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This paper aims to outline Emaar Hospitality Group’s (EHG’s) role as the official hotel and hospitality partner for Dubai Expo 2020.

This paper draws on personal insights from an industry and trend perspective, aligned with the Expo 2020 Dubai theme, “Connecting minds, creating the future,” and its three sub-themes: mobility, sustainability and opportunity.

As an outcome, EHG’s commitment to Dubai Expo 2020 encompasses the provision of rooms and hospitality, meeting and events venues including outside catering, a hotel of the future innovation stand that reflects the company’s commitment to innovation in the Middle East, gender parity (female-male ratio) employment of women and youth, support to small- and medium-sized enterprise and global apprenticeships for six months during the Expo 2020 event an a commitment to sustainable economic growth.

This is an original, experience-based piece that focuses on an Expo 2020 operator’s viewpoint.

Brand strategy, marketing strategy, service marketing, hospitality management and international marketing strategy.

Post-graduate-level students; practitioners from the hospitality sector, brand management, corporate social responsibility (CSR) and the arts and culture field may also benefit from the case.

Jumeirah Group is a luxury hospitality company that is implementing a global brand strategy after developing a strong-regional reputation. Jumeirah's strong cultural alignment to its Dubai heritage in the form of its hallmarks and communication tag line “Stay Different” is being translated into events, activities, sponsorship and more importantly in terms of service to create a symbolic and experiential brand strategy. For Alice Royton, the Director of Branding for Jumeirah Group, the dilemma was how to maintain the thrust forwards as a top luxury brand and keep brand synergy especially as Jumeirah was increasing its portfolio and the competitive arena heats up in the international market place.

Creation of stakeholder value, brand strategy looking at various brand levels, using arts and culture as part of CSR initiative; communication strategy, emotional touch points and moment of truth as part of interactive service strategy; CRM and loyalty.

Teaching notes.

The purpose of this paper is to profile the Worldwide Hospitality and Tourism Themes (WHATT) theme issue “Expo 2020: What will be the impact on Dubai?” with reference to the experiences of the theme editor and writing team.

This paper uses structured questions to enable the theme editor to reflect on the rationale for the theme issue question, the starting point, the selection of the writing team and material and the editorial process.

This paper provides a framework to facilitate discussion between academics and practitioners engaged with Dubai’s Expo 2020, identifies ways of improving competitiveness as an events destination and contributes to thinking about sustainable development before and after the event. The outcomes of a broad-ranging collaboration yield fresh insights, a deeper understanding of the issues and an array of possible responses to the theme issue question.

The theme issue outcomes provide lines of enquiry for others to explore and they reinforce the value of WHATT’s approach to collaborative working and writing.

The collaborative work reported in this theme issue offers a unified but contrarian response to the theme’s strategic question. Taken together, the collection of articles provides a detailed picture of the on-going preparation for Expo 2020 and plans to ensure continued growth in the post-Expo phase.

This study aims to analyse the major geographical dimensions of the location strategies of multinational tourism firms.

Conceptually, this paper is situated at the intersection of two distinct and evolving bodies of research literature on the global geographies of the tourism industry and the production of economic globalization from a set of strategic locations. Empirically, principal component analysis is applied to explore the main geographical configurations within a location matrix of 102 tourism firms across 547 cities.

The results identify strong geographical organizing patterns in the location strategies of multinational tourism firms, above all articulated in countries/regions that themselves have large domestic and/or international tourism markets. However, there is also a global component in terms of firm/location composition, while the national/regional components are hybrid and porous in practice.

This study contributes to a new way of looking at a globalizing tourism sector. The findings can be used to reflect on possible wider implications for the tourism geographies literature and reveal some avenues for further research.

跨国旅游公司的地理位置和选址：全球化战略

本研究旨在分析跨国旅游企业区位战略的主要地理维度。

在理论研究层面, 本文基于两个截然不同和不断发展的研究交叉点: (1)全球经济地理中的旅游产业研究; (2)战略区位选择上的经济全球化研究。在实证研究层面, 本文将主成分分析法应用于547个城市的102家旅游企业的区位矩阵研究中。

研究结果显示, 跨国旅游企业的区位选择具有很强的地理规律, 这点在本身拥有庞大国内和/或国际旅游市场的国家/地区内尤为明显。此外, 跨国旅游企业/地点的区位组成也具有明显的全球属性, 在单个国家/区域内的表现则很多元化, 有很大的不同。

这项研究有助于以新的视角来看待全球化的旅游产业。本文的研究成果可以用来反思旅游地理文献可能存在的更广泛的意义, 并探讨进一步的研究可能。

La geografía y la localización de selección de las empresas multinacionales de turismo: estrategias Para la globalización

Este estudio tiene como objetivo analizar las principales dimensiones geográficas de las estrategias de localización de las empresas multinacionales de turismo.

Conceptualmente, este documento se sitúa en la intersección de dos bibliografías de investigación distintas y en evolución: (1) sobre las geografías globales de la industria del turismo y (2) sobre la producción de la globalización económica desde un conjunto de ubicaciones estratégicas. Empíricamente, el análisis de componentes principales se aplica para explorar las principales configuraciones geográficas dentro de una matriz de ubicación de 102 empresas de turismo en 547 ciudades.

Los resultados identifican fuertes ordenamientos geográficos en estas estrategias de ubicación, sobre todo articuladas en países/regiones que a su vez tienen grandes mercados turísticos nacionales y/o internacionales. Sin embargo, también hay un componente global en términos de composición empresa/ubicación, mientras que los componentes nacionales/regionales son en la práctica híbridos y porosos.

Este estudio contribuye a una nueva forma de ver un sector turístico en globalización. Los resultados se pueden utilizar para reflexionar sobre posibles implicaciones más amplias para la literatura sobre geografías turísticas y discutir algunas vías para futuras investigaciones.

The purpose of this paper is to demonstrate to business leaders in the developed world that many powerful brands are rising in the emerging economies; to indicate how those incumbents' branding approaches will need to adapt as a result.

This paper uses empirical findings, segmentation into three accessible categories of fast‐rising brands, and third‐party research on the multipolar world to show that the twenty‐first century's “powerhouse” brands are as likely to come from emerging markets such as China, Turkey, Qatar, South Africa, and Brazil as from the USA, Japan and Europe.

The paper states that the dominant brands of the twenty‐first century are far less likely to be household names like IBM and Coca‐Cola and much more likely to be brands that today are relatively unfamiliar in the West – names such as SABIC and Emaar and Ülker. The paper argues that the rise of these emerging‐market brands will change the way that business leaders in the developed world will have to shape their marketing strategies over the next decade. The paper quickly establishes the range and pace of growth of emerging‐market brands and points out that business leaders today must think beyond old notions of developing markets in the BRIC nations – Brazil, Russia, India, and China, to consider fast‐growing companies in the “O” (for “other”) economies of eastern Europe, Latin America, the Middle East, Africa, and Asia. The paper places the so‐called “BRICOland” brands in three categories: Emerging Giants – the industrial and conglomerate brands that are largely growing through acquisition to become major global players; New Champions – the brands with domestic scale which are venturing beyond their borders, leveraging cost and scale advantages to offer compelling value; and Arabian Knights – the relatively new, outward‐looking brands powered by Arab sovereign wealth and characterized by magnitude of vision and rapidity of growth.

The paper's rich examples, together with its six‐step recommendations for managers of emerging brands, create a pressing case for careful planning by developing‐world executives now crafting their companies' global brand strategies.

This paper is aimed at business leaders of the emerging brands as well as “C‐suite” executives from the developed world who can benefit from clearly understanding how brand battles will intensify worldwide. The paper's greatest value lies in its many illustrations of brands that are rapidly rising to prominence outside their domestic markets.

The paper aims to provide a holistic perspective on various dimensions of sustainable tourism. The discussion with key practitioners authenticates the issues that have already been identified.

The paper combines analysis of government documents as well as insights from practitioners. The paper discusses issues of sustainable tourism, strengths of the industry, challenges faced and policy implications for the government.

The paper explores the economic importance of sustainable tourism by outlining the strengths and challenges of the Indian tourism industry. The paper has implications for the government and firms in terms of investment in hospitality education, infrastructure and better employment practices.

The paper provides a road map for some of the initiatives that government and industry could adopt.

It combines a policy perspective for government and industry stakeholders.

This chapter treats the luxury hotel concept and practice and its recent trends in the tourism industry. This niche market is expanding rapidly with changing global income structures and increasing complexity of the hospitality sector. Its clientele comprises quality-seeking, prestige-striving, and high-spending customers. The chapter first explores the concept of luxury in relation to hotels. It further groups various associated assets into tangibles and intangibles to discuss their recent trends across the world. It is suggested that companies and destinations active in the luxury hotel market or contemplating entry take these trends into account to gain and/or maintain competitiveness.

Worldwide approximately 200 national economies are competing in the destination market. In 2006, global government and capital expenditure exceeded US$1,480 billion making destination branding an important concept that still remains fragmented and unplanned. Dubai, an emirate of the UAE in the Middle East has been chosen as a case study to explain some elements of successful destination branding. This paper aims to apply a framework developed by Balakrishnan to explain areas of caution when competing in an international market where success is also partially dependent on the macro‐environment.

The framework was developed by reviewing literature on destination, place, corporate, product portfolio and service branding. The framework was tested using case study methodology. Secondary research was primarily used to develop the case.

There is a strong fit with the model suggesting that destinations can use this as a basis for continuity in strategy even as governments change. Based on the analysis and review; a checklist for destination branding strategy was recommended.

Since, this study depends on secondary research there is some limitations as data in this region is not easily available.

Destination branding differs in challenges vis‐à‐vis product and service branding. This paper depicts steps essential for creating a successful branding strategy which can be applied in a real world context to maximize returns for the destination.

The purpose of this paper is to provide a case study of a global challenge: the relationship between commercial development and the protection of eco-fragile systems particularly where river water is involved. It reviews and critiques the legal and political processes that underpinned the Commonwealth Games (CWG) 2010 in Delhi and the building of the accommodation Village on the floodplain of the river Yamuna.

The paper covers the controversial modern history of the Yamuna river that runs through Delhi. The river is “dead” and has been subject to litigation concerning its usage and that of its flood plain. In particular, the controversy peaked prior to the CWG 2010 in Delhi and the required buildings associated with the games. The paper traces the history of the legal actions and the inter-related involvement of the various actors being the politicians, construction developers, the river bank dwellers and the local environmentalists. Close analysis is made of the statutory administrative procedures required for environmental clearance, the subsequent case law both in the High Court of Delhi and the Supreme Court of India. Additionally, usage is made of the media and its concerns over corrupt and negligent practices.

The Indian judiciary in their willingness to promote the construction of the Village failed to apply its own environmental jurisprudence. There was a failure to “lift the veil” and review flawed administrative practices that violated governing statutes. National pride, time pressures, political support, economic interests and rapid urbanisation created a pressure that the courts could not challenge. It was left to investigative committees, after the Games had concluded, to expose these wrongdoings.

The paper highlights the issue of the relationship of the courts and political and economic interests and how legally protected ecological interests are ignored.

The purpose of this paper is to highlight the fact that investors in the Asian region are shifting their investments from one country to another, in this case, from India to Dubai, in the real estate and infrastructure industry. While countries compete to get investments, competing “values” at the workplace may also influence in attracting the investments. This paper makes use of competing values framework (CVF) to understand this phenomenon and to provide research evidence about differences in workplace cultures in India and Dubai. It is proposed that differences in workplace cultures, besides other non-cultural factors, may influence this phenomenon of shifting of investments between the two countries.

It is an inductive study to investigate why investors are shifting investments from India to Dubai in the real estate and infrastructure industry. This paper further explores literature to support our claim that workplace cultural differences may be responsible for the shifting investments. Next, this paper identifies the instrument called organizational culture assessment instrument using CVF to collect data and plot the cultural profiles at the two country sites.

The findings suggest that workplace cultures in the two country locations are different and could be a reason for Indians to shift their investments to Dubai in the real estate and infrastructure sector. There are both cultural and non-cultural factors, which are responsible for the shift in global investments.

The study has several research implications. It highlights the possibility of a shift in global investments because of cultural and non-cultural differences at the workplace. Specifically, it provides evidence that workplace cultures are different in the two countries and could play a role in the competitiveness of firm and countries. This finding has implications for research in the fields of both strategy and international business.However, this is a preliminary study to explore a recent phenomenon and uses data from only one organization in two countries. Therefore, this paper accepts this as a limitation; however, it creates a potential for further exploration in many directions for future research.

Managers in multinational firms have to deal with subsidiaries in different countries with different cultures. While culture is not traditionally considered an important factor, the study highlights that it may have far-reaching influences on financial decisions. Therefore, managers need to understand cultures and create strategies to deal with diverse cultures.

It is perhaps the first attempt to investigate the workplace culture across India and Dubai in the real estate and infrastructure industry through empirical evidence. Further, in the context of shifting global investments across the two countries, it highlights the importance of workplace cultures towards economic and financial implications for countries in the Asian subcontinent.