Localization Strategies in Post-Acquisition Brand Integration: Evidence from Chinese Hotel Companies

Fan Zhang

doi:10.54097/x2cvvn63

Authors

Fan Zhang

DOI:

https://doi.org/10.54097/x2cvvn63

Keywords:

Hotel Mergers and Acquisitions, Brand Integration, Localization, Emerging-market Multinationals

Abstract

This paper examines how Chinese hotel companies integrated foreign brands following a wave of cross-border acquisitions over the past decade. Drawing on detailed case analysis of Jin Jiang International, China Lodging Group, and several other major players, we trace the evolution of their integration approaches and assess the extent of localization across strategic, operational, and cultural dimensions. The results point to a clear developmental trajectory: “Light Asset Operation-Strategic Synergy-Cultural Adaptation” and a clear differentiation at the brand level: luxury brands focus on “isolation and protection”, while mid-to-high-end brands actively explore “integration of Chinese and Western” innovations. This research offers theoretical implications and practical insights for the globalization strategy of China’s hotel industry.

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