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The following discussion is an archived debate of the proposed deletion of the article below. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in a deletion review). No further edits should be made to this page.

The result was keep. per sources provided during the discussion. I suggest further integration into the article, but that's not a matter for AfD. Star Mississippi 02:58, 15 February 2022 (UTC)[reply]

Global Hotel Alliance[edit]

AfDs for this article:

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Global Hotel Alliance (edit | talk | history | protect | delete | links | watch | logs | views) – (View log | edits since nomination)
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WP:PROMO article that doesn't show notability per what's required in WP:NCORP. The article is merely a document of the company's holdings and its loyalty program. A search for WP:RS comes up empty (just some chatter in hospitality industry trade press, nothing of broader social interest) because it's a private holding company. FalconK (talk) 00:28, 30 January 2022 (UTC)[reply]

  • Keep per the significant coverage in multiple independent reliable sources.
    1. Selection of three sources:
      1. Zámborský, Peter; Kruesi, Michael A. (2018-01-02). "Global Hotel Alliance: Strategy Discovery Moving East". SAGE Business Cases. SAGE Publishing. doi:10.4135/9781526440044. Retrieved 2022-01-30.

        This case study has a length of 4,128 words. Here is the outline of the case study:

        1. Case
        2. Learning Outcomes
        3. Introduction
        4. GHA Background
        5. DISCOVERY Rewards Program
        6. Competitor Analysis
        7. Strategic Challenges Faced by the GHA
        8. Conclusion
        9. Discussion Questions
        10. Further Reading
        11. References
        The case study notes in the "Conclusion" section: "With the move of its headquarters from Geneva to Dubai, the GHA positioned itself well for the growing emerging markets in the Middle East, Africa, and the Asia-Pacific region. However, the alliance faced stiff competition from other hotel alliances with a global footprint, global hotel multinationals, and some strong local players in the luxury segment of the market where they competed. To overcome these strategic challenges, the GHA invested heavily in technology and marketing, trying to distinguish itself from competitors and provide value to its members and customers. The key decisions that the GHA management had to make related to its geographic positioning and marketing positioning in what has increasingly been a global marketplace for luxury hotels."
      2. Ind, Nicholas; Iglesias, Oriol (2016). Brand Desire: How to Create Consumer Involvement and Inspiration. London: Bloomsbury Publishing. pp. 86–87. ISBN 978-1-4729-2535-0. Retrieved 2022-01-30 – via Google Books.

        The book has a two-page section titled "Global Hotel Alliance and transformational leadership". The book notes: "GHA was established in 2004 as a way of sharing customers and services across different independent hotel brands. Today, there are thirty-two brands and over 500 luxury hotels and resorts. The initial thought about building the GHA brand was to mimic the way airline alliances were structured – encouraging customers to collect points as they stayed at hotels and to cross-sell different experiences. In the early days the challenge though was getting the individual hotel group CEOs to agree on a way forward – everyone had their own subjective view of what would work."

      3. Verbeke, Alain; Roberts, Robin E.; Delaney, Deborah; Zámborský, Peter; Enderwick, Peter; Nagar, Swati (2019). Contemporary International Business in the Asia-Pacific Region. Cambridge: Cambridge University Press. p. 231. ISBN 978-1-108-62068-0. Retrieved 2022-01-30 – via Google Books.

        The book has a "Spotlight" titled "The Global Hotel Alliance seeking growth in the East". The book notes: "Boutique hotel chains from the Asia-Pacific region, including Rydges and Antara, joined forces with other luxury hotels and formed the Global Hotel Alliance (GHA). The GHA represents over 34 brands with over 500 hotels and resorts operating in more than 76 countries. The alliance moved its headquarters from Geneva, Switzerland, to Dubai, United Arab Emirates in 2014. Thus, it positioned itself for growth in the East rather than focusing on Europe and America, where its competitors hailed from; ... Thirty-three per cent of GHA's hotels are located in the Asia-Pacific region, closely behind Europe (34 per cent) and ahead of the Middle East and Africa (20 per cent)."

    2. Additional sources:
      1. Chathoth, Prakash K. (2008). "Strategic alliances in the hospitality industry". In Olsen, Michael; Zhao, Jinlin (eds.). Handbook of Hospitality Strategic Management. Oxford: Butterworth-Heinemann. p. 227. ISBN 978-0-08-045079-7. Retrieved 2022-01-30 – via Google Books.

        The book notes: "Yet another example of a marketing alliance that uses technology to create synergy is the Global Hotel Alliance. ... This alliance has brought together seven prominent hotel brands that include Dusit Hotels & Resorts; Kempinski Hotels; Landis Hotels & Resorts; Marco Polo Hotels; Omni Hotels; Pan Pacific Hotels and Resorts; and The Leela Palaces and Resorts. This also provides the allying firms with a more global access to markets while at the same time providing customers with a one-stop internet site that provides customers and travel agents with attractive prices and access to all member hotels' products, while providing them access to airline products as well."

      2. Gong, Yeming (2013). Global Operations Strategy: Fundamentals and Practice. Berlin: Springer-Verlag Berlin Heidelberg. p. 196. doi:10.1007/978-3-642-36708-3. ISBN 978-3-642-36707-6. ISSN 2192-4333. Retrieved 2022-01-30 – via Google Books.

        The book notes: "The hospitality industry has also built a number of alliances. For example, the "global hotel alliance" (GHA) is a collection of 14 luxury regional hotel brands with 300 hotels, palaces and resorts in 52 countries around the world. An important RM tool of GHA is "GHA Discovery", a loyalty program rewarding travelers with "local experiences" to offer members access to a large selection of adventures not easily available to the general public, since GHA believes that rewarding members with memorable experiences is more valuable than collecting points. GHA Discovery also provides general hotel benefits such as complimentary Internet, early check-in, late check-out, upgrades, and guaranteed availability."

      3. Evans, Nigel (2015) [2003]. Strategic Management for Tourism, Hospitality and Events (2 ed.). Abingdon, Oxon: Routledge. p. 418. ISBN 978-0-415-83727-9. Retrieved 2022-01-30 – via Google Books.

        The book notes: "Global Hotel Alliance (GHA) brings together mainly mid-to-upscale brands from around the world. Unlike Best Western it represents smaller chains of hotels which maintain their individual branding. The consortium represents brands such as ParkRoyal, Pan Pacific and Marco Polo which have properties across Asia Pacific; and Kempinski Hotels, a luxury brand with properties across Europe, Asia and Africa and Leela, which is represented at key locations across India."

      4. Sharkey, Jon (2004-03-16). "Business Travel: On the Road; At Upscale Hotels, Women Have Power". The New York Times. Archived from the original on 2022-01-30. Retrieved 2022-01-30.

        The article notes: "Skeptical industry executives say it is not at all certain that a partnership like Global Hotel Alliance, comprising highly individualized independent regional companies, each run by strong-willed executives, can cooperate and compete persuasively against the luxury giants for the valued international traveler. ... All four of the participating chains, which have a total of 235 upscale hotels mostly in the boutique and midsize categories, already market personalized services, of course."

    There is sufficient coverage in reliable sources to allow Global Hotel Alliance to pass Wikipedia:Notability#General notability guideline, which requires "significant coverage in reliable sources that are independent of the subject".

    Cunard (talk) 09:45, 30 January 2022 (UTC)[reply]

Maybe in that case we should replace the article completely with material from the case studies. I'm surprised I didn't uncover those. FalconK (talk) 21:14, 30 January 2022 (UTC)[reply]

Relisted to generate a more thorough discussion and clearer consensus.
Relisting comment: The keep argument may be mistakenly worded, but it seems to indicate that an analysis of the sources was not performed. Therefore a more thorough look should be made.
Please add new comments below this notice. Thanks, 78.26 (spin me / revolutions) 02:47, 7 February 2022 (UTC)[reply]

  • Keep The sources shared by Cunard establish notability. NemesisAT (talk) 14:44, 7 February 2022 (UTC)[reply]
  • Keep with the new sources.Gusfriend (talk) 09:35, 9 February 2022 (UTC)[reply]
The above discussion is preserved as an archive of the debate. Please do not modify it. Subsequent comments should be made on the appropriate discussion page (such as the article's talk page or in a deletion review). No further edits should be made to this page.
source: https://en.wikipedia.org/wiki/Wikipedia:Articles_for_deletion/Global_Hotel_Alliance_(3rd_nomination)

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