Back Ground of Brunt Hotels, PLC Brunt Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. They recently acquired a small hotel chain headquartered in France. Brunt’s chief executive decided that half of the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group; the other half will be sold. This will support Brunt’s strategic objective of growing the organization slowly to make sure that new ventures are well supported and opened on time and on budget. Brunt’s hotels are considered budget accommodations; they are functional, clean and reasonably priced. Most guests stay for one to three nights and are a combination of business and leisure travellers. The hotels are typically situated in downtown locations that are easily accessible by mass transit. Tourists are attracted to these hotels in popular visitor destinations where the many local attractions mean that they will not be spending much time in their hotel rooms. The organization has decided to use an ethnocentric approach and send some of their existing UKbased managers to France to lead the changeover of the new hotels and then manage them after they re-open. If this new overseas venture is successful, Brunt may decide to acquire other small hotel groups in other European countries. The organization would like to own 150 hotels in the next five years. Their 10-year plan is to own 300 hotels across Europe. This is an ambitious target, so it is important that the organization finds an effective formula to operate successfully in other countries The organization has never owned hotels outside the UK before, and has hired you team as an independent management consultants to advise them on how to proceed. They have provided the following information during their initial meeting: A majority of their existing managers said they would like a chance to work abroad. None of their existing managers speak French fluently. They will allow four weeks to rebrand the hotels. The new hotels must be ready to open after that time. They expect to recruit a large number of staff for the new French hotels, because more than 70 percent of the employees from the acquired organization left. They will require their managers to be flexible and move between countries if any problems arise. QUESTIONS 1. The hotel management asked you if they should look only at internal candidates who are parent country nationals (PCNs) or recruit host country nationals (HCNs). Choose from one (1) of the following options and justify your answer by discussing the advantages of the approach: o Only PCNs should be hired. o Only HCNs should be hired. o A combination of PCNs and HCNs should be hired. 2. The hotel has adopted an ethnocentric human resource management strategy, do you believe that this approach is the best option Brunt Hotels PLC? 3. Critically examine the challenges and benefits of engaging expatriates to work in foreign subsidiaries. Ensure you mention how the challenges encountered be addressed.
Back Ground of Brunt Hotels, PLC
Brunt Hotels, PLC, owns more than 60 hotels throughout the United Kingdom. They recently
acquired a small hotel chain headquartered in France. Brunt’s chief executive decided that half
of the new hotels in France would be retained and rebranded as part of the Brunt Hotels Group;
the other half will be sold. This will support Brunt’s strategic objective of growing the
organization slowly to make sure that new ventures are well supported and opened on time and
on budget. Brunt’s hotels are considered budget accommodations; they are functional, clean
and reasonably priced.
Most guests stay for one to three nights and are a combination of business and leisure travellers.
The hotels are typically situated in downtown locations that are easily accessible by mass
transit. Tourists are attracted to these hotels in popular visitor destinations where the many
local attractions mean that they will not be spending much time in their hotel rooms. The
organization has decided to use an ethnocentric approach and send some of their existing UKbased managers to France to lead the changeover of the new hotels and then manage them after
they re-open. If this new overseas venture is successful, Brunt may decide to acquire other
small hotel groups in other European countries. The organization would like to own 150 hotels
in the next five years. Their 10-year plan is to own 300 hotels across Europe. This is an
ambitious target, so it is important that the organization finds an effective formula to operate
successfully in other countries
The organization has never owned hotels outside the UK before, and has hired you team as an
independent management consultants to advise them on how to proceed. They have provided
the following information during their initial meeting:
A majority of their existing managers said they would like a chance to work abroad.
None of their existing managers speak French fluently.
They will allow four weeks to rebrand the hotels.
The new hotels must be ready to open after that time.
They expect to recruit a large number of staff for the new French hotels, because more
than 70 percent of the employees from the acquired organization left.
They will require their managers to be flexible and move between countries if any
problems arise.
QUESTIONS
1. The hotel management asked you if they should look only at internal candidates who are
parent country nationals (PCNs) or recruit host country nationals (HCNs). Choose from
one (1) of the following options and justify your answer by discussing the advantages of
the approach:
o Only PCNs should be hired.
o Only HCNs should be hired.
o A combination of PCNs and HCNs should be hired.
2. The hotel has adopted an ethnocentric human resource management strategy, do you
believe that this approach is the best option Brunt Hotels PLC?
3. Critically examine the challenges and benefits of engaging expatriates to work in foreign
subsidiaries. Ensure you mention how the challenges encountered be addressed.
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