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This chapter aims to introduce luxury brand management strategies applied in the hospitality industry and illustrate how luxury hospitality business operators can create, communicate and sustainably manage luxury brands. This chapter introduces the definitions and dimensions of luxury brands, followed by an exploration of the concept and importance of luxury brand sustainability. This chapter then explores how to maintain long-term luxury hospitality brand sustainability by applying a luxury brand framework. This chapter uses a case study featuring the Four Seasons Hotels and Resorts (FSHR) to understand how a luxury brand communicates and maintains its sustainability through its various dimensions through the process of brand creation, communication and management. The chapter ends by providing practical implications for existing luxury hospitality brand organisations in the arena of customer service.

Since 2016, organized retailers in Colombia have struggled against a new retail format: Hard-discount stores. This sales channel fulfills essential shopping basket products with consistent low prices. To be competitive and preserve their market position, organized retailers must improve their processes and their pricing decisions. Promotions and discounts have been considered as an effective alternative to compete. This study analyzes the impact of joint prices decisions over the individual and global financial key performance indicators when a collaborative strategy is adopted. Our case study comprises a supermarket chain Colombian retailer and a consumer packaged-goods manufacturer to analyze its supply chain performance. The analysis considers different product categories (food, personal care, and cosmetics) and country regions. The results highlight that benefits are unequally distributed along different echelons and supply chain performance is affected when pricing decisions are made independently.

This chapter examines the pricing, demand (occupancy), and revenue per available room (RevPAR) dynamics of European hotels for the period 2006–2007. The importance of understanding the pricing behavior of direct competitors is critical to effective strategy formulation and meaningful industry analysis. Nevertheless, existing demand studies miss a critical link to local market dynamics. This study offers an alternative approach to examining competitive set pricing behavior that yields insights into the inelasticity of lodging demand. The results of this study of over 3,000 European hotel observations reveal that hotels that offered average daily rates (ADRs) above those of their direct competitors had lower comparative occupancies but higher relative RevPARs. The observed pattern of demand and revenue behavior was consistent for hotels in all market segments from luxury to economy. Country-specific analyses reveal a similar pattern, with more volatility in the results for hotels in Spain and Italy. Overall, the results suggest that the best way for a hotel to have higher revenue performance than its competitive group is to maintain higher rates. The results of this study support the position that hotel operators who resist pressures to undercut competitor's prices may be better served with higher revenues.

This paper includes an examination of two key issues on price decisions: (1) how should price decisions be made (the strategic and normative issue) within market contexts, and (2) how are price decisions actually made (the execution and implementation of price decisions). The paper closes with some observations useful for applied research and strategies for making effective pricing decisions. The propositions and literature review show that one pricing strategy does not fit a brand in all market contexts that brand executives experience annually in managing brands. Setting specific price points requires continuing deliberate management responses to dynamic market contexts. This paper provides useful sense-making conjunctive steps to accomplish such deliberate thinking effectively relevant for different market contexts.

This chapter is designed to highlight the role of sustainable development in corporate Internet communications of selected retailers operating in Poland. It provides an overview of key content relating to corporate social responsibility (CSR) available on the websites of retailers analyzed in the study. Key thematic areas connected with corporate sustainable development are usually linked with the CSR strategy. These areas refer to the accountability of the chain as an employer, guarantor of high quality of products, reliable business partner, a member of the local community, and an entity that is taking care of the environment. Conclusions and comments are based on the analysis of the content published on corporate websites of selected retailers and the assessment of how the content is communicated using various marketing tools.

In retail industry, it is very important that companies start to own an omnichannel approach in order provide an integrated experience. This approach is recognized as a key to have sustainable growth for companies and brands. In this study, it is aimed to examine the application of omnichannel decisions in different marketing channels and the contributions of this approach in the strategic plans of companies to create an overall customer experience in Turkey. For this purpose, a thorough literature review was provided on different marketing channel approaches, especially retailing and wholesales. In-depth interviews with companies showed that companies in Turkey are underway to include omnichannel approach in their short-term plans to improve their sales volume, and these companies also use this approach as a positioning by creating an integrated customer experience through customer relationship management.