Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.596766
Title: Operating environment, competitive business strategies and performance of Singapore's hotels
Author: Boon, Y. L.
Awarding Body: University of Cambridge
Current Institution: University of Cambridge
Date of Award: 1999
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Abstract:
This research attempts to investigate the relationships between the perceived competitiveness of the operating environment, competitive business strategies and the performances of hotels within Singapore's hotel accommodation industry. The operating environment is conceptualised using Porter's industry structural framework which comprises five competitive forces, i.e. perceived bargaining power of buyers and suppliers, perceived threat of new hotels and substitutes, and perceived rivalry amongst existing hoteliers. This research reveals that there are distinctly three strategic groups of hotels in Singapore, i.e. the 'QPS(high)', 'QPS(mid)' and 'P(low)' groups. The 'QPS(high)' groups focuses on the market, which expects luxury and could afford it. It employs, dominantly, a combination of strategies of differentiation by quality, price and support. The 'P(low)' group focuses on budget travellers and employs, dominantly, the strategy of differentiation by price. The 'QPS(mid)' group focuses on the market sandwiched by the other two groups. In identifying these strategic groups, there seems to be convergence between the 'multivariate strategic dimensional' approach and the 'self-typing paragraph' approach. In addition, the survey method and the case study method were employed to help explore why some hotels outperform others. There is a significant relationship between competitive strategies and the perceived bargaining power of buyers on the performances of hotels based on the 'ibfchot' indicators. Overall, the performances of the strategic groups, in descending order, are 'P(low)', 'QPS(high)' and 'QPS(mid)' groups. Nevertheless, each group has hotels which are successful as well as those which are less successful. Hence, membership in any strategic group does not necessarily guarantee success or failure. Financial success of hotels is, therefore, not strategy-specific. However, the successful hotels in all the strategic groups have the following characteristics, i.e., ability to align the threats of the perceived operating environment to formulate suitable competitive strategies to meet the expectations of the target market segments at relatively low operating costs; dynamic management to effectively communicate and implement the strategies formulated; and synergy of the owner's and management's business objectives.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.596766  DOI: Not available
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