|Title:||Global top 10 hotel groups ranked by number of rooms and including system sales in dollars and number of employees for 2010|
|Source:||World Investment Report|
Start of full article - but without data
Top XX hotel groups, 2010
Group Home Number of Estimated Estimated economy rooms hotel hotel system system sales employment
IHG Intercontinental United XXX XXX XX XXX XXX XXX Hotels Group Kingdom Marriot International United XXX XXX XX XXX XXX XXX States Wyndham Hotel Group United XXX XXX X XXX XXX XXX States Hilton Hotel Corp. United XXX XXX XX XXX XXX XXX States Accor France XXX XXX XX XXX XXX XXX Choice Hotel United XXX XXX X XXX XXX XXX International, Inc. States Starwood Hotel & United XXX XXX XX XXX XXX XXX Resorts Worlwide States Best Western United XXX XXX X XXX XXX XXX International States Carlson Hotels United XXX XXX X XXX XXX XXX Worldwide States Hyatt Hotels Corp. United XXX XXX X XXX XXX XXX States Total top XX hotel -- X XXX XXX XXX XXX X XXX XXX groups
Group Internationalization Franchising (Per cent) (Per cent)
IHG Intercontinental XX XX Hotels Group Marriot International XX XX
Wyndham Hotel Group XX XX
Hilton Hotel Corp. XX XX
Accor XX XX Choice Hotel XX XXX International, Inc. Starwood Hotel & XX XX Resorts Worlwide Best Western XX XXX International Carlson Hotels XX XX Worldwide Hyatt Hotels Corp. XX XX
Total top XX hotel XX XX groups
Group Management Total International contracts sales MC employment MC (MC) (Per cent)
IHG Intercontinental XX X XXX XX XXX Hotels Group Marriot International XX X XXX XX XX
Wyndham Hotel Group X XX XXX
Hilton Hotel Corp. XX X XXX XX XXX
Accor XX X XXX XX XXX Choice Hotel -- -- -- International, Inc. Starwood Hotel & XX X XXX XX XXX Resorts Worlwide Best Western -- -- -- International Carlson Hotels XX X XXX XX XXX Worldwide Hyatt Hotels Corp. XX X XXX XX XXX
Total top XX hotel XX XX XXX XXX XXX groups
Source: UNCTAD estimates, based on company and consultancy reports.
Note: Sales are the gross sales of the global hotel system,
including sales generated by franchised and managed hotels. The
share of management contracts is the proportion of rooms in hotels
under management contracts to the total number of rooms.
B. THE SCALE AND SCOPE OF CROSS-BORDER NEMs
To assess the extent to which TNCs govern global value chains it is no longer sufficient to consider equity ownership (FDI) alone as a control mechanism. However, analysing non-equity modes is complex, because the web of directly owned, partially owned, contract-based and arm's-length forms of international operation of TNCs is tangled, and some of the distinctions between the different modes are blurred. Moreover, the relationship between FDI, NEMs and trade is also intertwined in many GVCs.
In electronics contract manufacturing, for example, most of the top players, primarily from developing economies, have become TNCs in their own right. From the perspective of developing host countries, the activities of such firms are equivalent to FDI, even if their productive capacity is employed to serve other TNCs. However, their NEM identity is vital information for policymakers--all the more so because such operations generate significant amounts of trade. Including the activities of such contract manufacturers in the measurement of non-equity modes of internationalization risks some "double-counting" between FDI and NEMs. Nevertheless, their inclusion in this section is essential in order to understand the nature and extent of value chain governance by individual TNCs.
Measuring the scale and scope of cross-border NEMs is crucial to our understanding of the overall development of world trade and investment. Recognizing the complexity of NEMs and their interconnections with other aspects of TNC operations, the aim here is to establish a baseline to evaluate NEMs in a number of dimensions (box IV.X describes the methodology used for the analysis and calculations). The overall methodology estimates a minimal size for NEMs, but the actual level is likely to be somewhat higher.
Box IV.X. Methodological note