Strategic Alliances in the Hospitality Industry

This report analyzes the strategic alliance between Crown Hotel and Melco Resort in the hospitality industry. It discusses the advantages of strategic alliances, such as brand recognition, economies of scale, and gaining market share. The report also highlights the impact of strategic alliances on innovation, technology usage, and revenue growth. The findings emphasize the importance of strategic alliances in achieving higher business scenarios and competitive goals.

Assessment

TABLE OF CONTENT
INTRODUCTION.....................................................................................................................................3
Main Body..............................................................................................................................................3
Strategic alliances..............................................................................................................................3
The various advantages with strategic alliances................................................................................5
CONCLUSION.........................................................................................................................................7
REFRENCES............................................................................................................................................8
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·INTRODUCTION
Strategic alliance can be understood as amalgamation and arrangement of varied
resources for beneficial projects which retain various services to extended customers and
developing higher range of functional development. The report analyses strategic alliance of
strategic alliance with discussion of how it enables to create better brand recognition in
various continents, advantages of strategic alliances and how it enables to exploit economies
of scale and wider market share government. Crown hotel is one of the biggest hospitality
brand within Australia and has branches, strategic alliances worldwide serving with the best
amenities and facilities. Melco resort in Macau is also one of the new company developing
strategic alliances with Crown hotel to serve people with wide range of best services.
·Main Body
·Strategic alliances
The hospitality industry is booming with strategic alliances where continents are
coming under strategic alliance with various organizations for higher range of consumers
segments, recognition of larger world networks within globalization and digital marketing
avenues. Strategic alliances have built wide scope and place within hospitality organizations
industry where it has opened up major pathways to enter new domains of innovation and
capital profit goals. The Crown Hotel is one of the biggest leading integrated resort, featuring
luxury accommodation facilities, world-class gaming zones, conferencing entertainment
services wide range of consumers within its world-class amenities.
Impact of strategic alliances
The hotel has created wide name of recognized goodwill standards by employment
contribution, employment training and also integrating wide range of diversity and inclusion
among major parameters (Li and Singal, 2019).
&
壱Crown hotel being one of the top high ranked hotel within hospitality industry in
different continents has went in international strategic alliances with various

companies in various continents. Melco in Macau is one of the most advanced
integrated resort company with entertainment, casino and gaming services which has
built strategic alliance with Crown hotel that believes in social responsible goals,
highly world class innovative integration resorts operations and partnerships with key
elements to reach onto larger goals. The hospitality companies strategic alliance has
been proved to be not only fruitful with high revenue goals and better recognition
onto various parameters, but also holds wide space for recognized higher goodwill
and profit scenarios. There has been brand recognition within different continents
where wide rise in resources growth has proven to be highly effective for both
companies in reaching out to wide range of consumers and larger scenarios creating
stronger working goals.
&壱The hospitality strategic alliance enabled various new innovation in growth of
serving customers spread among major factors within various Macau, which hosts
varied scale of tourists every year (Mousa and Ayoubi, 2019). The crown hotel with
strategic alliance has been able to exploit major paradigms of functional innovation
and higher work synergy by working on this domain where Melco hotel services
growth has lead to yielding new competitive goals and also for pacing up with new
brand recognition goals. It can be in detail also understood that strategic alliance
also largely opens up doors within various continent countries business culture and
market domains where there are larger resources functionally expanded and leveraged
growth is productively worked on. Fruitful business decisions have been profoundly
highly profitable for companies to explore their expertise functionally and also for
gaining new scope among competitive parameters for larger consumer goodwill
goals, higher profits.
&壱Melco Crown strategic alliance enables us to analyse wider development which is
underwent within strategic alliance business goals within world scenario and for
reaching higher demands among consumers for reaching larger functional standards.
Hospitality organisations are facing high competitive parameters within various
scenarios, for reaching out to large customers and developing new functional
innovation paradigms by usage of creative business models. Strategic alliance has
successfully also opened up various doors and platforms for reaching out to diverse
consumers who experience stronger synergy, leveraging pathways of various

creativity and to explore stronger presence of innovation within business goals. The
companies within Macau and Australia by working with strategic alliance are able to
reach productive consumers' strength, keen fundamental aspects of consumers and to
yield focus where there are major pathways (Podsakoff and Podsakoff, 2019).


四The various advantages with strategic alliances

四Economies of scale: The strategic alliance has built economies of scale within
Crown hotel and Melco resort when there is high growth developed analysed with
cost advantages produced by companies business services when production has
become efficient. Companies have profoundly increased production revenue
standards, with lower cost fundamentals which happens due to spread over larger
number of services, higher consumers' goodwill which has also enabled to generate
larger business scenarios. The economies of scale is one of the most important aspect
where wide range of successful functional enhancement can be widely reached, with
strategic alliance there has been growth recorded into various domains where there
is new scope for generating functional innovation and higher productive growth
goals. Asian continent specially Macau is one of the most the widest economy which
receives large number of tourists within market scenarios where strategic alliance
with Crown has been proven to be widely successful and also to yearn focus onto
how recognized usage of resources enable to enhance productive goodwill standards.
The brand expansion enables to gain stringent diversity among consumers and also to
potentially leverage various scenarios (Scullion and Mullholland, 2020).

四Gaining market share: The strategic alliance has been also major factor for
gaining market share with high competency factors and developing new functional
scenarios where brands have successfully built strong presence among consumers.
The market share within Macau and Australia, being top most centres gaining wide
range of travellers and tourists serves large hospitality companies goals where
business has been widely focused on gaining larger scenarios of functional
innovation. Higher revenue profits and goodwill is one of the major factor where
hospitality organizations are widely focusing where strategic alliances have strong
focus for enabling larger productive growth. This has been also majorly recognize as
one of the major phenomenon where new factor growth objectives have been
recorded within companies, and to yearn stronger presence within global paradigms.

This factor has also been recorded as major scenario for larger customers segments
with high diversity goals in various countries and to enrich business development
parameters onto where there have been stronger working scenarios analysed. Gaining
market share confidence also enables to function with higher innovation and effective
usage of larger technology platforms for reaching out to larger audiences (Segovia-
Pérez, Figueroa-Domecq and Muñoz-Mazón, 2019).

四Achieving higher revenues: Strategic alliances have widely lead to achievement of
higher revenue standards, stronger profits and also leveraging new functional scope
among major phenomenon criteria which will enable to gain stronger position within
industry. There has been also wide recorded growth found within consumers evolving
goodwill and larger resource formation goals where brands within Macau and
Austalia, where hospitality industry is exploding onto various domains has been
widely enabled to gain stronger market presence within tourism industry which has
successfully been found to be most competitive platform. Melco resort within
Macau has widely gained high profits within business by strategic alliance with
Crown hotel, one of the leading company worldwide serving consumers with best
world amenities. It can be also analysed that strategic alliance has successfully
established various functional scenarios of growth and recognised goodwill among
consumers functional scenarios with high range of innovation, creativity functional
advancement and new technical progression goals within revenue scenarios. There is
high relative growth in revenues and profit margins by planning strategic alliance
within business scenarios where there are wide pathways of new innovative business
goals, enriching functional stability pathways and for relatively growing higher range
of revenue also (Elia, Petruzzelli and Piscitello, 2019).
&壱Enriched use of technology and innovation: Strategic alliance has also widely
known to be one of the most innovative parameter for enriched and functional usage
of technology , innovation where the use of the best functional platforms to
communicate with wide range of consumers have proven to be one of the most active
goal. It can be also understood that Melco and Crown strategic alliance has enabled to
yield onto the best productive parameters of innovation, creative functional services
by using the latest internet pathways and usage of social media. Strategic alliance has
been widely known to be one of the best business expansion parameter where usage

of social media and innovation has enabled to generate stronger presence within
consumers market scenario and for communicating widely onto new work goals for
leveraging stringent promotional goals. The strategic alliance has also worked out for
gaining wider goodwill within world tourism hospitality industry goals where the
parameters are not only competitive and specially worked on with innovation, but
also there is wide recognised goodwill. Macau and Australia being highly top
countries receiving international space within market scenarios have also lead to new
functional growth where exploration factors and usage of technology and innovation
has fuelled new competitive development strengths within hospitality industry (Zey,
2020).


九CONCLUSION
The report can be concluded with explanation onto how strategic alliance within two
companies in intercontinental countries enable to gain higher business scenarios and larger
productive pathways, higher keen functional avenues. Report concludes various factors
analysing importance of strategic alliance within business domains where wide rise among
consumers, new functional pathways of higher innovation and stronger goodwill are
recognised. There is also new functional enrichment of creativity and larger diversity which
opens up pace and platforms for higher competitive goals.

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·REFRENCES
Books and journals
Elia, S., Petruzzelli, A.M. and Piscitello, L., 2019. The impact of cultural diversity on
innovation performance of MNC subsidiaries in strategic alliances. Journal of
Business Research, 98, pp.204-213.
Li, Y. and Singal, M., 2019. Capital structure in the hospitality industry: The role of the
asset-light and fee-oriented strategy. Tourism Management. 70. pp.124-133.
Mousa, M. and Ayoubi, R. M., 2019. Inclusive/exclusive talent management, responsible
leadership and organizational downsizing. Journal of Management Development
Podsakoff, P. M. and Podsakoff, N. P., 2019. Experimental designs in management and
leadership research: Strengths, limitations, and recommendations for improving
publishability. The Leadership Quarterly. 30(1), pp.11-33.
Scullion, H. and Mullholland, M., 2020. Global Talent Management. The SAGE Handbook
of Contemporary Cross-Cultural Management, p.212.
Segovia-Pérez, M., Figueroa-Domecq, C., and Muñoz-Mazón, A., 2019. Incorporating a
gender approach in the hospitality industry: Female executives’
perceptions. International journal of hospitality management. 76. pp.184-193.
Zey, M. G., 2020. The mentor connection: Strategic alliances within corporate life.
Routledge.