One of the initial options i was thinking was option

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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 “staying 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.
Postgraduate Diploma in Digital Business Page 4 of 4

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