InterContinental Hotels Group Research Articles

IoT Innovation in Hospitality: A Comprehensive Technical Analysis of Implementation and Impact

This comprehensive technical article analysis explores the transformative impact of Internet of Things (IoT) implementation in the hospitality industry, focusing on key applications, challenges, and future trends. The article examines how leading hotel chains have leveraged IoT technologies to enhance guest experiences, optimize operations, and advance sustainability initiatives. Through detailed case studies of Marriott International, Hilton Hotels, and InterContinental Hotels Group (IHG), the article demonstrates the practical applications of smart room technologies, predictive maintenance systems, energy management solutions, and security implementations. The article analysis encompasses the technical infrastructure requirements, integration challenges, and cost-benefit considerations of IoT deployment in hospitality settings. The article provides insights into how IoT solutions contribute to improved guest satisfaction, operational efficiency, and environmental sustainability while addressing critical aspects of data security and system integration. Furthermore, it explores the convergence of IoT with artificial intelligence and sustainable technologies, offering a forward-looking perspective on the evolution of smart hospitality systems and their potential to revolutionize the industry

Pengaruh Atribut Hotel dan Promosi Penjualan Terhadap Keputusan Menginap di Crowne Plaza Hotel Bandung

Crowne Plaza is one of the hotel brands from the world's leading hotel group, namely IHG (Intercontinental Hotel Group). However, during the hotel opening in the 2017-2018 period, Crowne Plaza's room occupancy rate was still inferior to similar competitors, even though Crowne Plaza is a five-star hotel that has a high occupancy rate in the city of Bandung for the five-star segment with an average occupancy of above 50%. . However, all these advantages do not make Crowne Plaza the top occupancy five star hotel in Bandung. The results of the research show that product attributes consisting of security, quality & dependability, reputation, physical appearance, location and price have a significant influence on the decision to stay overnight. The results of research on sales promotions consisting of Corporate Rate price, Credit Card Discounts and Bundle Event promos have a significant influence on consumer purchasing decisions. Likewise, from the results of research that the author has researched, it is known that product attributes and sales promotions have a significant influence on the decision to stay at the Crowne Plaza Hotel Bandung. Based on the results of calculations carried out by the author, the influence of product attributes and sales promotions on the decision to stay at the Crowne Plaza Hotel Bandung is in the strong category. Product attributes (X1) and sales promotions (X2) together influence the decision to stay (Y) by 59.6% and the remaining 16.34% taken from the epsilon number in Figure 1 of the path diagram is influenced by other factors that were not included in the research.

Financial Analysis of Hyatt Hotels Corporation

Due to the epidemic, as well as the implementation of restrictions, the hotel industry has had a significant impact. Taking Hyatt Hotel as the entry point, this paper analyzed Hyatt Hotel's operating status and recovery from the epidemic by comparing the important accounting elements and financial ratio in different dimensions with the other three hotels, based on the financial data from their annual reports (Intercontinental Hotels Group, Carnival Corporation, and H World Group). Through the research, it is found that with the reduction of the restrictive policy, Hyatt recovered well from the epidemic, especially in the factors of net income gained the highest profit among the peers, and the ROE which has a much higher level than its peers at the same time they maintain a low long-term debt ratio. Also, its comprehensive operating condition was greater than that of its peers. However, there are still opportunities and challenges in the future, and it still needs to wait and see what happens next.

МІЖНАРОДНІ ГОТЕЛЬНІ МЕРЕЖІ: СУТНІСТЬ ТА ОСОБЛИВОСТІ В УМОВАХ ГЛОБАЛІЗАЦІЇ

The current trends and conditions of functioning of the world economy dictate new priorities and directions of development. Today tourism shapes the economy of many states, regions, becomes an important factor in the stable development of the global hospitality industry. One of the industries that has emerged as a leader in recent years is the hospitality industry. The tourism industry, and the hotel sector in particular, is a highly competitive market. Hotel chains are one of the main players in the global travel services market that gradually masters the learn new segments market. The article analyzes the current state and trends in the development of international hotel chains, highlights the concepts of "hotel chains," which are provided by leading scientists in the field of tourism and on their basis the author's interpretation of the definition of "hotel chain." The article presents the types of competitive advantages of the network form of hotel business organization, highlights the fundamental principles of international hotel chains in the global context, considers the groups of environmental factors that influence the activities of international hotel chains in the context of globalization. This study examines the effects of both market competition on the efficiency of the hotel industry. The article analyzes the dynamics of functioning of international hotel chains of the world hotel business by the number of hotels and number of rooms for the period 2016–2021, shows the competitive advantages of international hotel chains. The first positions in the ranking of international activities of hotels by room fund are occupied by: Marriott International, Jin Jiang International (Holdings) Co., Ltd. Hilton Worldwide, Inter Continental Hotel Group (IHG), Wyndham Hotel Group, AccorHotels, Huazhu Group Ltd, Choice Hotels International BTG Homeinns Hotels (Group) Co, BWH Hotel Group, which show a steady growth of their business.

Blurred lines: comparing room rates, star-ratings, and user-generated contents for full-service and select-service hotels

The relatively low cost to build select-service hotels coupled with increased competition in this segment has led to innovations that may have blurred the lines between full-service and select-service hotels. This study compares consumer perceptions of select-service and full-service hotels by comparing the best available rates and consumer-generated reviews from two sets of full-service and select-service hotels from Intercontinental Hotel Group and Hilton. This study found that brand, not segment, affected room rate while select-service hotels had significantly higher star-ratings than full-service hotels. For revenue managers, this study indicates that consumers are willing-to-pay a premium for hotels in certain brands.

FRANCHISING AS A STRATEGY OF ENTERING FOREIGN MARKETS IN THE HOTEL INDUSTRY

Objectives: This paper aims to provide the theoretical basis of a franchise business with particular reference to the hotel industry. In addition, this paper aims to provide a detailed analysis of the world's most prominent franchises in the hotel industry and compare the situation in Croatia to the rest of the world. Methods: Almost half (47%) of all franchised hotels globally are owned by four large franchise chains: Accor, Marriott International, Hilton and InterContinental Hotels Group. In order to provide the essential theoretical knowledge about the franchise and franchise business, these four hotel franchises are analyzed. Results: Franchise business presents an excellent opportunity for future hotel owners. However, the analyzed hotel groups do not offer direct or indirect financing forms to help interested entrepreneurs enter into a franchise business. Conclusion: A franchise business is an attractive entrepreneurial alternative for entrepreneurs who have lack of knowledge and lack of capital. The franchise business in the hotel industry in the Republic of Croatia is present but not to the same extent as in other tourist developed countries. Therefore, it is necessary to design appropriate sources of financing that would facilitate entry into the franchise relationship.

A CASE STUDY OF KNOWLEDGE MANAGEMENT PRACTICES AT THE INTERCONTINENTAL HOTELS’ GROUP

Purpose of the study: This study aims to gain an understanding of how (and if) the InterContinental Hotels Group (IHG) manages knowledge to create value.
 Methodology: Publicly available data about the IHG were assessed using Pawlowski and Bick’s (2015) Global Knowledge Management Framework (GKMFW) to determine the extent to which the IHG is implementing knowledge management (KM). Four experts reviewed the findings for validation.
 Main findings: Knowledge management (KM) practices are used by the IHG at a basic level. Data collected in this study indicate that the IHG is not connecting KM processes in its strategy. This research highlights that the IHG and potentially other hotel companies could integrate KM to enhance their performance.
 Applications of this study: The study’s findings are important for hotel industry stakeholders (academics, hotel executives, owners, etc.), assisting them to better understand “hotel KM”. Stakeholders are encouraged to implement holistic and purposeful KM programs (i.e., a framework), potentially delivering more value to their organizations.
 Novelty/Originality of this study: This study is the first attempt to investigate KM activities in one major standard-setting hotel company (SSHC), as defined by Boardman and Barbato (2008). It highlights the limitations in hotel-specific KM research and the limited way in which KM is being applied in the InterContinental Hotels Group (IHG). It not only identifies a gap in the literature about KM in the hospitality industry but starts to fill this gap.

Programi lojalnosti u hotelijerstvu na primeru hotela Holiday Inn Suschevsky

This paper will present one of the basic aspects of the formation of constant priorities of the company - customer loyalty, on the example o f the hotel market in the Russian Federation. The hotel market in the Russian Federation is a developing segment with noticeable growth potential. This fact is confirmed by the increased number of investments through the appearance on the market o f large international hotel chains such as The Rezidor Hotel Group, Inter Continental Hotels Group, Marriott International. Research, analysis and constant work on achieving consumer loyalty is an important topic among marketers. More specifically, the topic of loyalty programs that enable companies regular consumers, and thus the growth and development of their company, is very current. Accordingly, a topic was chosen that represents such analysis in a completely different, non-competitive market for us, which can bring interesting and important examples and conclusions that can be implemented.

GEOSPATIAL FEATURES OF HOTEL CHAINS OF EUROPE AND UKRAINE

Problem Statement and Purpose. Question development and becoming of international hotel chains in the world, economic mechanisms of their functioning in a market environment dedicated work of many scientists and researchers, but the territorial aspect with virtually no highlights. The purpose is to highlight the peculiarities of the distribution of natural chains and their role in the modem hospitality industry, as well as to identify the advantages and disadvantages of the association of hotels, possible perspectives and problems of the development of hotel chains in Ukraine.Data A Methods. The basis of this article is the statistical material on the territory of the statistical sendee of the European Commission and the State Statistics Sendee of Ukraine, as well as the existing theoretical-methodological and methodological developments, which are outlined in scientific works. The methodological basis of the basic concepts and definitions are the fundamental provisions of the theory of social geography, recreational geography and tourism, hi the process of research, such methods of geographic research as descriptive, complex, analytical, statistical, cartographic, method of analysis and comparison were used. Literary sources were also selected according to the topic.Results. Modem world-class hotel chains have become American and European TNCs. in particular Wyndham Hotel Group. Choice Hotels International. InterContinental Hotel Group. It is established that the number of hotel chains in the world increasesevery year, which indicates the expediency and cost-effectiveness of the network form of cooperation in the hotel business. Of course, the most famous are those hotel chains that operate on many states, and arenot limited to the control of hotels in one country. Thus. Bass Hotels has hotels in 98 countries. Best Western Int. in 84 countries. Accor - in 81 countries. Starwood Hotels - in 80 countries. Carlson Hospitality Worldwide - in 57 countries. It was found that among the individual European countries, the leaders in the hotel industry in terms of infrastructure capacity are: Italy. Germany. France. Spain. England. Austria. Greece. Switzerland. Leaders of the European hotel the industry at the pace of growth of the hotel fund are Spain and Germany. There are more than 4.3 thousand establishments in Ukraine that can accommodate over 4.2 million people. It is estimated that there are only 16 hotel chains in Ukraine, which include Reikartz Hotel Group. Radisson Blu Hotels & Resorts. Reno. Swissotel Hotels & Resorts. Ramada Worldwide, etc. Apart from the well-known international brands, there are national chains in Ukraine. The most famous brands are Royal Hospitality Group hotels (9 hotels). Premier-Hotels (7 hotels). and Reikartz. which is the most dynamically developing, focused on the middle class of consumers. Ukraine should pay attention to the development of organized tourism, which is one of the major sources of growth in demand for hotel services and allows attracting large investments in the hotel infrastructure of the country.

Intercontinental Hotel Group's Exit from Nigeria: Analysis of a Receiver/Manager's Discretion to Repudiate Pre-Receivership Contracts

Intercontinental Lagos Hotel has been rechristened “Lagos Continental Hotel”. The renaming of the 358-room five-star hotel followed the termination of a six-year Hotel Management Agreement (“HMA”) between the hotel owners, Milan Industries Ltd (Milan) and multinational hotels company, Intercontinental Hotels Group (“IHG”). On 3 January 2018 IHG issued a notice of termination of the HMA with effect from 18 January 2018. IHG alleged non-cooperation by Milan’s receiver/manager in ensuring that the hotel avoided a material breach of the HMA and maintained its operating licence. IHG further alleged Milan owed IHG NGN995,223,818 in fees. The financial woes of Milan came into limelight in May 2017 when a Federal High Court ordered the takeover of the hotel by a receiver/manager appointed by Skye Bank Plc. Court processes showed that Skye Bank granted Milan loan facilities of US$29.8million and NGN3.8billion and an overdraft facility of NGN500million. The facilities were to finance the construction of the hotel. The loans were secured by a deed of legal mortgage which covered the hotel. Milan reportedly defaulted resulting in the appointment of the receiver/manager.

Transformacija finansijske funkcije u informatičkoj eri studija slučaja Intercontinental Hotels Grupa

The global economy and society are experiencing a transformation from the industrial era to the informational era. In this digital environment information flow is accelerating affecting the change in business operations and creating pressure on the organizational structure. In this paper, the transformation of the financial function was presented using case study of one of the world's leading hotel corporations InterContinental Hotels Group (IHG). The traditional duties and structure of the financial function were analyzed and an insight into their transformation was presented with a special attention drawn to the role of new technologies. The IHG case study reveals the ways to determine the operational efficiency of the most important financial and information systems in hotel management. A special consideration is given to the role of information technologies in the control function within the financial sector. Since the paper presents a case study of a single corporate chain, it leaves research space to test the model on the transformation of other corporate chains, as well as on independent hotels.

Editorial

The world of corporate citizenship is diverse and growing in scope and scale. Often still used interchangeably with corporate responsibility, corporate sustainability and other related concepts, the diversity of terminology in this wide field of inquiry and practice continues. For example, the world's largest oil and gas corporation Exxon-Mobil headquartered in Irving, Texas, USA publishes an annual Corporate Citizenship Report which in the words of the company's former Chairman and CEO Rex W. Tillerson “provides a view of how we work to help power the world's progress.” In comparison, the world's largest hotel company by revenue InterContinental Hotels Group (IHG) with its headquarters in Denham, Buckinghamshire, UK produces an annual Responsible Business Report, which includes a stated commitment “to ensuring a positive impact on the lives of all people that interact with IHG.” Other leading companies in different industries and cultural contexts publish reports under many different titles, for example Sustainability Review, Report to Society and Sustainable Development Report, broadly covering similar kinds of issues. Differences in terminology aside, as David F. Thomas, Michael Kimball and Diane Suhr of the University of Northern Colorado reminded us in JCC 63, corporate citizenship and related concepts “point in the same direction: throughout the industrialized world and in many developing countries there has been a sharp escalation in the social roles corporations are expected to play” (p. 17).

A history of revenue management and the advent of next-generation RM

The arrival of price transparency and dynamic pricing in the travel and hospitality industries – fueled by the rise of the Internet and a dynamic hyper-informed consumer – demands a fresh approach to traditional Revenue Management (RM). This article explores how these disruptive changes resulted in Pricing and RM innovations that led to the rapid expansion of the discipline into industries such as automotive, cruise lines and retail. In addition, the article provides real-world examples of innovative RM strategies undertaken by companies such as InterContinental Hotels Group, which decided to make a giant leap from traditional yield management to price optimization, then continued to leverage predictive analytics coupled with RM capabilities.

Практика функционирования хозяйственной службы: зарубежный и отечественный опыт

The article is devoted to the peculiarities of functioning of the household service on the material of the
 InterContinental Hotels Group (IHG) which is the largest international hotel chain by number of rooms; in
 particular they examine the Holiday Inn Express Rolling Meadows, USA, and the hotel “ Vostok” located in
 Tyumen, Russian Federation. They examine the standard of housekeeping, cleaning technology and the order
 of service. The author characterizes timing parameters for the service and the number of personnel involved in
 the service. They say about the service stages of rooms. The completeness of the house cleaner carts characterize
 on the material of Holiday Inn Express Rolling Meadows. It can have: the cleaner, the laundry bag, trash bag,
 broom, and dustpan, chemicals, funds for a complete bathroom, linen, towels, bathrobes, kitchenette, dry
 cloth for cleaning bathrooms, sponge, brush, plunger, bucket, notepads and pens. They examine its movement
 when cleaning room stock. The article proposes speech clichés and communicative strategies used by the house
 cleaner while cleaning the rooms (in particular, the phrase on the plates’ clean rooms). The author makes
 the conclusion that clean technologies in the hotel Vostok and the Holiday Inn, despite the absence of unified
 standards, have many things in common. Even if there are differences in the process of cleaning (for example,
 a cart in the hotel Vostok is less than in the Holiday Inn Express Rolling Meadows), they are based on rational
 conditions (there are special rooms for maids in the hotel to fill the cart). Generally, the author notices the
 importance of the house cleaner in the functioning of a household service, because the cleanliness of the room,
 and thus profits of the hotel depends on this profession.

The Future Impact of Changes in Rate Parity Agreements on Hotel Chains: The long-term implications of the removal of rate parity agreements between hotels and online travel agents using closed consumer group booking models

ABSTRACTThe Office of Fair Trading, a not-for-profit and non-ministerial government department of the United Kingdom (from April 2014 incorporated within the Competition and Markets Authority), investigated the legality of rate parity from 2012, particularly rate parity agreements made between Intercontinental Hotel Group, Booking.com, and Expedia. Consequently, these major hotel brands and agents have committed to remove rate parity for closed consumer groups. This article identifies confusion over such groups and longer term implications. Smaller agents will enter the market, leading to increased fragmentation and competition. Branded hotels will face tough challenges in protecting prices and value from aggressive agents suddenly facing a more competitive market and independent hoteliers able to establish effective relationships with the new, smaller agents.

Think bigger: developing a successful big data strategy for your business

Big data - the enormous amount of data that is created as virtually every movement, transaction, and choice we make becomes digitized - is revolutionizing business. Offering real-world insight and explanations, this book provides a roadmap for organizations looking to develop a profitable big data strategy ...and reveals why it's not something they can leave to the I.T. department. Sharing best practices from companies that have implemented a big data strategy including Walmart, InterContinental Hotel Group, Walt Disney, and Shell, Think Bigger covers the most important big data trends affecting organizations, as well as key technologies like Hadoop and MapReduce, and several crucial types of analyses. In addition, the book offers guidance on how to ensure security, and respect the privacy rights of consumers. It also examines in detail how big data is impacting specific industries - and where opportunities can be found. Big data is changing the way businesses - and even governments - are operated and managed. Think Bigger is an essential resource for anyone who wants to ensure that their company isn't left in the dust.

InterContinental Hotels says “Bravo” to 33,000 employees worldwide

Purpose – Explains how a global employee-recognition program was introduced at InterContinental Hotels Group and the benefits this has brought. Design/methodology/approach – Gives the reasons for the program and explains how it was delivered through a partnership with Globoforce, a provider of social-recognition systems. Findings – Reveals that the Bravo employee-recognition program is helping to inspire and engage employees, measure and manage the company's winning-ways culture around the world and attract and retain talent. Practical implications – Explains how the program improves the service the hotel offers to its guests and so helps to increase profits. Originality/value – Reveals how InterContinental Hotels Group has harnessed the power of cloud computing to establish a truly global employee-recognition system.

Retail Price Optimization at InterContinental Hotels Group

PERFORMSM with price optimization is the first large-scale enterprise implementation of price optimization in the hospitality industry. The price optimization module determines optimal room rates based on occupancy, price elasticity, and competitive prices. The approach used is a major advancement over existing revenue management systems, which assume that demands by rate segments are independent of price and of each other. As of this writing, over 2,000 InterContinental Hotels Group (IHG) hotels use the price optimization module; all IHG properties will eventually use it. To date, price optimization has achieved $145 million in incremental revenue for IHG. At full rollout, we anticipate that this capability will generate approximately $400 million per year.

Satisfying the C-suite: What C-level officers expect and need

On 14–15 October 2010, the sixth annual Revenue Management (RM) and Price Optimization conference was held at the Georgia Institute of Technology. This article summarizes key discussions that emerged from the conference and highlights the experiences of two companies portrayed in keynote addresses given by Tom Seddon, Executive Vice President and Chief Marketing Officer of the InterContinental Hotels Group and Brian Rice, Executive Vice President and Chief Financial Officer of Royal Caribbean Cruises, Ltd.

The Implementation of DSpace at the InterContinental Hotels Group

The InterContinental Hotels Group (http://www.ihgplc.com) is the world’s largest hospitality and accommodation provider by room count. 2002 was a banner growth year for the corporate and the volume of customer relationship management projects and resulting reports posed a digital retention problem. To address their knowledge management challenge, the Decision Science Support department initiated a digital repository and archiving project. The original project scope was for a departmental solution but after implementation, other departments quickly realized the value of virtual communities of practice and the Decision Science Support department made the DSpace platform available to the global enterprise.