8/16/2019 Airbnb versus luxury hotels

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HTE601 – Resort and Hotel Operations

Assessment 1 – Argumentative Essay

Student Name : Angelica ariss

Student !" : #001$#%$Student &ontact :

#001$#%$'myangliss(edu(au

Tutor : )ulianne Hearn

Tutorial *roup : Tutorial A + Tuesdays, %-1#.

Su/mission "ate : #t

 arc #016

mailto:20018298@myangliss.edu.aumailto:20018298@myangliss.edu.au

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2ord &ount : 1,1$1 3ords

Short-term accommodation rental for tourists is not a new phenomenon in the

accommodation industry; it has existed since tourism activities began to ourishand home owners started to take in lodgers (Goodman, !"#$% &owever, it is not

until the recent years when the emergence of online platforms providing suchservice ('irbnb, lip)ey, *oomorama, and +ouchsurng$ gained much attentionfrom the industry (Guttentag, !"$% .hese web-based companies are best

described as a /disruptive innovation0 1 an innovation whose establishment maydisturb the long-existing way of doing business in a given industry ()urt2, !"3$%

4hile budget hotels have arguably su5ered a signicant nancial loss due to thesimilarity of their target market with these online companies (6ervas, 7roserpio 8

9yers, !"#$, many +hief :xecutive

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'dditionally, &yatt &otels +orporation prot, instead of declining, has improved

since 'irbnb entered the market, turning a loss of I3J million in !!B to a netprot of I"3 million in !" (&yatt &otels +orporation, !"$% .hese statistical

evidences suggest that 'irbnb does not have any signicant negative e5ect on

luxury hotels0 income% Schmidt 8 =ruehl (!!>$ also asserted that disruptive

innovation like 'irbnb may have impacts on the existing market, but it does notnecessarily displace the market%

 .he existence of 'irbnb, on the other hand, is benecial to strengthen luxury

hotels0 position in customers0 mind% At is relatively impossible for 'irbnb to matchthe consistent level of service demanded by corporate clients or luxury leisure

travellers that can be easily provided by luxury hotels (+usumano, !"$% +: of&ilton 4orldwide, +hris Dassetta, claimed that luxury hotels have a very

distinctive value proposition that makes customers remain loyal to them

regardless of the price factors (9ryan, !"$% An addition, the Euestionable 'irbnbproperties0 adherence to safety and security regulations is also motivating

travellers to stick with luxury hotels as their accommodation option (Griswold,!"#; @orrow, !"$% or example, several recent business travellers expressed

in their review that the minimal security and availability of service and amenities

during their stays in 'irbnb properties were an adeEuate reason for not being arepeat customer for the company in the future, as opposed to luxury hotels who

would go an extra mile to win the loyalty of their existing and new customers(+arson, !"#; :dleson, !"J$%

 .he creative business model of 'irbnb can also serve as a drive for traditionalluxury hotels to innovate and protect their solid market position (=ebruyne,

rambach 8 @oenaert, !"!$% 4hen established companies are challenged by

new competitors which bring a new and fresh way of doing a business, they needto either imitate or develop a new creative product that can distinguish them

from both existing and new competitors (+huang, @organ 8 *obson, !"3$% .hepresence of 'irbnb in the accommodation industry has encouraged luxury hotels

to stay relevant to their target market, which may have a certain degree of

overlap with 'irbnb0s target market (&obbs, !"$% or example, *it2-+arltonrecently modied its logo colour and design to better suit the next phase of

luxury travellers who are more boutiEue-style oriented, as well as reecting thelocal characteristics where each hotel is located (&obbs, !"$% Dot long ago,

Starwood, &ilton 4orldwide and @arriott international also invested on advanced

smartphone application that allows guests to access their rooms and other hotel

facilities by using their phone, creating a personalised hotel stay (@andelbaum,!"$%

 .o conclude, 'irbnb is not a comparable competitor to luxury hotels, but instead,

'irbnb0s presence in the industry complements the latter% .he recent popularityand rapid growth of 'irbnb has been seen as a threat to the hotel industry,

especially to the budget hotel segment% Huxury hotels, nevertheless, remaininsignicantly a5ected by the emergence of such company% 'lthough decreasing

peak-pricing power of luxury hotels is an inevitable conseEuence of this

emerging trend, statistical evidences from international luxury hotel chainsrefute the claim that 'irbnb is causing nancial loss for these businesses% n the

contrary, the existence of 'irbnb helps to enhance the position of luxury hotels incustomers0 mind, particularly through its properties0 reputation of being

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inconsistent in serving and adhering to safety and security regulations% Ats

creative business model also drives luxury hotels to innovate, which may resultinto better and more personalised service Euality, winning the loyalty and trust

of their new and existing customers%

Re4erence 5ist'dams, S% ("BBB, September$% SK77HF 'D= =:@'D=% Management Accounting 

L9ritishM, 77(>$, ?>% *etrieved from

httpNOOgo%galegroup%com%e2proxy%acu%edu%auOpsOi%doPidQG'H:

?+'>>"B8vQ%"8uQacuni8itQr8pQ'D:8swQw8asidQ?>acd?

c?#3!dJ!BB?J"dB""J

'irbnb% (!"#$% About Us% *etrieved from

httpsNOOwww%airbnb%com%auOaboutOabout-us

9ryan, 9% (!", ctober J!$% &ilton +:N 'irbnb doesn0t scare us 1 here0s why.

Business Insider Australia% *etrieved from

httpNOOwww%businessinsider%com%auOhilton-ceo-airbnb-competition-!"-

"!PrQKS8A*Q.

+arlson, 9% (!"#$% 4hy A0m choosing a hotel than 'irbnb for my next business

trip% Business Insider Australia. *etrieved from

httpNOOwww%businessinsider%com%auOairbnb-vs-hotels-!"#-PrQKS8A*Q.

+astle, R% (!"$% .he '9+ of 'irbnb% Choice, pp%>-J!% *etrieved fromhttpNOOweb%b%ebscohost%com%e2proxy%angliss%edu%auOehostOpdfviewerOpdfvi

ewerPsidQ"B?J3e-J!J-3ecd->#B-

Bb???d3fb>?3!sessionmgr""J8vidQ8hidQ""

+huang, %, @organ, *% :%, 8 *obson, @% R% (!"$% +ustomer and competitor

insights, new product development competence, and new product

creativityN di5erential, integrative, and substitution e5ects% Journal of

Product Innovation Management , 32($, pp%"?-">%

doiN"!%""""Opim%""?3

http://go.galegroup.com.ezproxy2.acu.edu.au/ps/i.do?id=GALE%7CA55822819&v=2.1&u=acuni&it=r&p=AONE&sw=w&asid=78ac5d572c764205d30997312d591135http://go.galegroup.com.ezproxy2.acu.edu.au/ps/i.do?id=GALE%7CA55822819&v=2.1&u=acuni&it=r&p=AONE&sw=w&asid=78ac5d572c764205d30997312d591135http://go.galegroup.com.ezproxy2.acu.edu.au/ps/i.do?id=GALE%7CA55822819&v=2.1&u=acuni&it=r&p=AONE&sw=w&asid=78ac5d572c764205d30997312d591135https://www.airbnb.com.au/about/about-ushttp://www.businessinsider.com.au/hilton-ceo-airbnb-competition-2015-10?r=US&IR=Thttp://www.businessinsider.com.au/hilton-ceo-airbnb-competition-2015-10?r=US&IR=Thttp://www.businessinsider.com.au/airbnb-vs-hotels-2016-2?r=US&IR=Thttp://web.b.ebscohost.com.ezproxy.angliss.edu.au/ehost/pdfviewer/pdfviewer?sid=519734e5-3053-4ecd-8629-9b777d54fb87@sessionmgr113&vid=5&hid=115http://web.b.ebscohost.com.ezproxy.angliss.edu.au/ehost/pdfviewer/pdfviewer?sid=519734e5-3053-4ecd-8629-9b777d54fb87@sessionmgr113&vid=5&hid=115http://web.b.ebscohost.com.ezproxy.angliss.edu.au/ehost/pdfviewer/pdfviewer?sid=519734e5-3053-4ecd-8629-9b777d54fb87@sessionmgr113&vid=5&hid=115http://go.galegroup.com.ezproxy2.acu.edu.au/ps/i.do?id=GALE%7CA55822819&v=2.1&u=acuni&it=r&p=AONE&sw=w&asid=78ac5d572c764205d30997312d591135http://go.galegroup.com.ezproxy2.acu.edu.au/ps/i.do?id=GALE%7CA55822819&v=2.1&u=acuni&it=r&p=AONE&sw=w&asid=78ac5d572c764205d30997312d591135http://go.galegroup.com.ezproxy2.acu.edu.au/ps/i.do?id=GALE%7CA55822819&v=2.1&u=acuni&it=r&p=AONE&sw=w&asid=78ac5d572c764205d30997312d591135https://www.airbnb.com.au/about/about-ushttp://www.businessinsider.com.au/hilton-ceo-airbnb-competition-2015-10?r=US&IR=Thttp://www.businessinsider.com.au/hilton-ceo-airbnb-competition-2015-10?r=US&IR=Thttp://www.businessinsider.com.au/airbnb-vs-hotels-2016-2?r=US&IR=Thttp://web.b.ebscohost.com.ezproxy.angliss.edu.au/ehost/pdfviewer/pdfviewer?sid=519734e5-3053-4ecd-8629-9b777d54fb87@sessionmgr113&vid=5&hid=115http://web.b.ebscohost.com.ezproxy.angliss.edu.au/ehost/pdfviewer/pdfviewer?sid=519734e5-3053-4ecd-8629-9b777d54fb87@sessionmgr113&vid=5&hid=115http://web.b.ebscohost.com.ezproxy.angliss.edu.au/ehost/pdfviewer/pdfviewer?sid=519734e5-3053-4ecd-8629-9b777d54fb87@sessionmgr113&vid=5&hid=115

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 +rown *esorts Himited% (!!B$% Annual e!ort 2""#% *etrieved from

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+rown *esorts Himited% (!"$% Annual e!ort 2"$%% *etrieved from

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3"!a->?J-BaJ##f3#"fa%pdf 

+usumano, @% '% (!"$% &ow traditional rms must compete with in the sharing

economy% Communications of the ACM& %'("$, pp%J-J3% doiN

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=ebruyne, @%, rambach, *% .%, 8 @oenaert, *% (!"!$% Ksing the weapons you

haveN the role of resources and competitor orientation as enablers and

inhibitors of competitive reaction to new products% Journal of Product

Innovation Management& ?($, pp%"#"-"?>% doiN"!%""""O%"3!-

>>%!"!%!!?!>%x 

=rillinger, @% (!", ebruary $% 'irbub and meN how the rise of =AF travel is

a5ecting the travel industry% (ravelAge )est , %"(J$, "3T% *etrieved from

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?+'3">B>J"!8vQ%"8uQacuni8itQr8pQA.8swQw8asidQf3e3#3#

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:dleson, &% (!"J$% &otels go extra lengths for the repeat customers% (he *e+,or- .imes% *etrieved from

httpNOOwww%nytimes%comO!"JO"!O!>ObusinessOhotels-go-to-extra-lengths-

for-the-repeat-customer%htmlP

 UrQ!8moduleQ'rrowsDav8content+ollectionQ9usiness

!=ay8actionQkeypress8regionQixedHeft8pgtypeQarticle

ox, R% .% (!"#$% Studies nd 'irbnb has no Euantiable e5ect on hotels% otel

Management /2$%'2$220, 23$(3$, p%"#% *etrieved from

httpNOOweb%b%ebscohost%com%e2proxy%angliss%edu%auOehostOdetailOdetailP

vidQ>8sidQ"B?J3e-J!J-3ecd->#B-

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Goodman, R% (!"#$% +ould you bnb my neighborP% Planning, '2($, pp% B-JJ%

*etrieved from

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vidQJ?8sidQ##J"5J-aaJ"-3B!3-B?cf-

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Griswold, '% (!"#, Ranuary $% Airbnb is cutting dee!er into the heart of hotel

business. *etrieved from httpNOOE2%comO#!!>3?Oairbnb-is-going-after-the-

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Guttentag, =% (!"$% 'irbnbN disruptive innovation and the rise of an informal

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&ilton 4orldwide% (!"3$% ilton )orld+ide 2"$1 Annual e!ort % *etrieved from

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&obbs, .% (!", September "$% .he *it2-+arlton XmodernisesX its brand to

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&yatt &otels +orporation% (!"$% 2"$% Annual e!ort. *etrieved from

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)aplan, *% '%, 8 Dadler, @% H% (!"$% 'irbnbN ' +ase Study in ccupancy*egulation and .axation% U. Chi. . ev. 4ialogue, '2, "!J%

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