A Framework Linking Positioning Strategy and...
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2014 年 5 月第十七卷二期 • Vol. 17, No. 2, May 2014
A Framework Linking Positioning Strategy and
Resource-based View: Women-friendly Hotels
Patrick Chan
http://cmr.ba.ouhk.edu.hk
Web Journal of Chinese Management Review • Vol. 17 • No 2 1
A Framework Linking Positioning Strategy and
Resource-based View: Women-friendly Hotels
Patrick Chan
ABSTRACT
With the increasing number of businesswomen travelers, hoteliers must accommodate female
needs in order to tap into the increasingly lucrative market of businesswomen travelers.
This study focuses on marketing positioning and resource-based view as it applies to the
women-friendly hotels. Citing research as well as real-world examples, the authors explore
the linkage between marketing positioning and resource-based view by using the
women-friendly approach framework and examine the characteristics of women-friendly
hotels. The paper concludes with four propositions about the uses of women-friendly
concept in the hospitality industry. The authors also discuss future research directions and
managerial implications.
_________________________________________________________________________________
Patrick Chan Lee Shau Kee School of Business and Administration, The Open University of Hong
Kong
Web Journal of Chinese Management Review • Vol. 17 • No 2 2
I. INTRODUCTION AND OBJECTIVES
The percentage of the business-travel market made up of female travelers has risen
dramatically over the last couple of decades and is projected to constitute 50 percent of the
market by year 2010 (Stoner, 1988; Allen, 2008). According to United Nations World
Tourism Organization (UNWTO, 2006), there is a trend of increasing growth of women
travelers market. Hotel operators should recognize the value of that market and direct
considerable marketing effort to attracting female travelers. Therefore, understanding the
preferences of these customers can help hotels design their services to better meet those needs.
Attempts at maximizing customer satisfaction have been at the heart of many of the
managerial concepts and practices that have been propounded for the management of hotels
(Tarrant, 1989). It has been argued that sensitivity to customer wants, a central tenet in
marketing, should be encouraged through customer segmentation and customer care practices
(Gaster, 1991).
Owing to the differences in physiological functions and psychological features, females have
some special demands in the aspects of living environment (Zhang et al., 2008). From the
point of view of accommodation, there are remarkable difference in the travel behaviors
between females and males. As the growth of female business travelers has been
recognized, it is crucial to assess what strategy is the one that may maximize the hotel
performance in the hospitality industry.
To have better understanding of the concept of women-friendly hotels, it is essential to delve
into the theoretical underpinnings of the concept and relate them to recent developments of
women-friendly hotels. Traditional strategy models such as Michael Porter‟s five forces
model focus on the company‟s external competitive environment to achieve firm‟s
competitive success. Most of them do not attempt to look inside the company. In contrast,
the resource-based view (RBV) highlights the need for a fit between the external market
context in which a company operates and its internal capabilities (Kotelnikov, 2010). It also
seeks to explain sustainable competitive advantage through the capability of internal
resources (Fahy & Smithee, 1999). On the other hand, product positioning and target
marketing remain as critical concepts for hospitality. The hotel‟s product positioning
decision defines its target market and competitors (Kotler et al., 1996). However, prior to
the positioning process the hotel must determine which service attributes it will use to
construct its positioning strategy. The choice of which attributes to use will depend upon its
internal resources and the characteristics of the market.
Therefore, in order to sustain the competitive advantages and success, hotel managers should
obtain more information for considerations whether their hotels are suitable for adopting the
women-friendly concept by understanding the positioning strategy and the RBV of hotels
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through the concept of women-friendly hotels as framework. This study aims to explore the
linkage between marketing positioning and RBV in the hospitality industry using the concept
of women-friendly hotels as a framework. Based on the research as well as real-world
examples of women-friendly hotels, propositions are developed. The implications of
women-friendly concepts and prospective contribution to the literature are discussed,
following with the recommendations.
II. LITERATURE REVIEW
In order to explore the theoretical frameworks about the concept of women-friendly hotels,
gender hospitality literature and management literature are reviewed. The review of
literature for this study is directed in four areas and is presented as the following sections:
1. Overview of Businesswomen Travelers Market;
2. Businesswomen‟s Perceptions toward Hotel Services;
3. Positioning Strategy;
4. Resource-based View (RBV)
Overview of Businesswomen Travelers Market
The business travel market is a highly competitive and profitable sector with steady growth
rate recently (Mintel Marekting Intelligence, 1996). Indeed, the Economic Intelligence Unit
has noted that „business travelers represent the most discriminating travel sector, their
awareness of product and service options is greater than that of the discretionary travelers and
they demand and expect greater choice and flexibility‟ (EIU as cited by Lutz & Ryan, 1993,
p.349). Travel marketers and researchers have more awareness on the businesswoman
market potentials and have begun to address the needs of this area.
Forty years ago, there were only one percent of businesswomen travelers in United States
(Tunstall, 1989). In 1990s, the statistic leaped to 38%. By 2010, it is estimated that
approximate 50% of business travelers are more likely to be women (Allen, 2008). These
statistics has implied the essence of businesswomen market for hotel operators (Foster &
Botterill, 1995; Tunstall, 1989). In fact, the increase in women in professional and
management areas of business and in the tertiary economic sectors where business travel is
most common (combined with the forecasted increase in business travel) indicates that this
trend will continue well into the next decade (Lutz & Ryan, 1993). Women no longer
represent a fringe market for hospitality marketing. They represent a solid and growing
percentage of travelers with projections that they will constitute 50 percent of the market
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(Kotler et al., 1996).
Psychologists have demonstrated that men and women differ in the extent to which they
manifest certain needs, including biological and socialization needs. Generally, males and
females retain their differences whether they are traveling for business or for pleasure with
several expectations. Barsky and Lin (2004) identify that female business travelers are more
likely to report feeling sophisticated. Increasingly, females seem to be more responsive to
the factors which includes comfortable, relaxed, content, secure or welcome. Thus, they
suggest that the hotel offering and advertising can be developed to focus on above-mentioned
factors for women or businesswomen.
Moreover, previous studies (Howell et al., 1992; McCleary et al., 1994) reveal that female
business travelers tend to be younger than their male counterparts and man pay significantly
more per night for a room than do women when traveling for domestic business. In relation
to the hotel expenses between male and female business travelers, there are significant
differences in income levels. More businesswomen than businessmen fall in the lowest
income range and fewer women are in the highest range which shows women earned less
than man who holds similar managerial position (Anthony, 1988). However, one problem
might exist for hotel group seeking this business is that females are less likely to be the
decision makers in the choice of hotel (Lutz & Ryan, 1993).
In fact, from the 1980s onwards, some hotels have begun to offer gender specific products,
room designs and women only floors in order to cater for the demands of businesswomen.
However, the surveys found that the feminizing products were not enough, therefore, they
then have started to adopt a range of schemes or programmes for the market. ISecurity
measures and staff training were provided for reducing social stereotyping in customer staff
transactions (Expotel Survey, 1993).
By reviewing the past research related to businesswomen (Allen, 2008; Foster & Botterill,
1995; Howell et al., 1992; McCleary et al., 1994; Lutz & Ryan, 1993; Westwood et al., 2000),
the research areas have focused on the gender difference in the expectation and the demand
side, however, lack of them focus on the managerial perspective towards the businesswomen
travelers and the supply side of women-friendly hotels.
Businesswomen’s Perceptions toward Hotel Services
Tourism is a product of gendered societies and tourism processes are gendered in their
construction, presentation and consumption (Rao, 1995). Hotel companies that best
understand the needs, wants, and expectations of female travelers and design service of
offerings accordingly, will be in the best position to attract travelers from targeted groups.
By understanding the differences and concerns of female business travelers, the amenities and
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services made available, as well as the marketing strategies used by hotel can be modified
and made more effective in meeting the needs of this increasingly segment. Knutson (1988)
identifies five factors that a frequent business traveler looks for when selecting a hotel, such
as a clean and comfortable room, a convenient location, available services, safety and
friendly employees. Taninecz (1990) also finds room cleanliness is one of the most
important attributes to business travelers in hotel selection.
The previous studies (Allen, 2008; Foster & Botterill, 1995; Howell et al., 1992; McCleary et
al., 1994; Lutz & Ryan, 1993; Westwood et al., 2000) reveal that security is the number one
concern of female business travelers. In addition, they prefer not to be located at the end of
hallways or on ground floors as well. Furthermore, extra amenities are effective in
attracting the female business traveler (Bard, 1990). The room can be designed more
comfortable which can allow the businesswomen meeting the clients in their room.
However, most businesswomen prefer not to be isolated on a separate floor and expected the
same service as men (Bard, 1990; Lutz & Ryan 1993). Manges (1988) observes that women
business travelers feel ostracized on single sex floors, but they would like the extra security
and amenities that are provided.
On the other hand, female business travelers prefer to order room service or to dine in the
hotel restaurant (Kustanowitz, 1989; Lutz & Ryan, 1993; Lauds, 2000). Female business
travelers see room service as an indulgence, rather than a matter of safety or of not wanting to
eat alone in a restaurant (Lauds, 2000). Concerning entertainment, women in the past have
felt uncomfortable going into hotel bars, but the addition of lobby bars and the club floors
with public lounge have made women feel more comfortable (Bartels, 1987). Moreover,
Bartos (1984) reported that women tend to fulfill their socialization needs by seeking identity
and making decisions.
Indeed, Lutz and Ryan (1993) indicate that there is no difference between males and females
in their perception of the frequency with which tangible aspects of service are provided, but
there are significant differences between the genders in their perceived desirability. Yet,
females have a high level of desire for more facilities, but are less inclined to complain than
males. Businesswomen believe the benefits of travel outweigh the negatives (Lauds, 2000).
In particular, they try to incorporate leisure activities during their trip. Shopping is the
number one activity, regardless of age, income or gender (Jones & Davies, 1991; Lauds,
2000). Additionally, the women consistently add weekend days to their business trip so that
they can enjoy their destination.
The gender differences can also exist based on alternative variables such as age, frequency of
use of hotels, managerial position or loyalty to given hotel. Therefore, the supply-side of
hotel also needs to pay attention to analysis the appropriate strategies to overcome it (Jones &
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Davies, 1991; Tarrant, 1989).
Positioning Strategy
Positioning strategy provides an essential frame of reference for guiding management
decision. Rapid environmental changes, shifts in buyer preference, new products and
services, and increased competition demand that firms continually monitor their strategy
positioning to capitalize on new opportunities and avoid potential pitfalls (Cravens, 1975).
Competitive strategies deal with the development of attributes that characterize a company
and differentiate the value it creates and offers in comparison to its competitors (Porter, 1985).
Due to the competition in the hospitality industry has been increasing for years, the
importance of developing strategy appears to be increasing constantly. Given that
businesswomen have different lodging preference than businessmen, in many cases,
price-driven marketing strategies which have lead to rather homogeneous hotels,
differentiation from competitors through positioning seems increasingly necessary.
Positioning is the deliberate, proactive, iterative process of defining, measuring, modifying
and monitoring consumer perceptions of a marketable object (Arnott, 1993). For a hotel,
strategic positioning involves providing unique value, and selecting and then brining to bear
an integrated set of tools and communication techniques that identify and explain the hotel to
the customers (Wortzel, 1987). The effect of positioning is based on the subjective
perception of hotel attributes and not on objective truth. At the same time, a clear position
in hospitality implies a complete strategic bundle of customer service, other hotel attributes
(Pessemier, 1980).
Hotels following a differentiation strategy strive to create and market unique products for the
businesswomen traveler market. They aim to create a superior fulfillment of customer
needs in one or several product attributes in order to develop customer satisfaction and
loyalty, which can often in turn be used to charge a premium price for products (Gable &
Sipkoff, 1988). Contrary to competition with rather homogenous products, where price as a
marketing instrument is in the focus, a differentiation strategy aims at reducing competitive
pressure. It is a strategy that reduces the price sensitivity of consumers by offering
uniqueness.
Resource-based View (RBV)
To capture the dynamism of the hotel‟s competitive behavior, one needs to trace the growth of
the firm in terms of its resources and capabilities, in particular the way resources are used.
In addition to provide insights on the rate of growth of the firm, the resource-based theory
also provides value added theoretical explanations about the direction of a firm‟s
differentiation strategy (Andersen & Kheam, 1998).
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According to the RBV, firm resources include all assets, capabilities, organizational processes,
firm attributes, information, knowledge, etc. controlled by a firm that enable the firm to
conceive of and implement strategies that improve its efficiency and effectiveness (Barney,
1991). Resources are not homogeneous within firms and provide unique service or
abilities. These resources are the source of economic rents and may be bundled. The
uniqueness of each hotel lies in the way they bundle resources and capabilities.
RBV posits that as firms diversify within the scope of their resources and capabilities, they
obtain economies of scale through lower operational costs and leverage superior business
efficiency through shared fixed assets like common production facilities, distribution
channels, or even brand names. Marketing capability involves integration of all marketing
related activities of a firm using superior market knowledge from customers and competitions.
Operations capability is the process, technology, reliability and quality of the overall
operations of the firm. According to RBV, a coordinated effect by the firm to make these
two capabilities as “immovable and inimitable” can bring the competitive edge (Narasimhan
et al., 2006). Furthermore, the RBV is grounded on the premise that differences in valuable,
rare, inimitable, and non-substitutable resources contribute to positional firm heterogeneity in
the marketplace, which in turn, leads to superior firm performance.
Song, Benedetto, & Nason (2007) defined marketing capability is defined as the integrative
process, in which a firm uses its tangible and intangible resources to understand complex
consumer specific needs, achieve product differentiation relative to competition, and achieve
superior brand equity. Such capabilities, one built are very difficult to imitate for competing
firm (Day, 1994). Moreover, marketing capability create a strong brand image that allows
firm to produce superior performance (Ruiz-Ortega & Garcia-Villaverde, 2008). In order to
develop successful marketing strategies, the hotel must have knowledge about the different
segments and ability to market the products to the targeted segment.
Operations capability is defined as the integration of a complex set of tasks performed by a
firm to enhance its output through the most efficient use of its s capabilities, technology, and
flow of materials (Dutta et al., 1999). A firm can achieve competitive advantage by
handling an efficient work flow process, careful utilization of assets, and acquisition and
dissemination of superior process knowledge. Superior operations capabilities increase
efficiency in the delivery process, reduce cost of operations and achieve competitive
advantage (Day, 1994). Extant literature emphasizes the role of an integrative approach in
combing marketing and operations capability; and suggests operations success is a
pre-condition to marketing success (Hausman et al., 2002).
The RBV theory views resource use and development as dynamic. Resources change as a
result of innovative managerial behavior, as it is the use of resource is not the resources
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themselves that are generating competitive advantage. This model emphasizes how human,
physical and intangible resources combine over time to create value. It allows for a
dynamic view of firm behavior and manipulation of resources (Coates & McDermott, 2002).
To remain competitive in businesswomen traveler market, hotels must develop new
combinations of resources and acquire new knowledge and skills.
III. DEVELOP RESEARCH PROPOSITIONS FOR
WOMEN-FRIENDLY HOTELS
Based on the research and real case examples of existing women-friendly hotels, propositions
are developed for the hospitality industry. The authors first develop the women-friendly
hotels framework for mapping the positioning strategy with the resources-based view. Then,
the authors examine the linkage between the two concepts, and explore if there are any
common characteristics of the hotels using the approach.
A Framework Linking Positioning Strategy and Resource-based View
As has already been noted above, lodging is an experience, which produced and consumed at
the same time on site. It involves very tangible products such as food and hotel amenities,
but highly significant are intangibles such as level of security and perceptions of staff
attitudes. The following discussion focuses on those aspects of both tangible and intangible
service attributes, and the linkage between those attributes and hotel‟s internal resources.
Level of Safety (Security Measures)
Women are far more concerned with personal safety than men are (McCleary et al., 1994;
Westwood et al., 2000). To address this concern, Six Continents, which owns the
Inter-Continental, Crowne Plaza and Holiday Inn chains, gives female travelers special
treatment such as allocating rooms close to lifts and offering escorts to guest rooms.
Besides, the rebranding of women floors as women-friendly may be part of a move by hotels
to avoid criticism that lead women-only floors to be abandoned in the 1980s, when separate
floors in hotels offended women traveling on business, and was seen as sexist by others.
Some hotels are doing even more for female customers to make them feel at home and secure.
Lady's First is a women-only boutique hotel in Zurich that opened in 2001, aimed specifically
at the female business traveler and all the staff are women. London Hilton on Park Lane
Hotel is one of the first in Europe to trial a women-only floor since 2003 (Allen, 2008). In
addition, Hilton in Colombo and the Novotel in Shanghai also provide women-only floors
with female security staff (O'Riordain, 2002).
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Indeed, many hotels are investing in human resources to train their staff on serving
businesswomen travelers. Moreover, hotels would modify their physical assets (e.g.
designed female floor) for accommodating the special need of businesswomen travelers.
Self Esteem (Lifestyle)
Other than the safety, women would like to enjoy more comfortable, relaxed, content or
welcome staying experience (Barsky & Lin 2004). Therefore, most of the hoteliers try to
follow the women travelers‟ expectation so as to design the appropriate service offering to
them. One of the pioneer hotels to launch women-friendly policies was Wyndham. In
1995, they established the 'Women on their Way' program, dedicated to the emerging woman
business traveler, and they created innovations such as a courtesy call alerting guests to
imminent room service delivery (Chan, 2007). FirteCrest Hotels, Holiday Inn, Resort,
Queens Moat and Croft are amongst the leading chains in UK that have instituted programs
aimed at female travelers, some of which include the specification of certain rooms as
dedicated for women only. Such rooms have specific “feminine décor” and the provision of
female toiletries, amenities (e.g. profession hair dryer, hair strengtheners, nail-care kits,
bathrobes) or services (e.g. beauty treatment); many programs include specific training of
staff so that they are more aware of the needs of the lone female travelers (Allen, 2008; Lutz
& Ryan, 1993). Besides, Club floor have made women feel more comfortable as more
personal and privacy services will be provided for them (Bartels, 1987).
Catering to women also means paying attention to food (Lauds, 2000; Muxlow, 2008).
Many hotels companies, including Fairmont, Hyatt, Hilton, Marriott and Starwood, offer
menu items that appeal to the nutrition or calorie conscious. Rooms service menus, which
used to have a limited list of option; all in the hamburger, club sandwich, and French fires
vein, but now also offer healthier fare; salads, grilled chicken and fish and fresh fruit (Moline,
2007). Since women do not like to dine alone, they will prefer to order room service rather
than the others. Thus, 24-hours room service will be one of the important components when
the women select their hotels (Lauds, 2000).
Shopping is another vital factor for women regardless of age, income or gender (Jones &
Davies, 1991; Lauds, 2000). Some hotels implement the joint promotion programs with
shopping mall that will be an advantage to attract businesswomen travelers. Mandarin
Oriental New York Hotel is an example, which has created the whimsical Girl‟s Guide to
Glamour in Gotham (a Chanel makeover, a manicure at Bergdorf‟s and a shopping tour by
limo).
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Table 1: A Framework Linking Positioning Strategy and Resources-based View
Attributes Positioning (differentiation) Strategy RBV
Level of Safety
(Security Measures)
- Allocating rooms close to lifts and offering
escorts to guest rooms
- CCTV on all floors
- Women-only floors
- Safe parking zone
- Secure check-in facilities
- All staff are women (female security and
room service staff)
Physical assets
Physical assets
Physical assets
Physical assets
Physical assets
Human capital
Self Esteem
(Lifestyle)
- Feminine décor
- Providing feminine in-room features
including professional hair dryer even hair
strengtheners, nail-care kits, bathrobes, an
iron and ironing board
- Offering ironing and steaming services
- Providing women staff and offering beauty
treatment
- Providing female toiletries or extra amenities
- Offering food menu items that appeal to the
nutrition or calorie-conscious
- Providing 24 hours room services
- Club floor will provide more personal service
and more privacy
- Specific training of staff so that they are
aware of the needs of the lone female
travelers
- Shopping guide and more joint promotions
between the shopping mall or leisure
activities with hotel
- Building its brand of choice for
businesswomen travelers
Physical assets
Physical assets
Physical assets
Physical assets
Physical assets
Physical assets
Physical assets
Human capital
Human capital
Human capital
Marketing
capabilities
Table 1 summarizes the tangible and intangible service attributes of women-friendly hotels,
and the linkage between those attributes and hotel‟s internal resources. It reveals that most
of the services provided require the support of hotel resources, especially the physical assets.
Nevertheless, other resources such as human capital and marketing capabilities cannot be
neglected for the development and success of the women-friendly hotels.
Based on these examples, we make the following propositions:
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P1: Both physical assets, human capital and marketing capability are important for
differentiation strategy of women-friendly hotels. Physical assets are the most
important one among all resources.
Common Characteristics of the Women-friendly Hotels
In this study, 30 existing women-friendly hotels are selected. Four of them are the hotel
chains, including Comfort Inns, Holiday Inn, W Hotels and Wyndham. Table 2 summarizes
the offerings of the women-friendly hotels.
Table 2: Summary of Women-friendly Hotels
Hotel Region Location Class Type Women-friendly Offerings
Artemisia
Hotel
Europe Berlin,
Germany
3 stars Business The first all-female hotel in the
world
Comfort
Inns
World-
wide
World-wide 3 stars Budget Furnishings, color schemes,
full-length mirrors and bedspreads
are chosen primarily to appeal to
women
Croft Hotel Europe Scarborough,
UK
3 stars Budget The specification of certain rooms as
dedicated for women only
Specific ”feminine décor” and
provision of female toiletries,
amenities or services
Crowne
Plaza
US Milwaukee,
US
3 stars Business The women‟s executive level
A variety of amenities like a
Victoria‟s secret robe, a blow dryer
an vanity mirrors
Crowne
Plaza
US Bloomington,
US
3 stars Budget Pay $30 extra to stay on an
all-women floor with tight security
and traditionally girly extras such as
makeup mirrors, fresh flowers and
chocolates
Don Shula‟s
Hotel and
Golf Club
US Miami, US 3 stars Resort The new floor is designed to make
women feel secure away from home
and offers them added perks,
pampering and customization
Fleming
Hotel
Asia Hong Kong,
China
4 stars Business Ladies Only floor
Treats also include complimentary
aromatherapy oil, flowers and fruit,
welcome mocktail and L‟Occitane
bath amenities
Grange City
Hotel
Europe London, UK 5 stars Business Rooms featuring extra perks like
make-up mirrors, lighted closets,
sunken bathtubs---and the wing will
have no men
Hampton US Albany, US 3 stars Transient A floor for female guests that offers
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Hotel Region Location Class Type Women-friendly Offerings
Inn cookies, flavored coffees, skin
moisturizers and extra-soft socks,
plus a half-hour session in the hotel‟s
massage chair
Hilton Hyde
Park London
Hotel
Europe London, UK 5 stars Business The hotel features increased security,
with a private check-in for single
women, discretion when issuing
room keys, double locks on bedroom
doors and extra security cameras
The decor is more floral, and extras
include magazines such as Vogue,
powerful hairdryers and make-up
mirrors in the rooms
Introduced healthier options on its
room service menu
Hilton Sri
Lanka Hotel
Sri
Lanka
Colombo, Sri
Lanka,
5 stars Business Women-only floor with female
security staff
Holiday Inn World-
wide
World- wide 4 stars Business Specification of certain rooms as
dedicated for women only
Specific ”feminine décor” and
provision of female toiletries,
amenities or services
Homewood
Suites
US Memphis,
US
3 stars Business Amenities intended to appeal to
women at Homewood Suites
including hair dryers, increased
vanity space and large, well-lighted
mirrors
Hyatt
Regency at
Pier 66
US Florida, US 4 stars Resort Women were given parking spots
close to the hotel entrance and
housed in the hotel‟s tower
Jumeirah
Emirates
Tower Hotel
Middle
East
Dubai 5 stars Business The floor is staffed by women and
was the first floor entirely dedicated
to the „fairer sex‟ in the Middle East
The rooms include lavish beauty
products, a cosmetics fridge,
fragrances, flowers, and a yoga mat
and DVD
JW Marriott US Michigan,
US
5 stars Business Created a national furor over the
all-female floor
Lady‟s First Europe Zurich,
Switzerland
3 stars Business Women-only boutique hotel and aim
specifically at the female business
traveler and all the staff are women
Le Soleil
Hotel
US Vancouver,
Canada
5stars Business Elle Suites specifically designed for
the female business traveler
Amenities available include office
supplies, soaker tubs with bath
Web Journal of Chinese Management Review • Vol. 17 • No 2 13
Hotel Region Location Class Type Women-friendly Offerings
bombs and essential oils, Aveda
body products, make up mirror,
small wooden body massager, a
selection of women magazines, low
fat and low carbohydrate snacks in
the mini bar and a selection of
nylons and feminine hygiene
products
Concierge will also provide an up to
date list of around town events that
may be of particular interest to
women
Mandarin
Oriental
US New York,
US
5 stars Business Has created the whimsical Girl‟s
Guide to Glamour in Gotham (a
Chanel makeover, a manicure at
Bergdorf‟s and a shopping tour by
limo)
Marriott
Airport
Hotel
US Miami, US 4 stars Transient Designated several floors that are not
in accessible areas, and offer lighter
meals with women in mind
Novotel
Shanghai
Asia Shanghai,
China
4 stars Business Women-only floor with female
security staff
Quality
Hotel
UK Stafford, UK 3 stars Budget Emphasis on safety, with parking
spaces adjacent to the hotel entrance
reserved exclusively for women
Queen Moat
House
UK UK 5 stars Business Specification of certain rooms as
dedicated for women only
Specific ”feminine décor” and
provision of female toiletries,
amenities or services
Radisson
Blu Royal
Hotel
Europe Brussels,
Belgium
5 stars Business Specially designed rooms that
include boutique hair products,
manicure sets, and magazines
Royal Hotel Africa South Africa 5 stars Business Female guestrooms on a
women-only floor, but again charges
a premium
Female staff and extra facilities such
as manicure sets and magnifying
mirrors for make-up
St. Regis Asia Shanghai,
China
5 stars Business Ladies Floor staffed by female
butlers
The Luthan
Hotel & Spa
Middle
East
Saudi Arabia,
Middle East
5 stars Business First women-only hotel in Saudi
Arabia
Tokyu Inn Japan Tokyo, Japan 3 stars Business Special rooms for female guests
Room interiors and services that
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Hotel Region Location Class Type Women-friendly Offerings
appeal to women
W Hotel World World 5 stars Business The women "emergency survival
kit," a boxed set of tubes of three
different colors of lip gloss, mascara
and perfume
The "emergency fashion kit"
includes a classic Diane von
Furstenberg black wrap dress with a
matching thong, packaged together
in a garment bag
Wyndham World World 5 stars Business
and resort
“Women on their way” program and
it create innovations such as a
courtesy call alerting guests to
imminent room service delivery
Common characteristics of the women-friendly hotels are found by categorizing the existing
hotels into different subsets including level of class, type and location (See Table 3, Table 4 &
Table 5).
Table 3: Women-Friendly Hotels (categorized by level of class)
Level of Class Women-friendly Hotels
5 stars Grange City Hotel, Jumeirah Emirates Tower Hotel, JW
Marriott Grand Rapids, Le Soleil Hotel, Hilton Hyde Park
Hotel, Mandarin Oriental New York, Radisson Blu Royal
Hotel, Royal Hotel, St. Regis, W Hotel, Hilton Sri Lanka,
Wyndham
4 stars Hyatt Regency at Pier 66, Marriott Airport Hotel Miami, The
Luthan Hotel & Spa, Holiday Inn, Queen Moat, Croft, Novotel
Shanghai Hotel, Fleming Hotel
3 stars Artemisia Hotel, Crowne Plaza Milwaukee and Bloomington,
Don Shula‟s Hotel and Golf Club, Hampton Inn, Homewood
Suites, Quality Hotel, Lady‟s First, Tokyu Inn, Comfort Inn
Table 3 indicates that around 50% of women-friendly hotels are 5-stars hotels, which provide
premium services and facilities. For example, the Grange City Hotel in London facilitates
rooms featuring with extra perks like make-up mirrors, lighted closets, sunken bathtubs and
the women-only floor. The Vancouver Le Soleil Hotel has specifically designed its Elle
Suites for the female business traveler. It also provides amenities including office supplies,
soaker tubs with bath bombs and essential oils, Aveda body products, make up mirror, small
wooden body massager, a selection of women magazines, low fat and low carbohydrate
snacks in the mini bar and a selection of nylons and feminine hygiene products. Its
concierge service even provides an up-to-date list of around town events that may be of
particular interest to women.
Web Journal of Chinese Management Review • Vol. 17 • No 2 15
Comparatively, 4 stars and 3 stars hotels put less resources or services into the
women-friendly approach even some of the hotels need to charge extra fee for special
“women” services. For example, guests stayed in the Crowne Plaza at Bloomington would be
charged for extra $30 to stay on an all-women floor with tight security and traditionally girly
extras. Most of the 3 stars and 4 stars hotels simply provide a separate women floor with
minimal security measures and amenities. On the other hand, 5 stars hotels provide more
personalize items. For example, W hotel provides the woman's "emergency survival kit"
including a boxed set of tubes of three different colors of lip gloss, mascara and perfume; the
"emergency fashion kit" including a classic Diane von Furstenberg black wrap dress with a
matching thong, packaged together in a garment bag.
Based on these findings, the second proposition is developed:
P2: Hotels with higher classes tend to adopt the women-friendly approach for their firms,
while hotels with higher classes invest more resources for women-friendly approach.
Security measures are the basic requirement for women-friendly hotels.
Table 4: Women-friendly Hotels (Categorized by types)
Type Women-friendly Hotel
Business Artemisia Hotel, Crowne Plaza Milwaukee, Grange City
Hotel, Homewood Suites, Jumeirah Emiarates Tower Hotel,
JW Marriott Grand Rapids, Le Soleil Hotel, Hilton Hyde Park
London Hotel, Mandarin Oriental New York, Radisson Blu
Royal Hotel, Royal Hotel, St. Regis, The Luthan Hotel & Spa,
Lady‟s first, Hilton Sri Lanka, Novotel Shanghai Hotel,
Wyndham, Holiday Inn UK, Queen Moat UK, Croft UK,
Tokyu Inn, Fleming Hotel, Comfort Inn, Wyndham (Business
& Resort)
Budget Crown Plaza Bloomington, Quality Hotel Stafford, Comfort
Inn
Resort Don Shula‟s Hotel and Golf Club, Hyatt Regency at Pier 66,
Wyndham (Business & Resort)
Transient Hampton Inn, Marriott Airport Hotel Miami,
Table 4 indicates business hotels are more likely to integrate the concept of women-friendly
into their hotels. For example, Comfort Inns, which is a business type hotel chain, where
28% of its customers are women travelers. Therefore, the hotel group has designed their
hotel rooms regarding the furnishings, color schemes and full-length mirrors and bedspreads
primarily to appeal to women. Wyndham is another hotel group, which has built its brand of
choice for women business travelers. There are only few hotels are budget, resort or
transient type. The results imply that businesswomen travelers are the target market of
women-friendly hotels. Thus, the third proposition is:
Web Journal of Chinese Management Review • Vol. 17 • No 2 16
P3: Business hotels tend to adopt the women-friendly approach for their firms in order to
cater the businesswomen travelers.
Table 5: Women-friendly Hotels (Categorized by Geographical Location)
Geographical location Women-friendly Hotels
United States Crowne Plaza Milwaukee & Bloomington, Don Shula‟s Hotel
and Golf Club, Hampton Inn, Homewood Suites, Hyatt
Regency at Pier 66, JW Marriott Grand Rapids, Le Soleil
Hotel Vancouver, Mandarin Oriental New York, Marriott
Airport Hotel Miami
Europe Artemisia Hotel Germany, Croft Hotel UK, Grange City Hotel
UK, Hilton Hyde Park, Quality Hotel UK, Queen Hotel UK,
Radisson Blu Royal Hotel Belgium, Lady‟s First Switzerland,
Middle East Jumeirah Emirates Tower Hotel Dubai, The Luthan Hotel and
Spa Saudi Arabia,
Asia St Regis Shanghai, Hilton Sri Lanaka, Novotel Shanghai,
Tokyu Inn Tokyo, Fleming Hotel Hong Kong
Africa Royal Africa South Africa
Worldwide Comfort Inns, Holiday Inn, W Hotel, Wyndham
Categorized by geographical location, Table 5 shows that most of the existing
women-friendly hotels are located in US and Europe, particularly in UK. Those hotels are
broadly incorporating improvements with special feminine appeal. Artemisia Hotel in
Berlin is the first all female-hotel.
The Middle East is another area that the hoteliers have capitalized its growing young female
population by adopting the concept of women-friendly. The concept is an expansion of
operators, hoteliers, and other suppliers offering single-sex packages and products such as
female floors in hotels and women-only tours in the Middle East. Especially, the growing
young and female population in the Middle East is encouraging suppliers to target this market
with culturally-acceptable and tailored concepts. For example, Saudi Arabia is leading the
way with the first women-only hotel, Luthan Hotel & Spa.
In addition, the results reveal that the Asian hotels are still not popular in adopting the
women-friendly approach. St. Regis and Novotel Shanghai were developed in 2001 and
Fleming Hotel Hong Kong was developed in 2006. It shows that there are potentials for the
development of women-friendly hotels due to the rapid economic growth of Asian countries,
particularly in China.
Regarding the city that the women-friendly hotels located, it is found that most of the
women-friendly hotels located at the international financial centers or main financial centers
of their countries. For examples, Hilton Hotel in London, Mandarin Oriental Hotel in New
Web Journal of Chinese Management Review • Vol. 17 • No 2 17
York, St. Regis in Shanghai, Tokyu Inn in Tokyo, Artemisia Hotel in Berlin and Fleming
Hotel in Hong Kong. Some of the hotels even located at the main business area of the city.
For instance, the Grange City Hotel at London is closed to Tower of London and Tower Hill
Pageant; the JW Marriott Grand Rapids is conveniently located in the heart of the downtown
Grand Rapids‟ business and entertainment district, and in the center of Michigan‟s West Coast.
The result implies that women-friendly hotels are targeting female business travelers rather
than leisure travelers. As such, the forth proposition is developed regarding the location of
women-friendly hotels.
P4: Hotels located in main financial centers or cities with business activities have advantages
to develop women-friendly hotels.
IV. IMPLICATIONS AND CONTRIBUTIONS
In sum, the positioning strategy focuses on the company‟s external competitive environment
to achieve firm‟s competitive success, while the RBV highlights the need for a fit between the
external market context in which a company operates and its internal capabilities. The
women-friendly hotels framework assists in exploring the relationship between the
differentiation strategy and RBV. Further, the present framework classifies the existing
women-friendly hotels into different subsets, which also assists in finding the common
characteristics of hotels.
The present framework and research proposition suggest key lessons for managers. Firstly,
differentiation positioning strategy is a must for adopting the women-friendly hotels to cater
the businesswomen travelers, while allocation of resources should be first focused on the
security measures, and then human capital and marketing capabilities. Secondly, the results
reveal that hotels from 3 class to 5 class have potentials to develop the women-friendly
strategy, but hotels located at business areas or targeting business travelers are easier to reach
the businesswomen travelers. Last but not the least, most of the existing women-friendly
hotels are located in western countries, however, the recently developed hotels found from
the study shows that potentials are sought for the Asian hotels.
Therefore, this study can serve as reference for hoteliers to understand the nature of
relationship between marketing position and the RBV on the hotel‟s intention to develop
“women-friendly” strategy, and to examine whether women-friendly approach is favored in
their hotels. Thus, hotel operators can take proactive measures and ensure the appropriate
products and services are delivered to women travelers in order to getting „fit‟ between the
hotels‟ strategies and needs of women travelers.
Web Journal of Chinese Management Review • Vol. 17 • No 2 18
Becker and Olsen (1995) stated that the development of a theoretical framework which can
be effectively applied to both hospitality research and hospitality management application
represents a major contribution to the existing knowledge base in hospitality. This paper‟s
substantive contribution to the hospitality gender and management literature is its exploration
of the linkage of marketing position and resources by using the women-friendly hotels as a
framework. The set of propositions generated guide future efforts in hospitality research.
V. LIMITATIONS
In this study, the propositions are supported by existing examples only, but they are based on
the research and on-line searching. Therefore, the results of this study cannot be accurately
generalized beyond this area and future developed women-friendly hotels.
Moreover, the research focused on the supply side only in this study. It is suggested to
develop a framework to explore the relationship between the demand and supply sides of
women-friendly hotels. Future research should also focus on the factors that influence the
success and failure of women-friendly hotels, while testing the propositions set forth in this
study.
VI. CONCLUSION
For the hotel approaching the women-friendly concept, resources and products are two sides
of the same coins. Most women-friendly products require the services of several resources
and most resources can be used in the particular product. By specifying the size of the
hotel‟s activity in businesswomen market, it is possible to infer the minim necessary resource
commitments. Conversely, by specifying a resource profile for a firm, it is possible to find
the optimal product-market activities. The hoteliers should take the opportunity and modify
their service attributes and facility provision to cater businesswomen‟s concerns and priorities
for long-run profitability. In summary, development of women-friendly approach in
hospitality firms is a strategy to sustain the competitive advantage for long run profitability.
Web Journal of Chinese Management Review • Vol. 17 • No 2 19
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