Strategic Alliances: Advantages for Crown Hotel and Melco Resort

This report examines strategic alliances within the hospitality industry, specifically focusing on the partnership between Crown Hotel and Melco Resort. It explores how these alliances facilitate brand recognition across different continents, exploit economies of scale, and increase market share. The report highlights the advantages of strategic alliances, including increased revenue, enriched use of technology and innovation, and access to new consumer segments. Through a detailed analysis, the report demonstrates how strategic alliances enable companies to achieve competitive advantages, enhance consumer goodwill, and foster innovation within the dynamic hospitality landscape, particularly in regions like Macau and Australia. The analysis covers various aspects such as economies of scale, market share, revenue, technology and innovation.

Assessment

TABLE OF CONTENT
INTRODUCTION.................................................................................................................................3
Main Body.............................................................................................................................................3
Strategic alliances..............................................................................................................................3
The various advantages with strategic alliances................................................................................4
CONCLUSION.....................................................................................................................................7
REFRENCES........................................................................................................................................8

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.
Main Body
Strategic alliances
The hospitality industry is booming with strategic alliances where continents are
coming under strategic alliance with various organisations for higher range of consumers
segments, recognition of larger world networks within globalisation and digital marketing
avenues. Strategic alliances have built wide scope and place within hospitality organisations
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. The hotel has created wide
name of recognised goodwill standards by employment contribution, employment training
and also integrating wide range of diversity and inclusion among major parameters (Li and
Singal, 2019).
 Crown hotel being one of the top high ranked hotel within hospitality industry
worldwide 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 recognised 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.
 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.
 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 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 Austalia 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).
The various advantages with strategic alliances
 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 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 recognised
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).
 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 organisations
are widely focusing where strategic alliances have strong focus for enabling larger
productive growth. This has been also majorly recognised 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).
 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).
 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 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
best productive parameters of innovation, creative functional services by using 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).

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.

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.