This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Scopus Google Scholar Articles by Hanson, B. Articles by Kim, Y. Social Bookmarking                         What's this?

Hotel Rebranding and Rescaling

Effects on Financial Performance

School of Hospitality, Tourism, and Sports Management at New York University, bjorn.hanson{at}nyu.edu

Anna S. Mattila

School of Hospitality Management at Pennsylvania State University, asm6{at}psu.edu

John W. O'Neill

jwo3{at}psu.edu

Yonghee Kim

yzk115{at}psu.edu

An exploratory study of ninety-five hotels that rebranded or rescaled their operations revealed the possibility of long-term financial benefit after the change. In many cases the hotels saw an initial decline in financial results, but that was followed by a gradual recovery. Hotels that moved upscale generally saw increases in average daily rates. Hotels that merely changed brands without also changing their scale reported no significant change in financial results.

Key Words: hotel rebranding • hotel financial performance • hotel obsolescence

Cornell Hospitality Quarterly, Vol. 50, No. 3, 360-370 (2009)
DOI: 10.1177/1938965509332762


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?