One of the initial options I was thinking was Option B – to buy the disrupter – but this would be
applicable when the disrupter is not big enough or not as highly valued as it is now. So if this
does not happen in a given time then it would not be economically viable.
Other options I would consider would be Option C – to split the disrupter with another
incumbent. Nonetheless I would not limit myself to consider or to work only with the hospitality
incumbents but also ally with incumbents from hotel related industries (hotel booking
platforms/travel agencies etc.). Thus we would be creating a stronger hospitality partner
network which would become a true competitor to someone like Airbnb. Last but not least
another option would be for our new digital partners to expand their platform to similar Airbnb
consumers for a better competition.
Another option I would consider would be option E, to diversify the business. And this would be
an option I would personally pursue it myself.
We would have to build a better service package
to the existing and potential new clients and show the true value (both from a
budget/investment perspective as well as from a service benefit perspective) of what
at a hotel means”[ CITATION Kyl18 \l 1033 ].
Clearly a point of improvement would be the
amenities offered to the customer as well as the service and its continuous improvement.
Amenities (spa, heated pool, sauna etc.) and specific hotel type of services (hotel staff,
membership premium points, free breakfast and free hotel or local zoo/museum vouchers) are
still the strong advantages of a hotel chain vs a platform like Airbnb. I would clearly invest and
improve these aspects for retention of clients and also for reaching out to new clients.