Breaking into emerging international hotel markets

Abstract

Purpose This paper examines some of the most difficult barriers that hotel chains must overcome when trying to expand internationally. It argues for the importance of the role of well educated hotel management trainees and new graduates in this process. Design/methodology/approach The methodology was to compare the problems faced by three major international hotel chains (Mövenpick, Kempinski, and Radisson) when expanding into emerging markets with those of a “base case”: The Moscow Aerostar Hotel. Data were obtained through interviews and processed in a comparative manner, contrasting it with the contents of the main case. Findings Having identified the common issues that the companies interviewed had to resolve when expanding, which skills educators in hospitality management should enhance in order to produce professionals who are mentally equipped to face current and future challenges with regards to the internationalisation of hotels were determined. Practical implications The recommendations arising from this piece will be of use to educators in hospitality management when designing programmes of study and curricula to meet the needs of the labour market. Equally, it will warn practitioners of the common problems to be faced when breaking into international hotel markets based on the experience of colleagues in the industry. Originality/value Both practitioners and educators in the hospitality domain will benefit from the synthesis offered in this paper, as it puts together convergent views on what currently worries major players in the field during this time of challenging, but unavoidable globalisation.

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