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Hospitality Branding$
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Chekitan S. Dev

Print publication date: 2012

Print ISBN-13: 9780801452031

Published to Cornell Scholarship Online: August 2016

DOI: 10.7591/cornell/9780801452031.001.0001

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Managing Marketing and Branding Relationships

Managing Marketing and Branding Relationships

Chapter:
(p.122) (p.123) Chapter Ten Managing Marketing and Branding Relationships
Source:
Hospitality Branding
Author(s):

Chekitan S. Dev

Publisher:
Cornell University Press
DOI:10.7591/cornell/9780801452031.003.0013

This chapter examines relationships between individual hotels and their brand headquarters. It focuses on the development of governance mechanisms that can minimize the costs of exchange by preventing, or at least minimizing, the impact of opportunism. Opportunistic behavior, which includes dishonesty and neglecting obligations, is undertaken to achieve short-term, unilateral gains, perhaps even at the expense of a trading partner. The results show that the managers of a brand should focus on building effective relationships with the general managers of their affiliated hotels. A strong relationship is the only governance mechanism that placed any significant limitation on hotel opportunism among the sampled hotels. Opportunism can be exacerbated when brands aggressively exert ownership rights. Perhaps this is because ownership pressure and sanctions provoke general managers into exerting their independence—thus producing the opposite of the intended effect.

Keywords:   marketing management, hotel brands, brand identity, opportunistic behavior, opportunism, ownership rights

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