1、3800 英文单词， 2.1 万英文字符 ，中文 6700 字 文献出处： ONeill J W, Mattila A S. Hotel brand strategy.J. Cornell Hospitality Quarterly, 2010, 51(1):27-34. Hotel Brand Strategy JOHN W. ONeILL and aNNa S. MaTTILa Few dispute the value that a brand brings to a hotel property, but questions remain regarding exactly how t
2、he brand creates guest loyalty and how it creates value. Over the past twenty-five years, a brand flag has become an essential element of arranging a hotel development deal. Because of this, researchers have examined how brands influence top- and bottom-line revenues and overall asset value. Moreove
3、r, the effect of the brand on customer satisfaction seems to be affected by the brands franchising strategy. Keywords: brand management; customer satisfaction; hotel asset value; franchising In the past twenty-five years, the hotel industry has firmly embraced and accepted the value of branding as a
4、n essential component of its marketing strategy (Dev et al. 2009), especially given extensive hotel brand segmentation. Beginning with Quality International (now Choice Hotels International) in 1981, most lodging companies have developed multiple brands to serve multiple market segments (Jiang, Dev,
5、 and Rao 2002). Beside Choice, companies that offer numerous product tiers include Starwood, Marriott, Hilton, and Accor. This strategy seems to be an accepted aspect of hotel operation. This segmentation strategy is based on the idea that a brand name is part of the process of giving tangibility to
6、 what is essentially intangible, providing a “shorthand” method of establishing a particular propertys quality by giving the customer important information about its product and service, sight unseen (Brucks, Zeithaml, and Naylor 2000). In this regard, the brands value is based on potential guests awareness of the brand, their perception of its quality, and overall customer satisfaction (ONeill and Mattila 2004). The remarkable growth of hotel branding rests on the concept that brands
