DOCSLIB.ORG

Universidade Federal De Santa Catarina Centro De Filosofia E Ciências Humanas Programa De Pós-Graduação Em Geografia

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Universidade Federal De Santa Catarina Centro De Filosofia E Ciências Humanas Programa De Pós-Graduação Em Geografia 1 UNIVERSIDADE FEDERAL DE SANTA CATARINA CENTRO DE FILOSOFIA E CIÊNCIAS HUMANAS PROGRAMA DE PÓS-GRADUAÇÃO EM GEOGRAFIA GEOGRAFIA DAS REDES HOTELEIRAS MUNDO, BRASIL E SANTA CATARINA DOUTORADO Fabíola Martins dos Santos Florianópolis 2012 1 UNIVERSIDADE FEDERAL DE SANTA CATARINA PROGRAMA DE PÓS-GRADUAÇÃO EM GEOGRAFIA Fabíola Martins dos Santos GEOGRAFIA DAS REDES HOTELEIRAS MUNDO, BRASIL E SANTA CATARINA Tese apresentada a Banca Examinadora do Programa de Pós- Graduação em Geografia da Universidade Federal de Santa Catarina, como requisito para a obtenção do Grau de Doutor em Geografia. Orientador: Prof. Dr. José Messias Bastos. Co-orientadora: Prof. Dra. Raquel Maria Fontes do Amaral Pereira. Área de concentração: Desenvolvimento Regional e Urbano. Linha de pesquisa: Formação Sócio Espacial: Mundo/Brasil/Regiões. Florianópolis 2012 2 Ficha de identificação da obra elaborada pelo autor, através do Programa de Geração Automática da Biblioteca Universitária da UFSC. Santos, Fabíola Martins dos Geografia das redes hoteleiras Mundo, Brasil e Santa Catarina [tese] / Fabíola Martins dos Santos ; orientador, José Messias Bastos ; co-orientadora, Raquel Maria Fontes do Amaral Pereira. - Florianópolis, SC, 2012. 397 p. ; 21cm Tese (doutorado) - Universidade Federal de Santa Catarina, Centro de Filosofia e Ciências Humanas. Programa de Pós-Graduação em Geografia. Inclui referências 1. Geografia. 2. Geografia econômica. 3. Redes hoteleiras. 4. Turismo. I. Bastos, José Messias . II. Pereira, Raquel Maria Fontes do Amaral. III. Universidade Federal de Santa Catarina. Programa de Pós-Graduação em Geografia. IV. Título. 3 5 Dedico este trabalho a minha vó Silvia, aos meus pais e a minha filha Júlia, a esta família linda que sempre me apoiou em todas as etapas da minha vida profissional e acadêmica. 7 AGRADECIMENTOS Seria impossível nomear todos que contribuíram em vários momentos para elaboração desta Tese. Entre tantos a quem devo agradecimentos, expresso aqueles com quem compartilhei as minhas angústias durante a elaboração desse trabalho: Aos meus pais Djalma e Aurora meus grandes incentivadores e a minha filha Júlia minha fonte de energia e inspiração. Á Kadine Bender dos Santos pela amizade e apoio na finalização do trabalho. Aos amigos de todas as horas, Cassiano Borges, Gustavo Maresch, Fernanda Crespo, Bianca Antonini e Nicole Pelaez pelos momentos de descontração e pelas palavras de incentivo. Aos meus colegas do Instituto Federal de Educação, Ciência e Tecnologia de Santa Catarina, em especial Flavia Baratieri Losso e Vinícius De Lucca Filho, manifesto a minha gratidão pela amizade, apoio e pelas contribuições na realização deste trabalho. Ao Prof. José Messias Bastos, meu muito obrigado pela paciência e orientação ao longo de todos esses anos. À Profª Raquel Maria Fontes do Amaral Pereira, minha mentora e amiga. Sou sempre grata pela confiança e orientação em todas as etapas da minha vida acadêmica. Aos professores membros da banca examinadora meus agradecimentos pelas contribuições. À minha família pelo amor, carinho e proteção, sem os quais tudo teria sido muito mais difícil. 9 A vida é o dever que nós trouxemos para fazer em casa. Quando se vê, já são seis horas! Quando de vê, já é sexta-feira! Quando se vê, já é natal... Quando se vê, já terminou o ano... Quando se vê perdemos o amor da nossa vida. Quando se vê passaram 50 anos! Agora é tarde demais para ser reprovado... Se me fosse dado um dia, outra oportunidade, eu nem olhava o relógio. Seguiria sempre em frente e iria jogando pelo caminho a casca dourada e inútil das horas... Seguraria o amor que está a minha frente e diria que eu o amo... E tem mais: não deixe de fazer algo de que gosta devido à falta de tempo. Não deixe de ter pessoas ao seu lado por puro medo de ser feliz. A única falta que terá será a desse tempo que, infelizmente, nunca mais voltará. (Mario Quintana) 11 RESUMO Este trabalho apresenta os resultados empíricos de uma investigação que analisa o setor hoteleiro em Santa Catarina, a partir do desenvolvimento das redes hoteleiras no Brasil e no mundo. O estudo permitiu compreender o quadro de relações responsáveis pelo crescimento da atividade turística e a expansão das redes de hotéis nacionais, internacionais e regionais no território catarinense. O referencial teórico apresentado no trabalho toma como ponto de partida a análise da realidade socioespacial - com base nas ideias de Armen Mamigonian -, utilizando o paradigma de formação socioespacial para explicar a formação socioeconômica catarinense a partir de uma perspectiva teórica marxista. Para explicar a formação social e econômica brasileira, recorreu-se a Ignácio Rangel no que se refere à teoria das dualidades e da evolução cíclica da economia capitalista, inserindo os negócios da hotelaria no contexto. O turismo constitui uma importante fonte econômica para Santa Catarina, por seus diversos atrativos paisagísticos e complexos turísticos. O setor hoteleiro é bastante diversificado e vem buscando seguir e adequar-se às especificidades de cada região do Estado. Santa Catarina conta somente com 34 hotéis vinculados a redes hoteleiras internacionais, nacionais e regionais, dos quais 44% pertencem a uma única rede Internacional - a Accor -, 50% pertencem a redes Nacionais e apenas 6% são de redes regionais. As redes Hotel 10 e Le Canard são catarinenses com sede em Joinville. Esta pesquisa demonstrou que a existência de redes hoteleiras no território considerado é de baixa concentração frente à presença maciça dos hotéis independentes, principalmente familiares. Este estudo permitiu confirmar que o capitalismo engendrado nas áreas de pequena produção mercantil do território catarinense deu origem aos primeiros empreendimentos inicialmente modestos no setor hoteleiro, aproveitando as oportunidades lucrativas que iam surgindo, na medida em que se desenvolviam as diferentes regiões do Estado, sendo a distribuição geográfica das redes hoteleiras privilégio dos centros mais adensados como Florianópolis e Joinville e a sua expansão relacionada ao desenvolvimento do turismo de negócios e de eventos e não ao turismo de lazer. A estratégia utilizada pelas redes hoteleiras para a sua expansão deu-se a partir da associação com investidores de Santa Catarina oriundos da pequena produção mercantil que, inclusive, souberam aproveitar das políticas fomentadoras do turismo. Palavras-chave: Geografia Econômica. Redes Hoteleiras. Turismo. 13 ABSTRACT This thesis presents the empirical results of an investigation that aimed to analyze the hotel sector in Santa Catarina, as from the development of hotel chains in Brazil and around the world. This study permitted to comprehend the relationship framework responsible for the growth of tourism and the expansion of national, regional and international hotel chains in the territory of Santa Catarina. The theoretical framework in this study has as its starting point the analysis of the socio-spatial reality, based on the ideas of Armen Mamigonian, applying the paradigm of socio- spatial formation in order to explain the socioeconomic situation of Santa Catarina from a Marxist theoretical perspective. To explain the Brazilian socio-economic formation, reference to Ignacio Rangel was provided, regarding to the theory of dualities and the cyclical evolution of the capitalist economy, including the hotel business in this context. Tourism is an important economic source for the state of Santa Catarina, due to its scenic and landscape attractions as well as touristic complexes available. The hotel industry is quite diverse and it has been attempting to follow and to adapt to the specificities of each region of the state. Santa Catarina has only 34 hotels linked to international, national and regional hotel chains, of which 44% belong to a single International hotel chain, Accor, 50% belong to national chains and only 6% belong to regional chains. The hotel chains - Hotel 10 and Le Canard - are from Santa Catarina, headquartered in Joinville. This research shows that there is a small concentration of hotel chains in the territory considered when compared to the massive presence of independent hotels, especially family-owned hotels. This study confirms that capitalism engendered in the areas of small production in the territory of Santa Catarina gave rise to the first initial modest ventures in the hotel industry, taking advantage of profitable opportunities which appeared due to the development of the different regions of the state, being the geographical distribution of hotel chains a privilege of the most densely populated and urbanized centers, such as Florianópolis and Joinville, and its expansion is related to the development of business tourism and events and not to leisure tourism. The strategy used by the hotel chains towards their expansion started through their association with investors from Santa Catarina, who derived from small commodities production, who, for that matter, were able to take advantage of the instigating tourism policies. Keywords: Economic Geography. Hotel Chains. Tourism. 15 RESUMEN Este trabajo presenta resultados empíricos de una investigación que analiza el sector hotelero en Santa Catarina, a partir del desarrollo de las cadenas hoteleras en Brasil y en el mundo. El estudio ha permitido comprender el cuadro de relaciones responsables por el crecimiento de la actividad turística y la expansión de las cadenas de hoteles nacionales, internacionales y regionales en el territorio catarinense. El referencial teórico utilizado en el trabajo parte del análisis
Load more

Recommended publications
  • Japan's Third Hotel Indigo® to Open in the Popular Highland Destination Of
    For Reference Only September 10, 2020 Japan’s third Hotel Indigo® to open in the popular highland destination of Karuizawa in 2022 InterContinental Hotels Group (IHG®) and Tokyo Century Corporation have signed a management agreement to open Hotel Indigo Karuizawa in 2022. Located in Nagano, Karuizawa is a much-loved destination for Japanese and international travellers who appreciate outdoor activities, including golf and hiking, during its mild summers, and skiing and onsens (hot springs) during the winter. It’s also home to popular attractions such as the Kyu-Karuizawa old town and Karuizawa Prince Shopping Plaza. Hotel Indigo Karuizawa will draw on the story of the local neighbourhood to incorporate locally-influenced design and service, which is the signature of the Hotel Indigo brand. In addition to its 155 spacious and elegantly designed rooms across three wings, the hotel will also feature meeting facilities, a spa and a gym. Guests will also be able to take advantage of the dining options on offer, with a focus on local dishes using seasonal ingredients. - 1 - There is a growing momentum behind boutique and lifestyle hotels in Japan, as they offer a unique and distinctive service that appeals to a new generation of traveller. Hotel Indigo does just that, attracting curious and well-travelled global travellers with its local neighbourhood story in every detail, including hotel design and service. In fact, this will be Japan’s third Hotel Indigo, following the opening of Hotel Indigo Hakone Gora in 2020, and the upcoming Hotel Inuyama Urakuen Garden, which will open in mid-2021. IHG® Vice President, Development for Australasia, South Pacific & Japan, Abhijay Sandilya commented: "Hotel Indigo is a brand that brings local neighbourhood stories to life, combining authentic local experiences, modern hotel design, intimate service and excellent local cuisine.
    [Show full text]
  • All Nippon Airways and Intercontinental Hotels Group ANNOUNCE JOINT VENTURE to CREATE JAPAN’S LEADING HOTEL GROUP
    Japan National Tourist Organization Contact: Marian Goldberg www.jnto.go.jp/ & www.japantravelinfo.com [email protected], 212-757-5641 x16 One Rockefeller Plaza, Suite 1250, New York, NY 10020 For Immediate Release All Nippon Airways and InterContinental Hotels Group ANNOUNCE JOINT VENTURE TO CREATE JAPAN’S LEADING HOTEL GROUP TOKYO, Japan, November 23, 2006 – ANA (All Nippon Airways) and InterContinental Hotels Group (IHG) signed a hotel operating joint venture to create what could be the biggest hotel operator in Japan, the world’s second largest hotel market in terms of number of rooms. The joint venture – to be named IHG ANA Hotels Group Japan – will officially commence on December 1, 2006. Britain’s IHG, which said it will invest $15 million for a majority stake in the joint venture, was selected as ANA’s partner after a highly competitive process. The strength of IHG’s family of brands, robust growth pipeline, international outlook and established operating systems made it the preferred partner for ANA, while ANA’s reputation for high quality standards and service made it an attractive partner for IHG. Both companies share corporate values and strategic objectives. ANA will sign new management contracts with IHG ANA Hotels Group Japan for its 13 owned and leased hotels (4,943 rooms). These hotels will, gradually over an 18 month period beginning in April 2007, be re-branded to one of the three co-brands created for Japan – ANA- InterContinental, ANA-Crowne Plaza and ANA-Holiday Inn. The flagship ANA Hotel Tokyo will be the first to be co-branded on April 1, 2007 as the ANA-InterContinental Tokyo.
    [Show full text]
  • Hotel Select Levels Participation
    Hotel Select Hotel Select Participation Levels Lesson: Hotel Select Levels of Participation Total Time: 30 minutes Content: 25 minutes Question/answer: 5 minutes Lesson Description: This lesson reviews the three levels of Hotel Select participation and includes: AccessPlus error responses and Integrated Hotel Source availability. Author: T.L.Colbert SME: Steven Murphy Approved: ÿ PowerPoint - 01 Welcome to Hotel Participation Levels ÿ PowerPoint - 02 Objectives After completing this lesson, you should be able to: · Determine levels of participation: non-AccessPlus, AccessPlus, and Hotel Source · List the differences among the three levels of participation · Locate a hotels General Overview page · Access Hotel AccessPlus error responses · List the features of Integrated Hotel Source availability 1 3/13/2003 Hotel Select Hotel Select Participation Levels þ Instructors’ Notes Hotel Select is one of the most advanced hotel packages in the industry. Hotel Select offers three levels of hotel participation in Worldspan’s Hotel Select: Hotel Source, AccessPlus, and non- AccessPlus. It features a geographical code system indexing over 200 hotel chains and 50,000 hotel properties. We first discuss non-AccessPlus. Non-AccessPlus hotel associates return a confirmation number after end transaction. (No symbol is used to identify non-AccessPlus participants.) Non-AccessPluss : Application Sharing 1. Access HC-NACCESS for a list of non-AccessPlus hotel participants. HC-NACCESS <Enter> HOTEL NON-ACCESS PLUS ASSOCIATES RX BRITISH TRAVEL AGENTS CA CAMELOT INTERNATIONAL DJ HARD ROCK HTLS RSTS AND CASINOS XX HOTEL AG HOTEL DES GOUVERNEURS HA HOTUSA HOTELS TS INTERNATIONAL TRAVEL IT INTERNATIONAL TRAVEL RESORTS IU INTOURIST TRAVEL LU LUXOR HOTEL MB MANDALAY BAY RESORT N CASINO MN MONTE CARLO RST CASINO )> þ Instructors’ Notes Non-AccessPlus hotels do not offer a confirmation prior to end transaction.
    [Show full text]
  • American Express® Rewards Card Benefits Terms and Conditions
    American Express® Rewards Card Benefits Terms and Conditions GENERAL TERMS & CONDITIONS To enjoy the privileges or benefits, Card Members must present their American Express Rewards Card and all charges must be made to the Card. Participation of merchants is subject to change without prior notice to Card Member. Information is correct as of time of publication and American Express reserves the right to change the benefits without notice. The provision of services, activities or benefits stated is the responsibility of the respective service establishment. American Express acts solely as a payment provider and is not responsible or liable in the event that such services, activities or benefits are not provided or fulfilled by the service establishment. Card Members acknowledge that any disputes in relation to the above are to be directed solely to the service establishment providing such services, activities or benefits. YOUR FAVOURITE 5 PLACES 50% bonus Membership Rewards points are awarded on the first S$5,000 spent at your selected Favourite 5 places in a calendar year (1 January - 31 December). For spend at Favourite 5 places exceeding this, you continue to earn 1 Membership Rewards point for every dollar spent. Spend cap for the American Express Rewards Card is subject to change without prior notice. Selection of Favourite 5 places is limited to once per calendar year. Favourite 5 is applicable at selected merchants in Singapore only where American Express Cards are accepted. Participation of merchants is subject to change without prior notice to Card Members. MEMBERSHIP REWARDS Membership Rewards Programme One point for every S$1 spent will be awarded as long as your Card Account remains valid and enrolled in Membership Rewards, and provided it remains in good standing and is not cancelled for any reason.
    [Show full text]
  • The American Express® Singapore Airlines Krisflyer Ascend Credit Card
    ® The American Express Singapore Airlines KrisFlyer Ascend Credit Card BENEFITS TERMS & CONDITIONS Information is correct as at 02 March 2016 and American Express reserves the right to change the benefits without notice. EARNING KRISFLYER MILES You can receive KrisFlyer miles for eligible purchases of goods or services at American Express merchants, subject to the following terms. To qualify for KrisFlyer miles, your American Express Singapore Airlines KrisFlyer Ascend Credit Card Account must be in good standing and not cancelled for any reason. The following types of charges are not purchases and not eligible for KrisFlyer miles: charges processed and billed prior to the date of enrollment or charges pre-paid on your Card Account prior to the first billing statement for that Card Account following the date of enrollment, interest charges, fees (including charges for dishonoured cheques), balance transfers, cash advances, refunds (including tax refunds for overseas purchases) and other credits to your Account. The following charges are also not eligible for KrisFlyer miles: amounts billed for, the purchase of American Express Travellers Cheque, the purchase of KrisFlyer miles to top-up your miles balance and the purchase and top-up of EZ-link cards. You will earn 1 KrisFlyer mile for every S$1.20 spent on eligible purchases. Only full miles are awarded. A fraction of one mile is rounded up from and including 0.50 miles and rounded down if it is less than 0.50 miles. Therefore, we will disregard and not accumulate a fraction of one mile that is less than 0.50 miles. Information is correct at time of print and American Express reserves the right to change the benefits without notice.
    [Show full text]
  • Aliseo References You’Re As Good As the Company You Keep !
    “At Your Service ...” Aliseo References You’re As Good As the Company You Keep ! Mit über 30 Jahre Erfahrung im internationalen Hotelgeschäft und mehr als 1 Million Installationen auf 6 Kontinenten haben ein einzigartiges Verständnis für neue Trends, kulturelle und geographische Unterschiede, Sicherheitsstandards und elektrische Voraussetzungen hervorgebracht. „Design-sensitive, klassische Produkte, technologisch ihrer Zeit voraus, erprobt im tagtäglichen Härtetest.“ Nachstehend nur einige unserer Referenzen von Hotels, die unsere Produkte einsetzen . With over thirty years of experience and more than 1 million installations on 6 continents, Aliseo has a unique understanding of hospitality needs - from design dictates and cultural sensitivities to electrical requirements and safety standards. By incorporating the latest technology with the needs of today’s travellers, Aliseo has developed a wide range of innovative products that bring value to the hotelier and convenience to their guest. A dedication to quality, design and innovation that is shared by many of the world’s top hoteliers. These are but a few . ALGERIA St. Antoner Hof St. Anton am Arlberg Sheraton Resort & Towers Club des Pins Biohotel Daberer St. Daniel Constantine Marriott Hotel Constantine Romantikhotel Weisses Rössl St. Wolfgang Le Meridien Oran Hotel Hochschober Turracher Höhe Sheraton Oran Hotel Oran Schlosshotel Velden am Royal Golden Tulip Skikda Wörthersee Renaissance - Tlemcen Hotel Tlemcen Seehotel Hubertushof Velden am Wörthersee Ana Grand Hotel Vienna ANDORRA
    [Show full text]
  • Hotel Staff and Services Improve Guest Satisfaction The
    J.D. Power Asia Pacific Reports: Hotel Staff and Services Improve Guest Satisfaction The Ritz-Carlton, Fujiya Hotel, JR Kyushu Hotel and Super Hotel Rank Highest in Hotel Satisfaction in Their Respective Segments TOKYO: 26 November 2014 — Enhancement of guest services and staff attentiveness increase guest satisfaction and their intent to stay at that hotel again, according to the J.D. Power Asia Pacific 2014 Japan Hotel Guest Satisfaction Index StudySM released today. The study, now in its ninth year, measures hotel guest satisfaction across seven factors: reservations; check-in/ check-out; guest rooms; food and beverage1; hotel services; hotel facilities; and cost and fees. Hotels are evaluated in four segments, which are based on the room rate per night and guest room size. The study finds that overall guest satisfaction is 40 points higher (on a 1,000-point scale) among guests who used a hotel service such as the fitness or bath facilities, laundry service, in-room service or Internet access than among guests who did not use a hotel service. Overall satisfaction is 70 points higher among guests who used multiple services. In addition, overall satisfaction among guests who have interaction with the hotel staff during their stay, such as a greeting from the housekeeping staff or a restaurant server is more than 50 points higher for high-price hotels (727 vs. 654) and more than 30 points higher for low-price hotels (642 vs. 592) than among guests who have no interaction with the hotel staff during their stay. Furthermore, satisfaction increased by an additional 50 points when guests indicated that the hotel staff “always smiled.” “Many hotel chains have made long-term investments to improve their properties, and are benefitting from increased satisfaction when their guests utilize their services,” said Chie Numanami, senior manager at J.D.
    [Show full text]
  • Quality Leadership in Hospitality and Tourism
    Quality Leadership in Hospitality and Tourism Professor Kaye Chon Chair Professor and Director School of Hotel & Tourism Management The Hong Kong Polytechnic University Your Career in Hospitality and Tourism • One of the most dynamic and fast developing industries: – Increasing leisure consumption in society – Aging of population – Emergence of leisure and travel as a “right” – Dynamic working environment – every day at work is different! • Mobility in global work environment The Word “Hospitality” • A concept difficult to translate • Many definitions of “hospitality” • Related to religious, social and cultural practices (e.g. feet washing practices) • “Pineapple” – a universal symbol of hospitality Hospitality Is a Religious Concept “Be joyful in hope. Be faithful in afflictions and pray in faith. Share with God’s people who are in need. Practice hospitality.” (Romans 12:13) But, the World You Will Get Into Is: Complex, competitive and volatile. Strategic thinking and planning more important than before. Prepare yourself! 4 Steps to Success 1. What do you know? 2. Who do you know? 3. Who knows you? 4. What do you do next? – Have a “vision” for your life. – What is the “purpose” of your life? Living vs. Life “We make a living by what we get. We make a life by what we give.” - Sir Winston Churchill Aspirations and Passion – Aim HIGH! – “Good enough” is never good enough. Your “Self Development”: 1. Define “Purpose” 2. Goal setting 3. Passion 4. Creativity 5. “Think out of a box”! 6. Integrity 7. Leadership – “Be somebody’s hero”! – “Leave
    [Show full text]
  • Poslovanje Hotelskih Preduzeća
    UNIVERZITET SINGIDUNUM Fakultet za turistički i hotelijerski menadžment Krunoslav Čačić POSLOVANJE hotelskih preduzeća Četvrto izmenjeno izdanje Beograd, 2013. POSLOVaNJe hotelskih preduzeća Autor: dr Krunoslav Čačić Recenzenti: dr Momčilo Milisavljević dr Slobodan Unković, emeritus Izdavač: UNIVERZITET SINGIDUNUM Beograd, Danijelova 32 www.singidunum.ac.rs Za izdavača: dr Milovan Stanišić Priprema za štampu: Novak Njeguš Dizajn korica: Aleksandar Mihajlović Godina izdanja: 2013. Tiraž: 330 primeraka Štampa: Mladost Grup Loznica ISBN: 978-86-7912-498-2 Copyright: © 2013. Univerzitet Singidunum Izdavač zadržava sva prava. Reprodukcija pojedinih delova ili celine ove publikacije nije dozvoljena. SADRŽAJ Predgovor VII Uvod IX Glava I Savremene tendencije u uSlužnim delatnoStima 1. Razvoj i karakteristike uslužnih delatnosti 1 2. Uslužni sektor u privrednom razvoju 5 3. Poslovna orijentacija uslužnih preduzeća 8 4. Međunarodna razmena usluga 11 5. Turističke usluge u međunarodnoj razmeni 12 Glava II turiStičko tržište i njegov uticaj na poSlovanje hotelSkih i drugih preduzeća 1. Tržišni odnosi u turizmu i pozicija preduzeća 17 2. Elastičnost turističke tražnje 19 2.1. Faktori elastičnosti turističke tražnje 19 2.2. Oblici primarne elastičnosti turističke tražnje 21 3. Sezonska koncentracija turističke tražnje 26 4. Potrošačke karakteristike turističke tražnje 28 5. Neelastičnost ponude na turističkom tržištu 31 Glava III Savremene tendencije u poSlovnoj orijentaciji hotelSkih preduzeća 1. Promene u poslovnoj orijentaciji hotelskih preduzeća 35 2. Međunarodni hotelski lanci 39 3. Eksterni faktori nastanka međunarodnih hotelskih lanaca 42 4. Interni faktori nastanka međunarodnih hotelskih lanaca 48 5. Korporativni hotelski lanci 50 5.1. Marka (brend) u poslovanju korporativnih hotelskih lanaca 50 5.2. Portfolio korporativnih hotelskih lanaca 55 5.3. Prednosti poslovanja u korporativnom lancu – primeri Hilton International i InterContinental Hotels Group 60 6.
    [Show full text]
  • USDA Purchase Mccs July 6 2016
    MCC List (as of 6 Jul 2016) MERCHANT CODE MERCH CAT CODE DESC STATUS 3009 AIR CANADA CLOSED 3019 GRMNWGAIR CLOSED 3060 NORTHWEST ORIENT CLOSED 3061 CONTINENTAL CLOSED 3068 AIRASTANA CLOSED 3072 CEBU PACIFIC-CEBU PAC CLOSED 3089 TRANSAERO CLOSED 3131 VLM AIRLINES--VLM CLOSED 3174 MIDSTATE AIRLINES CLOSED 3188 VIR EXP CLOSED 3196 HAWAIIAN AIR CLOSED 3251 ALOHA AIRLINES CLOSED 3253 AMERICA WEST AIRLINES CLOSED 3281 AIR DJIBOUTI CLOSED 3296 AIR BERLIN CLOSED 4511 OTHER AIRLINES CLOSED 3762 WHISKEY PETES HOTEL AND CASINO CLOSED 3763 CHATEAU ELAN WINERY AND RESORT CLOSED 3764 BEAU RIVAGE HOTEL AND CASINO CLOSED 3765 BELLAGIO CLOSED 3766 FREMONT HOTEL AND CASINO CLOSED 3767 MAIN STREET STATION HOTEL AND CLOSED 3768 SILVER STAR HOTEL AND CASINO CLOSED 3769 STRATOSPHERE HOTEL AND CASINO CLOSED 3771 CAESAR'S HOTEL AND CASINO CLOSED 3773 VENETIAN RESORT HOTEL AND CASINO CLOSED 3774 NEW YORK-NEW YORK HOTEL + CASINO CLOSED 3792 CLARIDGE CASINO HOTEL CLOSED 3796 PEPPERMILL HOTEL CASINO CLOSED 6529 REMOTE STORED VALUE LOAD-MEMBER FINANCIAL INSTITUTION CLOSED 6530 REMOTE STORED VALUE LOAD-MERCHANT CLOSED 6531 PAYMENT SERVICE PROVIDER-MONEY TRANSFER FOR A PURCHASE CLOSED 6532 PAYMENT TRANSACTION-MEMBER FINANCIAL INSTITUTION CLOSED 6533 PAYMENT TRANSACTION-MERCHANT CLOSED 6534 MONEY TRANSFER--MEMBER FINANCIAL INSTITUTION CLOSED 6535 VALUE PURCHASE--MEMBER FINANCIAL INSTITUTION CLOSED 6536 MONEYSEND INTRACOUNTRY CLOSED MCC List (as of 6 Jul 2016) MERCHANT CODE MERCH CAT CODE DESC STATUS 6537 MONEYSEND INTERCOUNTRY CLOSED 6538 MONEYSEND FUNDING TXN CLOSED
    [Show full text]
  • 2017Abc Premier Hotel Program
    2017 ABC PREMIER HOTEL PROGRAMTM Including: 2017 Participating Hotel Chains | Premier Privileges - Corporate Luxury Program Block Space Program | Loyalty Guide Swissôtel The Stamford The Plaza, New York Singapore Feel Welcome From the elegance of to the legendary opulence of New York’s The Plaza to the magnificent, Swissôtel The Stamford in Singapore, our iconic properties provide unparalleled luxury and superlative service in some of the world’s most celebrated destinations. For reservations, please book your ABC rate code. GDS chain code FW For more information, please visit www.AccorHotels.com Welcome TO THE 2017 ABC PREMIER HOTEL PROGRAM We are pleased to present the 2017 ABC Premier Hotel Program. Our unique program already is the broadest in the industry, but this year it is bigger than ever. Our global hotel network covers 8,800 cities in 163 countries, including 381 participating hotel chains and thousands of independent properties. ABC’s Premier Hotel Program offers more than just volume. Our hotel team has structured programs that equip you to provide value to your clients. More than half of the participating hotels are in our Better Than BAR program, providing a discount off the best available rate when you book using the ABC rate code. Premier Privileges, our corporate luxury program, connects you with over 520 participating 4- and 5-star properties offering high-touch services and amenities to meet the needs of your most demanding corporate and VIP travelers. The Premier Block Space program includes contracted inventory in 173 major business markets, setting aside rooms so you can book them for your clients in sold-out situations.
    [Show full text]
  • COVID-19'S Impact on the Anaheim-Santa Ana Lodging Market – May 2021 Update
    COVID-19’s Impact on the Anaheim-Santa Ana Lodging Market – May 2021 Update May 25, 2021 By Brittany A. Hart Given the impact of the COVID‐19 pandemic, the Anaheim‐Santa Ana lodging market faced Summary a downturn greater than the past two lodging‐market declines combined. During the Great [1] Recession, the Anaheim‐Santa Ana market’s occupancy fell roughly five points from 69% in In 2020 and early 2021, 2008 to 64% in 2009. In 2020, occupancy dropped from the 2019 benchmark of roughly Anaheim‐Santa Ana hotels to 43%, reflecting a 35‐point correction. Average daily rate ﴾ADR﴿ declined from $123 in suffered unprecedented 78% 2008 to $109 in 2009, an 11% drop. In 2020, ADR decreased approximately 19% from the declines in demand, similar rate achieved in 2019 ﴾$166 to $134﴿. Despite the downturn in 2020 and early 2021, the outlook for the market to most cities in the United is positive as the area benefits from the presence of several major demand generators, including Disneyland States, because of the COVID‐19 pandemic. How Resort and Knott’s Berry Farm amusement park. does this compare to the last recession? What factors are Anaheim‐Santa Ana: 2021–2024 Forecast contributing to the recovery? 1 Comments Source: STR (Historical Years) and HVS (Forecast) FILED UNDER CATEGORIES Major factors contributing to our forecast are summarized as follows: Market occupancy and ADR bottomed out in April 2020 at the height of the pandemic. Occupancy grew Hotel Operations slightly through September 2020 but declined from October 2020 through early 2021, as Southern Development & Construction California reimposed travel restrictions amid COVID‐19’s second wave.
    [Show full text]