The purpose of this paper is to analyze the theory and implementation of dual branding. The authors explore whether dual branding is a positive choice for two hotel brands belonging to the same firm and operating under the same roof, in this case, a Wyndham and a Wyndham Garden branded property.
A case study methodology was employed. In-depth interviews were conducted with managers regarding their decisions and implementation of a dual branding strategy.
The authors reveal the organizational, operational, technical, marketing, financial, economic and technological challenges experienced before, during and after the dual branding transition. Moreover, they reveal the results of the implementation and its consequences to the hotel and its customers. A conceptual model is presented with the goal of assisting and facilitating the investigation, analysis, choice and implementation of dual branding by hoteliers.
The present research expands the existing body of knowledge, bridges the theory and practice of branding in the lodging sector, advances dual branding theory and provides insightful implications for scholars and managers alike.
