah Moo

Mr. Baron R. Ah Moo is chief executive officer of Indochina Hotels and Resorts, based in Vietnam. A 20-year veteran of the hospitality industry, he has lived and worked in Asia, the United States (US), Mexico, and the Pacific Islands. Before joining the company, he served as senior vice president of operations for the Golden Nugget Hotel and Casino, where he oversaw a US$250 million renovation of the 2000-room property. The property, under his guidance, was awarded its 30th consecutive four-star rating, making it the longest running four-star property in Las Vegas. He has also held executive-management positions and consulted for Marriott International, the Intercontinental Hotel Group, and the Landry’s Restaurant Group. He was responsible for the opening and renovation of hospitality projects in Honolulu, San Francisco, the Marianas Islands, and Vietnam. He has also served on the Hotel Advisory Board for the National Business Travel Association, the largest corporate-travel organization in the US, and guest lectured at Cornell University’s School of Hotel Administration in Ithaca, New York, US. A native Hawaiian, he holds a Bachelor’s degree in International Management from the University of San Francisco, and a Master’s degree in Hospitality Marketing and Finance from Cornell University.