Exit Strategies and Plant-Closing Decisions: The Case of Steel
Several articles show that differences in firm characteristics such as size or diversification may affect plant-closing decisions during an industry's decline such that higher-cost plants survive lower-cost plants. Examination of the plant-closing decisions of integrated steel firms indicates that individual plant characteristics that determine expected revenues and costs explain much of the firms' plant-closing behavior but that firm size may have had some effect at well.
Abstract This paper attempts to reduce the distance between theory and practice as applied to strategic marketing planning for hotels. It utilizes data gained from interviews of key personnel in four large hotel chains with mixed business, and positioned at the quality end of the market: Penta Hotels Ltd; Forum Hotels International; Thistle Hotels Ltd and the Sheraton Corporation. The data were compared to theoretical assumptions of strategic planning and marketing planning so that a study of contemporary strategic planning in hotels could be formulated. All four groups were found to follow a distinctly different planning process which adds to the interest of the study.