The Cultural Differences International Hotel Companies Encounter in China—Reflected by a Case Study
The Cultural Differences International Hotel Companies Encounter in China—Reflected By A Case Study
Chapter One Introduction
“This is the age of global economy in which resource supplies, product markets and business competition are worldwide rather than merely in local or national scope.”
“The global economy offers great opportunities of worldwide sourcing, production, and sales capabilities.” Nevertheless, when companies stretch their leg to the world, they have to face many challenges caused by the process of globalization. Cultural differences are the inevitable question they have to encounter.
During my internship period, I worked as a receptionist in Park Plaza Beijing Science Hotel, which is managed by Carlson, a global hospitality and travel company. In my research paper I will take Carlson Hotels as a main example to make a deep analysis about what are the popular cultural differences that multinational corporation encounters in China and what conflicts those cultural differences will cause.
Carlson is a family-owned, global hospitality and travel company. Headquartered in Minneapolis, Minn., Carlson encompasses 1,077 hotels in 81 countries and territories; 924 restaurants in 61 countries and territories; and a majority stake in Carlson Wagonlit Travel, the global leader in business travel management, which operates in 153 countries and territories. My concentration will be on the area of its hotels in China.
The Carlson Rezidor Hotel Group is one of the world’s largest and most dynamic hotel companies. It has a fantastic portfolio of 1,319 hotels in operation and under development, a global footprint covering 81 countries and territories and a powerful set of global brands: Radisson Blu, Radisson, Park Plaza, Park Inn by Radisson, Country Inns & Suites By Carlson and Hotel Missoni.
Until the October 14th of 2010, throughout China there have been 10 hotels managed by Carlson Company in operation and 11 ones have been contracted. In
Chapter One Introduction
“This is the age of global economy in which resource supplies, product markets and business competition are worldwide rather than merely in local or national scope.”
“The global economy offers great opportunities of worldwide sourcing, production, and sales capabilities.” Nevertheless, when companies stretch their leg to the world, they have to face many challenges caused by the process of globalization. Cultural differences are the inevitable question they have to encounter.
During my internship period, I worked as a receptionist in Park Plaza Beijing Science Hotel, which is managed by Carlson, a global hospitality and travel company. In my research paper I will take Carlson Hotels as a main example to make a deep analysis about what are the popular cultural differences that multinational corporation encounters in China and what conflicts those cultural differences will cause.
Carlson is a family-owned, global hospitality and travel company. Headquartered in Minneapolis, Minn., Carlson encompasses 1,077 hotels in 81 countries and territories; 924 restaurants in 61 countries and territories; and a majority stake in Carlson Wagonlit Travel, the global leader in business travel management, which operates in 153 countries and territories. My concentration will be on the area of its hotels in China.
The Carlson Rezidor Hotel Group is one of the world’s largest and most dynamic hotel companies. It has a fantastic portfolio of 1,319 hotels in operation and under development, a global footprint covering 81 countries and territories and a powerful set of global brands: Radisson Blu, Radisson, Park Plaza, Park Inn by Radisson, Country Inns & Suites By Carlson and Hotel Missoni.
Until the October 14th of 2010, throughout China there have been 10 hotels managed by Carlson Company in operation and 11 ones have been contracted. In