Do competitive strategy effects vary across hotel industry cycles?

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• 作者：Chiang-Ming Chen^a ; ¹ ; ^{ming@ncnu.edu.tw" class="auth_mail" title="E-mail the corresponding author} ; Yu-Chen Lin^b ; ^{liny@scu.edu.tw" class="auth_mail" title="E-mail the corresponding author} ; Yan-Ping Chi^c ; ^{ypchi@mis.nccu.edu.tw" class="auth_mail" title="E-mail the corresponding author} ; Sou-Chein Wu^c ; ^{100356507@nccu.edu.tw" class="auth_mail" title="E-mail the corresponding author}
• 关键词：Business cycle ; Pricing strategy ; Quality strategy ; Advertising expenditure ; Hotel industry
• 刊名：International Journal of Hospitality Management
• 出版年：2016
• 出版时间：April 2016
• 年：2016
• 卷：54
• 期：Complete
• 页码：104-106
• 全文大小：247 K

文摘

We use metropolitan-level panel data of international tourist hotels (ITHs) in Taiwan to examine whether competitive pricing, quality and advertising effects differ across two business cycle phases of the Taiwanese hotel industry. Following Chen et al.’s (2014. Tourism Econ. 20 (3), 655) conclusion, the Taiwanese hotel industry over the period 2000 to 2010 is divided into two regimes: a high-growth regime (2007–2010) and a low-growth regime (2000–2002 and 2004–2006). We adopt the approach proposed by Enz et al. (2009. Cornell Hospitality Q. 50 (3), 325) on competitive strategies by computing the difference between the value of each hotel and its competitive set on merits of average daily rate, service quality and advertising expenditure. The empirical results indicate that: (1) Competitive pricing strategy has a positive influence on ITHs’ room revenue per available room (RevPar) in the high-growth regime (HGR). (2) Competitive pricing and service quality strategies are positively associated with RevPar in the low-growth regime (LGR). Moreover, service quality improvements relative to the competitive set lead to an increase in occupancy for ITHs in the LGR.