[雙語(yǔ)翻譯]外文翻譯--酒店品牌策略

1、3800 英文單詞， 英文單詞，2.1 萬(wàn)英文字符，中文 萬(wàn)英文字符，中文 6700 字文獻(xiàn)出處： 文獻(xiàn)出處：O'Neill J W, Mattila A S. Hotel brand strategy.[J]. Cornell Hospitality Quarterly, 2010, 51(1):27-34.Hotel Brand StrategyJOHN W. O’NeILL and aNNa S. MaTTILaFew d

2、ispute the value that a brand brings to a hotel property, but questions remain regarding exactly how the brand creates guest loyalty and how it creates value. Over the past twenty-five years, a brand flag has become an e

3、ssential element of arranging a hotel development deal. Because of this, researchers have examined how brands influence top- and bottom-line revenues and overall asset value. Moreover, the effect of the brand on customer

4、 satisfaction seems to be affected by the brand’s franchising strategy.Keywords: brand management; customer satisfaction; hotel asset value; franchisingIn the past twenty-five years, the hotel industry has firmly embrace

5、d and accepted the value of branding as an essential component of its marketing strategy (Dev et al. 2009), especially given extensive hotel brand segmentation. Beginning with Quality International (now Choice Hotels Int

6、ernational) in 1981, most lodging companies have developed multiple brands to serve multiple market segments (Jiang, Dev, and Rao 2002). Beside Choice, companies that offer numerous product tiers include Starwood, Marrio

7、tt, Hilton, and Accor. This strategy seems to be an accepted aspect of hotel operation.This segmentation strategy is based on the idea that a brand name is part of the process of giving tangibility to what is essentially

8、 intangible, providing a “shorthand” method of establishing a particular property’s quality by giving the customer important information about its product and service, sight unseen (Brucks, Zeithaml, and Naylor 2000). In

9、 this regard, the brand’s value is based on potential guests’ awareness of the brand, their perception of its quality, and overall customer satisfaction (O’Neill and Mattila 2004).The remarkable growth of hotel branding

10、rests on the concept that brands provide added value to both guests and hotel companies, in large part because they foster brand loyalty (O’Neill and Xiao 2006). From a corporate strategy viewpoint, well-managed hotel b

11、rands tend to gain increasing market share (O’Neill and Mattila 2004), even though different parent companies take diverse approaches to managing their individual brand identity. Marriott International, for instance, is

12、careful to include its corporate name on most of its brands. One exception to this approach is Ritz-Carlton, which was a well-established brand before being acquired by Marriott. Other firms, such as Starwood and Choice

13、Hotels International, employ a house-of-brands strategy. The individual brand names for each hotel concept stand on their own, typically without including the parent company name (O’Neill and Mattila 2006). Hilton and Wy

14、ndham have used both approaches, depending on the nature of their various hotel brands. Similarly, various chains take different approaches to logos and identifying information for their various product brands. Choice Ho

15、tels International, for example, uses similar and consistent sign designs for its Comfort Inn, Comfort Suites, Quality Inn, Sleep Inn, and Clarion brands. This family approach to design simultaneously distinguishes the b

16、rands from each other, identifies them as all being part of a unified organization, and differentiates them from their competition. As a brand represents the company itself, its presentation generally should be consisten

17、t. Though there are cases where companies have changed their positioning or strategies, their corporate not in the top (luxury) and bottom (economy) categories. We further examined how brand affiliation affects hotel rev

18、enue. The branding literature has demonstrated that consumers use brand name as an important quality cue. Our study indicated that consumers are typically willing to pay a price premium for brands they view as being high

19、 in quality (O’Neill and Mattila 2006). A concurrent study found that brand affiliation, name recognition, and reputation for highquality service together can contribute as much as 20 to 25 percent of the goingconcern va

20、lue of a successfully operating hotel (O’Neill and Xiao 2006). In addition, a well-managed brand can discourage competition (Dev, Morgan, and Shoemaker 1995).What We Know about How Brands Create ValueLet us look more c

21、losely at the source of customer-based brand equity. One study suggested that the following four components underlie this equity: brand awareness, brand loyalty, perceived quality, and brand image (Kim and Kim 2004). Pra

22、sad and Dev (2000) developed a numerical brand equity index that captures brand awareness and consumer perceptions of brand performance. Beyond the advantage of awareness and image, brand equity results from benefits of

23、marketing efficiency and enhanced performance associated with that brand and long-term brand effect based on customer loyalty (Prasad and Dev 2002). Brand equity also allows a chain to expand the brand in a variety of ma

24、rkets (Mahajan, Rao, and Srivastava 1994). For example, in the hotel industry, the level of brand equity may be related to the brand’s ability to geographically expand, to expand via franchising, and to develop subbrands

25、. These issues are particularly salient for global lodging organizations such as Marriott or Accor.Well-established brands are intangible assets that serve as a source of strategic advantage and create financial value du

26、e to their ability to generate cash flows via relatively higher margins (O’Neill and Mattila 2006). In general, major contributors of generating cash flows are customer loyalty, brand extension including licensing opport

27、unities, and enhanced marketing efficiency (Rao, Agarwal, and Dahlhoff 2004).Hotel brands first create value for guests by helping to assure them of a uniform level of quality (O’Neill and Xiao 2006). As customers’ loyal

28、ty grows, the brand owner can capitalize on the brand’s value through price premiums, decreased price elasticity, increased market share, and more rapid brand expansion. Finally, companies with successful brands benefit

29、in the financial marketplace by improving shareholders’ value (O’Neill and Xiao 2006). Although it is important for hotel owners to be able to recognize the effects of a brand on a hotel’s market value, other benefits as

30、sociated with a brand, such as guest satisfaction and loyalty, should be considered to fully assess the brand’s total value (O’Neill and Xiao 2006).What We Know about the Relationship between Guest Satisfaction and Hotel

31、 BrandsWith the increasing focus on customers over the past twenty-five years, guest satisfaction has served as a measure of operational success for branding strategies (O’Neill and Mattila 2004). The strategic managemen

32、t of satisfaction is of utmost importance in today’s crowded marketplace, where customers are overwhelmed with lodging choices (O’Neill and Mattila 2004). For example, in 2008, Kim identified at least twenty-five differe

33、nt brands in the extended-stay segment alone (Kim 2008). Such a competitive environment requires attention to guest satisfaction. Research over the past two decades has shown that guest satisfaction leads to repeat purch