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APPENDIX
Table 1 Interviewees List
Interviewee Hotels Department Position Nationality
No.1 Mr. Ken Tan Renaissance Beijing Sales&Marketing Manager Chinese/HongKong
No.2 Mz. Q. Jing Renaissance Beijing HRM Department Manager Singaporean
No.3 Mr. Joseph.To Shanghai HongQiao Resident Manager Manager Chinese/HongKong
No.4 Mr. J. Cao Shanghai HongQiao Sales&Marketing Manager Chinese
No.5 Mr.Edmund Kao China Hotel Sales&Marketing Manager Chinese/HongKong
No.6 Mz. C. Bing China Hotel HRM Department Manager Chinese
No.7 Mr. Macheal Lew Grand New world Hotel General Manager Manager Singaporean No.8 Mz. Ming Xia Grand New world Hotel Sales&Marketing Manager Chinese No.9 Interviewed staff Renaissance Beijing Sales&Marketing Employee Chinese No.10 Interviewed staff Renaissance Beijing HRM Department Employee Chinese No.11 Interviewed staff Shanghai HongQiao HRM Department Employee Chinese No.12 Interviewed staff Shanghai HongQiao Sales&Marketing Employee Chinese No.13 Interviewed staff China Hotel Sales&Marketing Employee Chinese
No.14 Interviewed staff China Hotel HRM Department Employee Chinese
No.15 Interviewed staff Grand New world Hotel Sales&Marketing Employee Chinese No.16 Interviewed staff Grand New world Hotel HRM Department Employee Chinese
Table 2 Summary of Propositions& Empirical Cases
Propositions Results Empirical Cases of Marriott Hotels in China Supported Relations P1. Local demand difference will be positively related to one’s localization activities. Not confirmed in general, but be supported in specific relationship.
Different room prices and services; focus on different customer groups.
Different local economy, position and demand in different locations.
Local demand is positively related to the localization of business behavior. P2.1. Business & management culture distance facilitates one’s localization activities. Not confirmed in general, but be supported in specific relationship.
Unique Chinese cultural heritage of philosophy, society structures and administrative bureaucracy.
2 P2.2 Customers’ consumption cultural distance facilitates one’s localization activities. Not confirmed in general, but be supported in specific relationship.
Various special promotion price or business plans for the Chinese Spring Festival and other local vacations.
New aimed clients and market niches. Proper decoration in hotel and various service supplies. Customers’ consumption cultural distance facilitates the localization of business behavior. P3.1
.
The influence of local government governance is related to the localization activities positively. Not confirmed in general, but be supported in specific relationships.Local industrial guidance and macro-administrations.
State-owned status and raised price of China hotel and the other local hotels.
Related policies: the minimum wage standards, the annual financial auditing and the “ help-poor foundation”, etc.
The influence of local government governance is positively related to the localization of business behavior and human resource. P3.2
.The fitness of
local labor is related to the localization activities positively. Not confirmed in general, but supported in specific relationship.The increased quality of local employees and relatively low wage.
The important role of capable Chinese managers.
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Figure 1 Framework of Localization
P1 P2.1 P2.2 P3.1 P3.2
Internationalization
A
da
pta
tio
n
Local
Demand
Difference
-Local preferences & requirements for hotels’ service and facilities.
Culture
Distance
Local Industry
Environment
Localization
Business
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