Strategic Planning for International Markets
1. Some of the strategic reasons for HiBrow Hotels to move their regional headquarters from Sydney to Singapore
Strategic Planning for International Markets
After HiBrow Hotel Group has done on their periodic evaluation on the international market environments, they found out that Singapore has the most suitable resources located for their business. Their driving forces behind this relocation to Singapore were into threefold;
First, the company senior management felt that operating costs could be lowered in the long-term if it were to relocate to Singapore because of our close physical and cultural proximity to Asian markets.
Secondly Singapore government incentives were offered to too many multinationals to entice them. That is also one of the causes that made them hard not to locate to the Island city.
Finally, Singapore was further advanced technologically country compare to other potential location in Asia for ‘The Group” to set straight to their relocation plan.
The Next Alternative Location
I would think that country China is the next best destination for Hibrow Hotel Group to consider on its expanding and next possibility place for their relocation over the years ahead. Even though during 1980’s, it has already open a five-star hotel located centrally in the district of modern city of Beijing, China.
As we all know, due to the current rapid development over the past two decades, the Chinese government has initiated fundamental reforms in the domestic hotel industry due to them lagging behind of internationally managed hospitality operations in terms of management efficiency. Doing business in the country now will be more interesting then before.
The country China, In terms of the country size, foreign businesses have rooms to expand their company size, the operational cost of maintaining the company is also much lower when comparing with other countries. And of course to maintain a lodge business the population of its local
Strategic Planning for International Markets
After HiBrow Hotel Group has done on their periodic evaluation on the international market environments, they found out that Singapore has the most suitable resources located for their business. Their driving forces behind this relocation to Singapore were into threefold;
First, the company senior management felt that operating costs could be lowered in the long-term if it were to relocate to Singapore because of our close physical and cultural proximity to Asian markets.
Secondly Singapore government incentives were offered to too many multinationals to entice them. That is also one of the causes that made them hard not to locate to the Island city.
Finally, Singapore was further advanced technologically country compare to other potential location in Asia for ‘The Group” to set straight to their relocation plan.
The Next Alternative Location
I would think that country China is the next best destination for Hibrow Hotel Group to consider on its expanding and next possibility place for their relocation over the years ahead. Even though during 1980’s, it has already open a five-star hotel located centrally in the district of modern city of Beijing, China.
As we all know, due to the current rapid development over the past two decades, the Chinese government has initiated fundamental reforms in the domestic hotel industry due to them lagging behind of internationally managed hospitality operations in terms of management efficiency. Doing business in the country now will be more interesting then before.
The country China, In terms of the country size, foreign businesses have rooms to expand their company size, the operational cost of maintaining the company is also much lower when comparing with other countries. And of course to maintain a lodge business the population of its local
References: 2. Iain Ellwood, The Essential Brand Book over 100 techniques to increase brand value, 2002, Second Edition, pp. 22-27 3 2. InterContinental Hotel Group, 2006, URL : http://www.ihgplc.com/index.asp?PageID=6&Year=2006&NewsID=1638, . Accessed on 7 Nov 2006 3 4. http://www.marketingpower.com/content1482.php, Alan dutha, 2001 Marketingpower.com/content482.php 5 Source: Growth Strategies, Strategic Marketing An introduction (2000) APPENDIX 2 Source: Business Environment Analysis, Strategic Marketing An introduction (2000)