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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
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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
httpNOOwww%crownresorts%com%auO+rown*esortsOlesOeaOeacb"c#-"c3-
3ac>-B3!f-!eeaB#?B"3a%pdf
+rown *esorts Himited% (!"$% Annual e!ort 2"$%% *etrieved from
httpNOOwww%crownresorts%com%auO+rown*esortsOlesOcOcbBbJ?3-Jab-
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
"!%""3O#>>3>?
=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
httpNOOgo%galegroup%com%e2proxy"%acu%edu%auOpsOi%doPidQG'H:
?+'3">B>J"!8vQ%"8uQacuni8itQr8pQA.8swQw8asidQf3e3#3#
"5bf!?eJ3?BBJd#dBea
: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$, p%"#% *etrieved from
httpNOOweb%b%ebscohost%com%e2proxy%angliss%edu%auOehostOdetailOdetailP
vidQ>8sidQ"B?J3e-J!J-3ecd->#B-
Bb???d3fb>?3!sessionmgr""J8hidQ""8bdataQRnDpdGKB64hvcJVt
bGl6VJdJdW'DQ""J>>"BB8dbQbuh
Goodman, R% (!"#$% +ould you bnb my neighborP% Planning, '2($, pp% B-JJ%
*etrieved from
httpNOOweb%a%ebscohost%com%e2proxy%angliss%edu%auOehostOdetailOdetailP
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-
heart-of-the-hotel-businessO
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tourism accommodation sector% Current Issues in (ourism& $'("$,
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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
appeal to the 'irbnb generation% Mar-eting )ee- nline% *etrieved from
httpNOOgo%galegroup%com%e2proxy%acu%edu%auOpsOi%doPidQG'H:
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&yatt &otels +orporation% (!"$% 2"$% Annual e!ort. *etrieved from
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)aplan, *% '%, 8 Dadler, @% H% (!"$% 'irbnbN ' +ase Study in ccupancy*egulation and .axation% U. Chi. . ev. 4ialogue, '2, "!J%
)urt2, @% (!"3$% An focusN 'irbnb0s inroads into the hotel industry% 56 lobal
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@andelbaum, '% (!"$% &otel technology innovations that will drive business in
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@attson-.eig, 9% (!"$% *esidential managers police 'irbnb YguestsZ% Journal of
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