Abstract

In 2008, India’s Oberoi group of hotels prematurely terminated its 15-year franchising agreement with Hilton International to co-brand Trident as Trident-Hilton. This case discusses the motives of the partners when they entered into a strategic alliances in 2003, and the reasons for the divergence in their interests over the next five years. It also outlines the challenges faced by the Oberoi group in re-branding the Trident brand and promoting it in international markets as a stand-alone brand.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Success and failure of a strategic alliance for co-branding in the hospitality industry
• Franchising agreements / management contracts for hotels
• and International marketing in the services sector.

Keywords

Strategic alliance, Franchising agreement, Management contract, Hospitality chain, 'Five star' business hotel, Leisure travelers, International marketing, Services marketing, Brand strategy, Co-branding , Re-branding, Oberoi Group, Trident, Hilton, East