Astor Lodge & suites Inc. Case Study Part B

Astor Lodge & suites Inc. Case Study

Order Instructions:

Astor Lodge & Suites, Inc (35%) – Kerin & Peterson page 338

Part B: Competitive Strategy Questions – worth up to 17.5%

In Australia the hotel industry is in the mature growth phase of its life cycle (IBISWorld (2014) – H4401 Hotels and Resorts in Australia Industry Report_IBISWorld July 2014). In this part you are required to study the Australian Hotel industry and then develop and justify an alternative viable blue ocean strategy approach(s) for Astor Lodges if it were to set up business in Australia. To successfully complete this component you must be able to demonstrate at least a clear understanding of the application of Blue Ocean principles and methods to the Astor lodge context. To achieve higher grades you must be able demonstrate a realistic and viable (both logically and financially) Blue Ocean opportunity which is consistent with the theory.

Criteria for Part B
1. Maximum length 10 pages excluding appendices; cover page and table of contents.
2. Your write-up can be a mixture of bullet point form and essay style [Times Roman, 12 point font
single spacing, 2.5 cm margins].
3. Structure your answers using headings and sub-headings if necessary to make it clear that you
have used an analytical approach to reach your answers. The grader will be treating (apparently)
random lists of issues with caution.
4. Use of at least 7 academic sources from peer reviewed journal articles to emphasize theoretical
aspects of strategy and Harvard referencing is required

Marking Criteria:
1. Understanding of the principles and methods used to create competitive and Blue Ocean strategy: Demonstrates a sound understanding of competitive strategy and Blue Ocean Strategy and the issues raised therein. 25%
2. Critical Analysis and construction of a coherent argument in relation to Competitive Strategies for Astor Lodges in Australia: Able to accurately interpret evidence and statements. Offers analysis and evaluation of obvious alternate points of view. Demonstrates creativity, insight and imagination shown at arriving at case solutions. Able to construct a coherent line of argument throughout. 30%
3. Case decision analysis and financial outcomes. Demonstrate a sound understanding of the financial implications of alternative courses of actions and to quantify outcomes associated with specific actions 20%
4.Clarity of written expression. Consistent expression. Few spelling and/or grammar errors. 10%
5.Use of academic sources and Referencing. Mostly accurate Harvard referencing both with-in text citations and list of references. 15%

Due Date: Monday 13th October 2014 (Australia time)

BOOKS/Textbooks for reference:
Strategic Marketing Problems: Roger A. Kerin,Robert Allen Peterson
Blue Ocean Strategy (2005) W. Chan Kim, Renée Mauborgne

SAMPLE ANSWER

Astor Lodge & suites Inc. Case Study Part B

Introduction

In today’s world of business the activities of key stakeholders is directly impacted by how specific business entities perform in their respective micro and macro environments. The key issue in the external environment is the development of strategies that will enable a business entity to successfully capture a large enough market share so as to ensure optimal and sustainable profitability. The idea here is often to beat the competition through a myriad of strategies. The most common strategies that firms use in an effort to beat their competition is through price wars, aggressive marketing and at times activities as low as smear campaigns which shed bad light on the competition. All of these are done with the hope of shepherding the finite number of potential buyers towards one’s own business at the expense of the competition. The above mentioned strategies while effective only tend to benefit the firm for a short period of time before things go back to the unpleasant normal when they are once again desperate to increase their turnover through increasing their market share. In any market or industry there can only be two kinds of products. These are either the tangible or the intangible products. These are more commonly referred to as goods and services respectively. The marketing and promotion of tangible consumer goods is fairly straight forward since the product is something that needs to be prepared then transported to establishments from where the customers can view them and make purchases. Purchases need not to be made immediately production has happened as the products can be stored for short or extended periods depending on their nature and durability. The marketing of these products is often rigid over time with little changes being made save for the packaging and maybe a few ingredients.

Services on the other hand are a completely different ball game. The Service industry’s products pose unique challenges to those who are charged with the responsibility of producing and marketing them. The challenges that are associated with the promotion and marketing of services lies in the fact that they are intangible, very much unlike the commodities mentioned above. Services have to be consumed as soon at the same time they are being produced or rendered. What this means is that customer experiences will tend to be highly subjective to the customers and the service providers. Despite these challenges, those employed in the service industry are obliged to put their best foot forward when it comes to the development of products on offer. This obligation is legitimized by the fact that the service industry is not in any way exempt from the market forces such as supply, demand and also competition. For short term gains ahead of the competition business entities in the service industry may also resort to aggressive marketing and the lowering of prices to get ahead of the competition. This, as stated above is only bound to bring about short term gains and not have any lasting impact on the firm’s market share and profitability. One of the best examples of the service industry is hotels. The reason for this is that hotels are in the business of providing hospitality to their guests in exchange for money. In this exercise an analysis will be conducted on the Australian Hospitality Industry to find out how Astor Lodges Inc. can successfully make inroads into this industry through the application of the Blue Oceans Strategy.

The Blue Oceans Strategy is an approach to marketing that steers clear of conventional competitive strategies that have proved to be largely ineffective when it comes to the impact they have on helping the market share to grow. The Blue Ocean Strategy refers to the act of a business entity creating for itself a market space that is devoid of competition. This market place is usually carved out of an already existing industry. This strategy to business is often compared to other methods of approaching the competition head-on or by going on the offensive. The latter approaches in their totality are referred to as Red Ocean which is relatively chaotic in comparison to the new alternative approach. In market environments where the Red Ocean approach reigns supreme there is usually a sizeable number of firms that fail due to the unsustainable practices that are employed. Those that manage to survive and maintain their place in the market usually do so at the cost of having to contend with constrained profits as well as a limited pool of customers to attract. The Blue Oceans strategy was developed as the result of two decades of research on the most successful strategies that had been employed by business entities over the past century. The developers of this strategy laud it for having a much higher potential for profitability than the other approaches which give false impressions such as increased sales but lower profits due to reduction in pricing or increments in various marketing strategies. With the Blue Oceans strategy a firm that is within an already existing industry may choose to take up innovation or expansion with the hope of creating for itself what is known as a Blue Ocean. It will be tapping into a part of the industry whose potential has not been realized by other mainstream players in the industry. If this is approached correctly the firm stands to benefit in the long run by having what is tantamount to a monopoly within an industry that was seemingly saturated.

For the Blue Oceans strategy to be applied by Astor Lodges Inc, it is imperative that a proper analysis of Australia’s Hospitality Industry be conducted (Roger, 2010). At the same time it is also very important to take an in depth look at Astor Lodges so as to see how it could best create for itself a Blue Ocean in Australia’s hospitality industry. This will need an analysis that is similar to the conventional SWOT analysis though in this case the most important element will be the Opportunities that exist in this industry coupled with the Strengths that can be adequately leveraged by the management of Astor Lodge to ensure that the opportunities are actually transformed into business (Friesner, 2011). The Opportunities need to be those that have not yet been tapped but actually exist. Through the seizure of these opportunities, Astor Lodges Inc will have effectively created for itself a Blue Ocean since it will have joined an existent industry and capitalized on an innovation that opened up a totally new market that is growing at an exponential rate.

Current position of Astor Lodge Inc.

Astor Lodges is a hospitality based business enterprise that was created in 1979 and have been in operation ever since. Between 2000 and 2005 the company has not been profitable. This hospitality enterprise has divided its operations into two main categories. These are Astor Lodge which specializes in the provision of services in its Economy Class hotels. The other branch of its operations is Astor Lodges and Suites. This other branch specializes in the provision of hospitality services in middle class hotels which do not provide beverages or food (Roger, 2010).

This company has made considerable investments in the hospitality sector. It has a total of 250 properties across the country. Astor Lodge has 200 while Astor Lodges and Suites has 50 facilities. Astor Lodges’ main instruments of competition are its low pricing regime, high quality customer service and also a wide range of amenities. The hotel chain’s range of services can be divided into 6 categories. These include luxury, Upper scale facilities, upscale, mid-scale with food, mid-scale without food and finally economy accommodation. The customers who patronize the company’s properties are split 50/50 with  half of the total customers being leisure guests while the other half are business travellers. Business travellers are predominantly males aged between 34 and 54 who take up singles room that cost on average 96$ per night. Leisure travellers on the other hand travel in pairs taking up rooms that cost 89$ per night. The average income of business travellers is 81,000 annually while leisure travellers earn 72000 on average a year (Roger, 2010).

The occupancy rates of Astor Lodge Suites have been relatively favorable at 67% compared to the industry’s 61%. This has been attributed to its customers exhibiting high brand loyalty. While the company’s occupancy in its properties is much higher than the industry average it is also important to point out that the average price it charges per unit is lower than the industry average. The industry average is 61$ while the company charges on average 57$.

While the company’s revenues are mainly supported by both leisure and business customers, it emerged that business customers have perennially complained about disturbances from leisure customers. As yet this problem is yet to be effectively resolved due to the complexity involved. The hotel has been striving to grow its leisure segment through the provision of special offers to families looking for accommodation on a tight budget. A strategy that is currently in place to attract more leisure and business customers is known as a ‘free night’s stay.’ While this attracted more customers it proved to be detrimental to the finances of the lodges since it ate into the revenues coming in. In light of this it had been proposed that the free night’s stay be replaced with a weekend special.

A SWOT analysis of Astor Lodges Inc.

Strengths of Astor Lodges

• A large number of fixed assets
• An occupancy rate that is higher than that of the industry
• A high level of brand loyalty exhibited by the hotel’s customers.

Weaknesses of Astor Lodges

• The main weakness of Astor Lodges its inability to generate profits for the past five years.
• There is bad blood brewing between its business segment and the leisure travelers and this threatens the brand loyalty.
• A low occupancy rate on weekends

Opportunities for Astor Lodges

• Lower prices than those of the Industry is bound to attract more customers given that online portals prioritize lower prices for those who book on such platforms.
• High possibility of repeat guests
• Upward trend in the growth of the industry.

Threats to Astor Lodges’ business

• International travel has significantly reduced since the 9/11 attacks
• Large hotel chains are putting up more competitive offers to customers.
• Potential reduction in business guest numbers due to apparent disturbance from the leisure travelers.

Australia’s Hospitality Industry

Prior to the formulation of possible strategies that can be used to grant Astor Lodges a Blue Ocean for it to conduct its business more profitably it is important to analyze the current status of Australia’s Hospitality and Tourism Industry so as to provide logical support for the innovations that need to be carried out. Australia’s accommodation sector is expected to grow by about 4% in the year between 2014 and 2015 due to a surge in consumer confidence. The country’s accommodation industry comprises of Hotels and Resorts (Ruhanen et al, 2013). Presently the industry is experiencing an upward trend in its international arrivals while the domestic customer numbers decline. The reason for the upward trend in international arrivals is the gradual improvement in the economies of source markets such as Europe and Asia, specifically China (Chon, 2013).

When business was at its worst due to the Global Financial Crisis’ impacts a large number of hotels were forced to lower their room rates and compliment their service offerings in a bid to attract customers and therefore stay afloat. The domestic market on the other hand is continuing to reduce due to the transportation element. Majority of the local travellers prefer to travel by air and this is what leads them away from the country’s hotels and resorts. There domestic flights are relatively expensive if they are compared with the outbound ones to the Asian sub-continent (Chon, 2013). This makes leisure travel to these countries an attractive prospect due to the perceived higher value for money. Nationally the revenue per room for hotels and resorts across the board is still at an all-time low but the story is different in the country’s cities where revenue is gradually increasing due to high occupancy in the hotels situated in urban area. It is estimated that the Hotel and Resorts sector of Australia’s economy is bound to experience improvement due to the shift in focus towards Asian economies that are doing relatively well. This will be the direct result of travellers from these countries coming to enjoy the country’s tourist products (Ruhanen et al, 2013).

As stated above the Blue Oceans strategy is a revolutionary approach to increasing market share while averting a scenario where the firm is involved in competitive strategies that only grant minimal short term gains (Kim and Mauborgne, 2004). Industry knowledge is important for this initiative to work out well. The Blue Ocean will only be realized when the innovation being undertaken targets the sectors of the industry that have the most promising potential for growing market share and turnover. Analytical tools that can be carried out on the industry are a SWOT analysis as well as a PESTLE analysis so as to enable Astor Lodges Ltd to figure out where it could best apply its strengths. The results of the Porter’s five forces Analysis may also prove useful for this to work since the management will be leveraging the best qualities of the company in combination with the strengths of the Australian Hospitality Industry and using them to seize opportunities that come up in this market. The porter’s analysis will however be done in a hypothetical situation given that Astor Lodges aims to make inroads into this market (Porter, 2008).

A Hypothetical Five Force Analysis of Astor’s operation in the Australian Hospitality Industry

The five force analysis will briefly analyze the different forces that have a direct impact on the ability of Astor Lodges to compete in the hospitality industry in Australia. This will also provide pointers regarding the competitive environment and where the company can thrive without going head-on against the competition. The five forces to be considered are Astor’s competitive rivalry, the threat of New entrants to the market, the customers’ bargaining power, the suppliers’ bargaining power and finally the threat of substitution. In a blue ocean business environment the competitive rivalry will be a non-entity while the rest of the forces will be greatly minimized. This is in the ideal Porter’s five forces environment. While the Porter’s five force analysis is mainly meant for application in highly competitive environments, it can also be used to analyze or in this case predict if the firm will be operating in a Blue Ocean or a Red Ocean.

Competitive Rivalry

Given that the firm is making in-roads into the Australian-market with the aim of operating in a Blue Ocean environment the competitive rivalry will not be considered. The strategy being applied seeks to avoid competing for an already existing market segment as the projected operation will be akin to a monopoly in the market segment created by Astor Lodges’ innovativeness.

Threat of New Entrants

The blue oceans approach is also characterized by a relative difficulty for other experienced operators to easily break into the market segment that the company being analyzed has carved out for itself. What this however means is that Astor Lodges needs to keep this factor in mind so as to stop its prospective blue ocean from becoming red as competition creeps in.

Theoretically it is expected that there will be zero competition in this new market segment. The reality on the ground however is that the firm will have to tale proactive measures to ensure that there is minimal competition for its market segment. This will be achieved through ensuring that the product offering that Astor has makes it very difficult for other hotels and resorts to offer the same.

Power of Suppliers

Being a largely service-oriented industry it is likely that the bulk of the supply will be labor. These are the different individuals who will be working on the front-line as well as behind the scenes to ensure that business is going on smoothly. The power of suppliers of labor will be relatively high initially since they have a direct impact on the supply and regardless of the position they hold within the establishment their input remains crucial for the supply of hospitality services to the company’s guests. Their remuneration and working conditions will have to be satisfactory to them but still within the capacity of Astor Lodges.

Other suppliers in this context are the entities that will provide marketing services, an online portal for the website and an online tool that will link the hotel’s reservation system to the internet. These providers are abundant and this serves to diminish the power they have over the organization.

Suppliers of tangible products such as food items and toiletries will have a relatively lower power since the hotel has a wide pool of suppliers to choose from.

Astor Lodges should therefore ensure that this power of suppliers remains low though it needs to be careful to ensure that it doesn’t serve to compromise on the quality of accommodation services it delivers to its customers.

Power of Customers

The Australian market can be divided in two main ways. The first approach to segmenting the market is inbound travellers on one side and domestic arrivals on the other. The second approach to segmenting this market is Business travellers and Leisure Travellers. At present the foreign tourists are abundant while the number of domestic arrivals are limited. From a marketing point of view the power of international tourists is diminished in comparison to the domestic travellers who are scarce and therefore have a greater bargaining power. This means that higher prices can be set for the international travellers as opposed to the domestic visitors who are fewer due to the prohibitive costs of flight.

From the company’s summary however it appears that its capacity to supply to leisure travellers and that to cater to the needs of business travellers is at par since their arrivals matched up on a 1:1 ratio. Business traveller were however more favorable since they spend more per person and have little qualms about paying for a higher price. The fact that their complaints were the most prevalent indicates that they have abit more power but this comes with the benefit of higher value purchases. With respect to this analysis they will be considered to have minimal bargaining power since their travel expense are often footed on a corporate account and not a personal one thus making them less sensitive to price increments (Welch et al, 2007).

Astor Lodges needs to maximize on where the power of customers is least manifested and this will be in the international arrivals segment and this is a potential candidate segment where the blue oceans strategy needs to be applied given their increasing number (Kim and Mauborgne, 2004). While domestic visitors are highly sensitive to prices this too can be eliminated through the introduction of special rates  for them or combined hotel and flight packages that are subsidized so as to ensure they remain at home instead of going to the Asian sub-continent for their holidays due to cheaper flights (Chon, 2013).

Threat of Substitution

At present the threat of substitution is very high given the fact that its current product offering is very much similar to the services that are on offer by the companies that fall under the umbrella of Australia’s hotel and resorts sector. With regard to destinations it is clear that those in the Asian sub-continent are increasingly becoming a viable option for the locally based travellers (Chon, 2013). What this does is deny the country’s hotels and resorts is to deny them a chance to provide their services to this market. For the in-bound travellers this threat is much more pronounced given the fact that operators in New Zealand, the USA and Thailand are stepping up their campaigns.

A SWOT analysis of Australia’s Hospitality Industry

The purpose of this analysis is to aid in the identification of opportunities that provide a fertile ground for the implementation of the Blue Oceans strategy (Friesner, 2011). The weaknesses that emerge from this analysis will also aid the management of Astor in ensuring it doesn’t set itself up for failure (Kim and Mauborgne, 2009).

Strengths of Australia’s Hotels and Resorts sector

• Australia is attractive to tourists and this buoys the hospitality sector considering the tourists have to make use of the existent accommodation facilities (IBIS World, 2014).
• A weakening local currency compared to the standard US dollar makes it economical for foreign travellers to patronize the country’s hotels due to a higher purchasing power.
• The hospitality industry is experiencing an upward trend in its growth given that the world economy is gradually recovering from the Global Financial Crisis whose impacts included the lowest occupancy numbers in recent history for the hotels and resorts.
• The continued shift of hospitality and tourism related enterprises to online platforms is a big plus for smaller players and new entrants who can compete on the same platform as larger more experienced players.
• The international aviation sector is highly competitive and this grants travellers from the Asian market a chance to travel to Australia at affordable air fares.

Weaknesses of Australia’s Hospitality Sector

• Majority of the hotels and resorts coupled with the country’s tourism sector was highly dependent on travellers from Europe. The economic challenges facing the Eurozone has limited the capacity of these travellers to visit Australia. This is a situation whose resolution is expected to take at least two years (IBIS World, 2014).
• On a domestic front the economy of Australia is performing below par and the short to medium term challenge of this will be an increase in unemployment as well as decreasing disposable incomes thus making it difficult for the locals to patronize the existing accommodation facilities.
• Hotels that offer business travellers accommodation facilities and other amenities are increasingly lowering their rates in an effort to sustain their customer-base as numbers dwindle.

Opportunities in Australia’s Hotels and Resorts Sector

• Australia is located near the Asian sub-continent and this makes it very much accessible to tourists travelling from this part of the world.
• The intense competition between low cost and full service airlines makes it possible for customers from the Asian region easily come to Australia (Ruhanen et al, 2013).
• There is limited investment being carried out in the urban areas’ accommodation facilities and this serves to drive demand towards dispersal areas. This increases the potential for leisure travel.
• The fact that the Australian dollar is depreciating is likely to increase the value of inbound tourism since international travellers will be attracted by a higher purchasing power.
• The weakening Australian dollar will also benefit domestic travel since outbound travel will become more expensive due to lower purchasing power for those who hold the local currency.

Threats to Australian Hospitality Sector

• The unresolved challenge of the United States’ debt ceiling continues to cause challenges in economies that are key to sustaining Australia’s Hospitality sector. Examples of such economies are Japan and the countries in the Eurozone (IBIS World, 2014).
• While economic growth is bound to increase travel, the corporate segment is bound to continue being slow since this market segment’s travel behavior is not regular and what this means is that business travel is bound to remain low (Ruhanen et al, 2013).
• The country’s hospitality is also threatened by intense competitiveness being exhibited by its neighbors such as New Zealand and Thailand.

Application of the Blue Ocean Strategy to Astor Lodges in Australian Market

The Blue Ocean Strategy will be formulated based on the above analyses with the aim of adding value for the customer while consecutively bringing down the costs of operation thus creating mutual benefits for the end consumer and the company (Chan and Renee, 2014). The company’s benefits will be realized through positive economies of scale combined with a high turnover (Kim and Mauborgne, 2009).

For Astor Lodges an ideal approach to ensuring that a Blue Ocean operating environment can be created if it were to capitalize on package tours with airlines for the leisure segment in the domestic tourist market (Hudson and Ritchie, 2002). The reason for this is the fact that the local hotels and resorts have pretty much given up on this market. The fact that they are travelling abroad to enjoy their holidays in Asian tourist attractions suggests that they have the disposable income for holidays. To accomplish this, the Astor Lodges needs to capitalize on the existent potential for travel by offering packages that combine air travel and hotel stays. The catch in this is to get into an agreement with domestic one or more domestic airlines and convince them to subsidize their flight costs on condition that the company guarantees a specified number of seats per flight. In line with this, it will also be important to rope in the existent out-bound tour operators and pay competitive commissions for their part in channeling tourists towards this new combined package (Hudson and Ritchie, 2002).

An alternative approach can be for the company to focus its energy on the provision of hospitality and accommodation strictly to the business clientele and at the same time giving them subsidized rates if they combine their flights bookings with their trips. The hotels should also find a way of covering all travel arrangements for the business travellers while they are in Australia (Welch et al, 2007). This too is a potential blue ocean since majority of the establishments that offer services to the business travellers provide only hotel services and this at times causes conflicts for them as was the case in several properties operated by Astor Lodges and Suites (Chan and Renee, 2014). Such an arrangement will save these travellers time and thus add value to their travels while lowering their costs. The current low occupancy in dispersal areas makes this ideal since it is an indication of this resource being greatly underutilized. Given that Astor Lodges has mastered the art of operating by charging lower rates than its competitors in the past, charging rates affordable for domestic travellers will not be difficult. Its experience in the hospitality industry will also contribute to ensuring the customers get quality service which translates to value for money and a potential for repeat customers. This will play a major role in aiding to grow this operation.

The two proposed strategies could be used concurrently through run independently so as to ensure one does not interfere with the other. These two are considered to be blue oceans since the markets being targeted are currently on the decline and many of the hotels and resorts are turning their attention towards inbound leisure tourists. Astor Lodges can therefore create for itself a niche in Australia’s accommodation sector by following these strategies. They promise to add value to the hotel given that it will capitalize on the revenue the industry foregoes when domestic travellers spend their holidays abroad. The second option is also a promising endeavor since business travellers will be willing to pay premium prices to ensure that they enjoy premium facilities without interruption from holiday goers (Chan and Renee, 2014).

Blue ocean strategies fulfilled by the above proposals.

By reaching out to two markets that are quickly declining the strategy is bound to redefine this market’s boundaries in real time.

The focus has been turned to business travellers as well as home-based travellers whose current numbers are not at all attractive to the industry. Once the strategy gains momentum however Astor Lodges will be reaping all the benefits.

The above approaches will reach beyond the existing demand which seems to be largely based on the influx of Asian travellers.

These proposals also get the strategic sequence right since they are based on several analyses that have been conducted on both the business and the industry.

By separating leisure and business travellers, Astor Lodges will have overcome its main organizational hurdle to the provision of quality services to its customers as personnel dealing with the respective groups will give them specialized attention.

The two approaches if executed will be in themselves strategies being implemented since they aim to steer Astor Lodges towards its own Blue Ocean in Australia’s hospitality Industry (Chan and Renee, 2014).

References

Chan, K. W., & Renee, M. 2005. Blue ocean strategy.

Chon, K. S. 2013. Tourism in Southeast Asia: A new direction. Routledge.

Friesner, T. 2011. History of SWOT analysis. Marketing Teacher, 2000-2010.

Hudson, S., & Ritchie, B. 2002. Understanding the domestic market using cluster analysis: A case study of the marketing efforts of Travel Alberta. Journal of Vacation Marketing, 8(3), 263-276.

IBISWorld 2014 – H4401 Hotels and Resorts in Australia Industry Report_IBISWorld July 2014

Kim, W. C., & Mauborgne, R. 2004. Blue ocean strategy. If you read nothing else on strategy, read thesebest-selling articles., 71.

Kim, W. C., & Mauborgne, R. 2009. How strategy shapes structure. Harvard Business Review, 87(9), 72-80.

Porter, M. E. 2008. The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.

Roger, K. 2010. Strategic Marketing Problems: Cases And Comments, 12/E. Pearson Education India.

Ruhanen, L. M., Mclennan, C. L. J., & Moyle, B. D. 2013. Strategic issues in the Australian tourism industry: a 10-year analysis of national strategies and plans. Asia Pacific Journal of Tourism Research, 18(3), 220-240.

Welch, D. E., Welch, L. S., & Worm, V. 2007. The international business traveller: a neglected but strategic human resource. The International Journal of Human Resource Management, 18(2), 173-183.

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