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Business travel is key custom to many hotels. Value springs both from volume and relatively low rates of discounting and commission, but what type of strategies will make for success in the future? Three main themes emerge from a review of reported trends in provision: development of special brands, enhancement of special on‐site services and use of promotions.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb002408. When citing the article, please cite: David Litteljohn, Sandra Watson, (1990), “Management Development Approaches for the 1990s”, Journal of European Industrial Training, Vol. 14 Iss: 3, pp. 36 - 42.

Management development approaches may be more advantageous than traditional training in meeting future managerial needs.

Examines the contexts and some of the issues involved in hospitality internationalization. Sets the scene for some of the themes that are developed in later articles and reflects on some current literature in the area.

The analysis concentrates on the underlying economic and demographic factors that drive hotel demand in the five main markets of the European Community: France, Germany, Italy, Spain and the UK. By adopting a comparative approach in the assessment of these macro factors, the differences that exist in the national hotel markets are illustrated. The analysis includes an examination of the nature of competition within the national hotel markets by examining the extent of concentration and the main corporate players. Comments are made on the attractiveness of the five markets for further corporate penetration.

Short breaks are one important segment of the overall tourism market. They provide a distinct market sector with, it appears, special competitive strategies. While the growth and value of this market sector is undisputed, little attention has been paid to the strategic nature of short break provision, or the potential of movement in strategic space. Using data gathered from personal interviews and applying the concept of strategic group clusters and strategic space, explores strategy and performance differences of companies operating in the UK short break market. Examines correlation between structural variables of market scope, company size; and sources of competitive advantage in relation to prime strategies adopted. Draws conclusions with regard to shifts in strategic space for performance enhancement, and potential future market developments.

The purpose of this paper is to present directions for researching “new territories” by systematically reviewing contemporary research in the area of hotel internationalization.

Comprehensive analysis drawing on frameworks and debates in the international services management literature of research published over the period 1996‐2005 identifies approaches and results of hotel internationalization research. Work is organized into two broad categories: studies that relate hotel organizations to their external environments and those taking an internal perspective. This analysis is complemented by a short review of relevant demand and policy trends to ensure relevance of the critique.

Modal choice research has now reached a stage where it can provide greater depth of understanding in the relationships between this choice and organizational capabilities. Secondly, there has been a welcome increase in more internalised, qualitative research. Thirdly, while there have been some comparative industry studies more is encouraged as dialogue between researchers in different service (and manufacturing) industries will be of value as hotel internationalization meets new supply and demand conditions.

Eclectic paradigms to be supplemented by more focused industry and comparative industry studies; internal, organization focused research must account for cultural diversity amongst new hotel developers, firms and customers to prevent parochialism or ethnocentrism; more specific work could explore policy dimensions.

The paper outlines some future trends which will affect the internationalization process and bases of competitiveness/competitive advantage of hotel companies.

Through a timely review of one of the first service businesses to internationalise the paper contributes to knowledge of hotel internationalization by a rigorous review of contemporary research and suggests a research compass for the future.

Examines the notion of changing environments and the strategic postures adopted by tour operators. Uses an example of UK outward‐bound tourism to Central and Eastern European states to illustrate just how hard it can be to classify events into convenient analytic categories. Concludes, following an analysis of essentially small UK tour operators to Poland, that it is more important to view the development strategic positions as reflecting highly in either in‐built organizational features (in this case émigré/cultural connections with the destination) or an experimental position, where strategy is modified by experience over a range of issues identified in the running of tours.

Over the last decade, organisational communication has attracted growing academic interest. Focuses on organisational communication within multi‐unit organisations in order to understand better the strategy implementation process from a communication perspective. Three hotel chains were investigated, all UK plcs with diversified business portfolios, and which were in the process of implementing a strategic initiative. The findings show that effective communication is a primary requirement of effective implementation but it does not guarantee the effectiveness of implementation.

The purpose of this paper is to develop a hedonic valuation model for hotel properties in the UK. Regression and hotel property transactions in the UK between 1996 and 2002 are used to estimate a value equation that predicts property values and reveals value drivers in the UK. Results are compared to a US study and are found to be similar. It was confirmed in both studies that physical facilities and local economic conditions are significant in explaining value and they both had positive relationship with sale prices. The size of the property, economic conditions, recreational facilities and year of sale explained 73 percent of hotel values where meeting and banqueting facilities, chain affiliation, food and beverage operations and location only explained 27 percent of total value.