Expansion strategy of international hotel firms

This paper examines the expanded selection among "level" and "market" models of international hotel company development decisions. It combines transaction cost economics (TCE) and agency theory (AT) to develop a theoretical framework that identifies country and company specific factors that affect franchises, management contracts, and corporate ownership choices Did. The robustness of the framework is supported by empirical results using cross-section data newly developed by international hotels. It shows that the most influential factors in development decisions are the level of proprietary content and special knowledge embedded in the services provided. The higher the market management department, the higher the professional skills and management expertise necessary for the hotel to operate according to standards, so the possibility that a hierarchical model will be used for development is higher.

In this context, this paper discusses two interrelated knowledge gaps. Firstly, hotel research has paid little attention to the relationship between the expansion of the international hospitality industry and the sustainable development of least developed countries. Most studies address these two concepts (see for example Prud'homme and Raymond, 2013; Lehn-Darder et al., 2009; Bohdanowicz & Zientara, 2009; Quer, Claver, & Andreu, 2007; Chen & Dimou, 2005). In all these studies, the views centered on companies or sectors in specific business areas are dominant (Niewiadomski, 2014). Topics include enterprise and new market entry strategies, expansion of companies, cross-cultural industry and personnel management challenges, and corporate and corporate social responsibility policy. Until now, in a survey of small hotels, we have studied about the comprehensive view of the hotel's business base, its capitalized culture, human resources and natural resources, and the distribution of power and wealth between them .

A newborn company is not a born global company. This word gives us this meaning, but there are some internal and external corporate characteristics that affect the company's decision to become a natural global company. Yes, the global expansion strategy of nature is quite different from the initial internationalization. In the following we will also achieve company expansion strategies by understanding this difference in this survey and allowing complete analysis of all different inputs and company choices that will fundamentally differentiate different outputs. A small but very important precedent for each company, in fact, led to the consideration of the initial international expansion strategy, so they also proposed several decisive factors.

For the expansion of international business, strategy design and development is very important to understanding the market in the international market. Commercial companies entering overseas often face problems such as regional adaptation to the long-term survival of the economy. The international business strategy is a plan for broader research on market trends, comparing host country to country, marketing environment analysis, and how to achieve sustainable and competitive development. The expansion of international countries is not a means of entry, but understands the market completely, understands marketing trends, consumer behavior and attitudes, economic situation and determines the political relationship of successful international companies is needed.