Australia (ACESA) Guanxi Neglect at the Roaring Dragon in South-west China: The demise of an International Management Contract Stephen Grainger1 University of Western Australia ‘guanxi neglect – neglecting opportunities to show respect towards guanxi relationships’ Abstract This paper introduces the concept of guanxi neglect through a case study that describes the takeover of a formerly Chinese managed hotel by a western based‚ international hotel management company. Specifically‚ it covers
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Contents Company Background Roaring Dragon Hotel was a state owned enterprise (SOE) and one of the original 3-star hotels in South-West China It had gained reputation as a premium guesthouse The organization was greatly influenced by Chinese culture Employee recruitment was based on Guanxi or connections‚ favouring nepotism Guanxi or connections of employees led to a large number of income-generating contacts The number of employees were 675 and the
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Cultural Communication Problems and Solutions: Roaring Dragon Hotel Executive Summary This proposal draws the clear picture of the reasons behind the downfall of the very popular ancient hospitality organization with the 60 years of glorious history of The Roaring Dragon Hotel (RDH). This proposal helps to find out the factor which causes the RDH to lose all the customer popularity and decrease the revenue in the competitive market. The main concerning points behind this miserable downfall are the cultural
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Introduction: According to Grainger (2008)‚ “The Roaring Dragon Hotel is one of the three start hotels in south-west China and it is a state owned enterprise “(p.1). Background: Potential of the Roaring Dragon Hotel is not recognized and provisional government decides that Roaring Dragon Hotel requires modernization (Grainger‚ 2008). According to Grainger (2008)‚ “The organizational culture was relaxed with many employees managing to find time to read newspapers‚ drink tea and some managers even
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“Roaring Dragon Hotel” is a case study about the company culture change and conflict by taking over of a former Chinese management hotel by a western international hotel management company. Corporate culture is the total sum of the values‚ customs‚ traditions‚ and meanings that make a company unique. Corporate culture is often called "the character of an organization"‚ since it embodies the vision of the company’s founders. The values of a corporate culture influence the ethical standards within
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Roaring Dragon Hotel Tina Hunt Sullivan University MGT 510 The Roaring Dragon Hotel This case looks at the take over the Roaring Dragon Hotel (RDH) which is located in south west China‚ and was one of the original three star hotel and is a state owned enterprise. RDH is very rich in culture and the employees relied on their guanxi or connections. Having secured employment‚ RDH employees felt excited and very proud (Grainger‚ 2008). The RDH management practiced a planned economy
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Chasing the Long Tail Four groups of consumers Based on Loyalty‚ consumers could be classified into four different groups. No Loyalty‚ Low Loyalty‚ Intermediate Loyalty and Premium Loyalty (Reichheld‚ 1996). The consumers that do not develop a loyalty towards any brand even after repeated use of the product can be identified in this group. Low Loyalty consumers are the consumers that buy out of habit and this sort of loyalty can be attributed to habit forming buying. Product
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Introduction Roaring Dragon Hotel‚ a state owned enterprise‚ was one of the reputed 3 star hotels in China. This case study is about the conflict aroused by taking over of a former C Lack of proper management practices brought down the vibrant history and reputation of Roaring Dragon hotel‚ which was a premium hotel in south-west China. Hotel International was given the responsibility to transform the Chinese hotel to a modern market oriented organization‚ to improve its potential. Problem
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SABRE was migrated to IBM System/360 computers in 1972‚ and became an IBM product first as Airline control Program (ACP) and later as Transaction Processing Facility (TPF). In addition to airlines TPF is used by large banks‚ credit card companies‚ and hotel chains. The Hewlett-Packard NonStop system (formerly Tandem NonStop was a hardware and software system designed for Online Transaction Processing (OLTP) introduced in 1976. The systems were designed for transaction processing and provided an extreme
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viability in three areas • Product and/or service feasibility • Market and industry feasibility • Financial feasibility 2 Five Industry Forces by Porter: •Competitor rivalry •Barriers to entry •Threat of substitutes •Supplier power •Buyer power 2 What is a Business Plan? Document that thoroughly explains a business idea and how it will be carried out • Story of what the business is & will be • All costs & a marketing plan • Description of financing • Estimation of
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