Hotel & Motel Management - February 18, 2008 - (Page 38)

38 Special Report HOTELWORLD H&MM February 18, 2008 | HotelMotel.com Limited-service brands Continued from page 36 Europe, the Caribbean and India for its global growth. Challenges and beneﬁts Doing business globally can be an entirely different undertaking CIRCLE NO. 125 than doing business in the U.S. “Depending on the requirements and standards of each international market, change must be made to the way in which Choice approaches growth within that market,” he said. “Smaller markets with less local infrastructure are more suited for a particular growth plan, while larger, established global travel markets with more cultural acceptance of franchising require another type of growth strategy.” Choice deals with these differences by using multiple strategies. “Based on the particular type of market we’re dealing with, Choice will decide to grow with either direct third-party franchising—better for the larger, established markets like Canada, Mexico, continental Europe, China, India, Australia and New Zealand; or a master franchise agreement—more suitable for markets like Central America, Brazil, U.K., Ireland, Scandinavia and Japan,” he said. Berger agreed that each marketplace has distinct challenges. “Labor laws and franchising laws are very different,” he said. “The challenge is deﬁning what you want your brand to stand for, what you want your growth to be and tailoring your business to accomplish that.” WYNDHAM HOTEL GROUP China is considered a high priority for growth and a feeder market for Wyndham Hotel Group. This Days Inn property is in Xian, China. The Quality Inn Porto [Portugal] attracts business and leisure guests. The hotel ﬁts Choice’s strategy to grow in Europe. CHOICE HOTELS INTERNATIONAL Pearce said the key to international success is to be aware of what is acceptable or required in each individual market. “Perhaps the most difﬁcult aspect of being an internation- al company comes with building and maintaining brand awareness and consistency, as the trends and standards of many international markets can vary so drastically from another,” he said. “Having the ability to adapt and change based on your market is imperative to the success of any international business venture.” Berger said the beneﬁts make up for the hardships. “The North American market doesn’t have a monopoly on new ideas and trends,” he said. “Sometimes we see leading-edge property design that we wouldn’t see here in the United States. Also, our presence around the globe creates a worldwide set of loyal customers.” Pearce also believes a global operation offers tangible beneﬁts. “The rewards and beneﬁts of operating as an international lodging franchising company are countless,” he said. “Through leveraging Choice’s global reach, the company is able to increase reservations delivery as well as have access to a global costumer database, enhancing our value proposition for both consumers and franchisees.” esimon@questex.com CIRCLE NO. 118 CIRCLE NO. 135 http://HotelMotel.com http://www.jmbm.com/thdc http://www.jmbm.com/thdc http://www.universal-textile.net

Table of Contents Feed for the Digital Edition of Hotel & Motel Management - February 18, 2008

Hotel & Motel Management - February 18, 2008 Contents ALIS Attendees: Bumpy Road Ahead Denihan Expands with James Hotel Purchase AAA Updates its Diamond Rating Guidelines Perspective Letters to the Editor Legal FAQ Satisfaction Trends Sales Clinic HotelWorld Update Trends & Stats Locally Grown Food Gains Popularity Companies Cultivate International Ties Wireless Internet Access Opens Up Possibilities Ice Machine Care Improves Efficiency, Performance The Importance of F&B to Leisure Travelers Lamps/Lighting Transactions Events Ad/Editorial Index Marketplace Classifieds Checking Out

Hotel & Motel Management - February 18, 2008

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