Присъединяването към хотелски вериги като възможност за развитие на българските хотели (Affiliation to Hotel Chains as a Development Opportunity for Bulgarian Hotels)

Хотелските вериги са разгледани и изследвани като комплексни организации. Отчетени са особеностите им по функционални направления на фона на широк литературен обзор на досегашните изследвания за хотелски вериги. Предложена е теоретична рамка за анализ, под формата на Интегриран модел на хотелска верига, който представя как разнородните ресурси, дейности и отношения формират една успешна хетерогенна огранизация и допринася за изясняване на сложната същност на хотелските вериги. Процесът на присъединяване на независим хотел към хотелска верига се състои от няколко етапа, всеки от които е обусловен от вземането на важни стратегически решения – Дали? (хотелът да се присъедини към верига или веригата да започне процес на интернационализация), Как? (избор на начин на присъединяване) и С кого? да се осъществи партньорството. Процесът е двустранен, той е разгледан от гледните точки и на веригата, и на индивидуалния хотел, общата цел е сключване на договор, изгоден и за двете страни. Отделните начини на присъединяване са анализирани в контекста на рамката "ресурси-дейности-отношения". На база проведено емпирично изследване в България е анализирана хотелската индустрия и мястото на хотелските вериги в страната. Анкетирани са шест респондентски групи и са използвани количествени статистически методи за обработка на информацията. Резултатите от изследването са обобщени в изводи относно вижданията и намеренията на хотелските вериги за развитие в България, както и относно нагласите на българските хотели да се възползват от възможностите, които им предоставят хотелските вериги. В последната част са изведени насоки и препоръки към българските хотели относно решението им да се присъединят към верига и последващите въпроси и проблеми. The dissertation aims at revealing numerous opportunities for long term development of independent hotels through/by affiliating to international or domestic hotel chains.The structure follows the main steps of the process of affiliation – from the initiation to the signing of the contract. It examines the process from both points of view – of the hotel chain, and of the independent hotel. The first step is identifying the participants of the process, i.e. the independent hotel and the hotel chain. The author pays special attention to the nature of hotel chain, because the hotel chain as an organization has not been researched profoundly in all its aspects. The second step relates to the initiation of the expansion of the chain or the affiliation of the independent hotel to a chain. During the third step the chain and the hotel should choose an adequate entry mode (type of affiliation), that is most appropriate for them. The final step is finding a proper partner for both the hotel chain and the individual hotel. The result of the affiliation process should be a signed contract, satisfying both sides. Chapter One is devoted to the theoretical concept of hotel chains. On the basis of an elaborate literature review, the author outlines the main characteristics in the functional dimensions of hotel chains – marketing and branding, operations, human resource management, and finance. In search of a complete illustration of hotel chains’ nature the author proposes three partial models of a hotel chain, later combined into one Integrated model. These partial models are: 1) Resource based view of a hotel chain – the company is perceived as a bundle of resources and the main competitive advantages of the hotel chain stem from its tangible and intangible resources.2) Value chain of model – the hotel chain is explored as a bundle of activities according to the theoretical concept of M. Porter. The model considers the peculiar characteristics of hotel chain’s activities as main drivers for successful development within hospitality industry. 3) Stakeholders model – the hotel chain is viewed as a bundle of relationships on several levels. Regardless all valuable resources or efficiently implemented activities, in fact relationships between stakeholders within and outside the hotel chain define its place as a multinational and multilevel company. In order to overcome all drawbacks of each of the partial models, the author combines them into one, Integrated model of hotel chain, gathering in one place all the aforementioned attributes. The Integrated model unifies the resources, activities and relationships into one, and serves as a powerful analytical tool for analysis and estimation of a hotel chain. Furthermore, it has strong practical application for independent hoteliers, intending to join a hotel chain, as an instrument for assessment and comparison of potential hotel chain partners.Chapter Two traces the process of affiliation to a chain, namely initiation, entry mode choice and partner selection. The decision to go global is influenced by many internal and external factors, which are largely discussed, especially in the context of the popular Eclectic theory of Dunning & McQueen (1982). Modal choice (choice of type of affiliation) is the next serious strategic decision that follows the first intention to internationalise. The main focus here are entry modes (types of affiliation), classified as equity or non-equity modes, depending on ownership by the chain in capital of the hotel. The author utilizes the main concepts of Transaction Cost theory to justify the trade-off between equity and non-equity modes, and further, the Agency theory – in the selection among the non-equity modes. Each of the modes is analyzed in the context of ‘resources-activities-relationships’ framework, in line with the Integrated model of a hotel chain. Last part of the chapter deals with developing criteria for selecting the appropriate partner for both the independent hotel and the hotel chain.Chapter Three comprises an elaborate empirical research of hotel chains in Bulgaria. In the beginning the author gives a brief view of Bulgarian hospitality industry and the place of hotel chains in it. The analysis reveals the very low penetration of hotel chains (only 2,79% of all hotels in Bulgaria belong to a chain), and the great potential for their development in the country. Bulgarian hotels face numerous obstacles to overcome low occupancy, seasonal variations and human resource management and many other problems deriving from comparatively young industry and not sufficient number of skilled managers. Methodology of the research:The research includes 6 respondent groups: 1) international hotel chains with hotels in Bulgaria; 2) international hotel chains without presence in Bulgaria; 3) Bulgarian hotel chains; 4) Bulgarian hotels, belonging to international chains; 5) Bulgarian hotels, which once belonged to a chain; 6) independent hotels. The research was implemented by online questionnaires, in the period June-November 2012.Main results and implications:1. Hotel chains report to consider comparatively limited number of internationalisation factors, they approach individually to each destination and partner.2. Bulgaria is highly assessed as a destination, with developed hospitality and tourism industry, and stable political and economic environment. 3. Bulgarian hotel chains are not ready for international expansion, and plan to expand only domestically.4. The most popular entry mode among international hotel chains is reported to be managerial contract.5. Main reasons for choosing a particular entry mode international hotel chains argue with marketing risk and available reliable partners.6. Bulgarian hotel chains consider mostly legal and financial conditions when choosing among entry modes.7. Centralized marketing system and brand recognition are perceived as the biggest advantages of hotel chain affiliation.8. Bulgarian independent hotels prefer to keep operational control, therefore they would choose full ownership and franchising, instead of managerial contract or other contractual form.9. Independent hotels point out financial risk as main reason when choosing type of affiliation.10. Chain hotels rely more on their capabilities to manage, as well as immediate benefits from their affiliation.11. Most popular characteristics of hotel chains are reported to be: strong brand, good image, acceptable contract conditions and reasonable contract fees.12. Most reported requirements towards potential hotels are connected with external /physical attributes of the hotels – building, rooms, other premises.Finally, the author directs several recommendations to independent Bulgarian hoteliers regarding their future relationships with hotel chains and plans for affiliation. Hotel chains offer unique opportunities for independent hotels for promotion and long term development.Note: Downloadable document is in Bulgarian.