The Hotel Industry in a Global Dimension

The idea of the hotel industry in a global dimension has been increasing for the last few years. The globalization process seems to have many beneficial points as of the influence spheres of a definite company providing multinational policy in business affairs. In this respect there are several features which serve to be primary factors for making success under global circumstances. Desai (2008) points out that world experience counts on the decentralization of a company’s headquarters within some countries. Therefore, for making a better approach toward promotion of business the administration of a company should divide its sphere of interests into three parts, namely: a financial home, a legal home, and home for managerial talent (Desai, 2008). By this the author outlined that every sort of business in a global approach props up against financial and managerial issues to be implemented with less expenses and more benefits for a company. Thus, features of reliable taxation policy should be imposed on legal headquarters, so that to find better opportunities for business and lose less than somewhere else. For a financial home it is vital to place headquarters where financial or trading hubs are located. Home for managerial talent is considered with relevant labor markets, in particular. In fact, using these trends in the global policy hotel industry can achieve more goals in cooperation with customers and partners. It also provides stability and safety for the well-being of a company.

In respect to hotel industry chains should also have similarities in their subsidiaries, so as to provide customers with a peculiar atmosphere being unique for a definite hotel chain. Such an attitude will be helpful in order to attract more customers and make their intention to use services by a definite hotel more frequent in different places of the world. Thus, a technological approach should be elaborated according to the last updated standards of customer service. The Internet makes no difference in issues related to distance. The existence of official web site along with supported services for meeting all customers’ requirements. This barrier becomes resolved, as a result. Pizam (2005) proves an idea that “even the simplest business requires a sophisticated database and application allowing historic and projected results to be stored in one place” (356).

“Societal forces of change” are considered as the other barrier in provision of global policy by a hotel chain (Lockyer, 2007). Multinational personnel should correlate the needs and requirements of the customers originating from other countries. In this case it is vital to develop interpersonal communication skills as well as collaboration and knowledge management. The personnel should be performed by means of competitive selection. Multiculturalism and multinational tendencies of a company should be included in the policy of a hotel chain.

To say more, the process of globalization is concerned with new opportunities in the market share all over the world. This presupposes that with new subsidiaries of a hotel chain there should be a motivation for economical and financial growth of a company. Otherwise, there is no need to build new hotels, unless such initiative has a deeper intentional framework. To achieve more revenues the hotel industry should position its brand worldwide with a particular indication on quality prospects. The idea of having a large percentage of share in the market is the main goal in this respect. The more efforts are done to provide new opportunities for a company, the more competitive a company becomes in contrast with closer rivals.


Desai, M. A. (2008). The Decentering of the Global Firm. Cambridge, MA: Harvard University and NBER.

Lockyer, T. L. G. (2007). The International Hotel Industry: Sustainable Management. London: Routledge.

Pizam, A. (2005). International encyclopedia of hospitality management. Oxford: Butterworth-Heinemann.

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