Configuring Sustainable Competitive Advantage in the Hotel Industry: A Multiple-Case Study of Upscale, Upper-Midscale, and Capsule-Tech Hotels in Malang, Indonesia

Suprapto; Sudarmiatin; Agus Hermawan

doi:10.59890/ijaeam.v4i3.170

Authors

Suprapto Universitas Negeri Malang
Sudarmiatin Universitas Negeri Malang
Agus Hermawan Universitas Negeri Malang

DOI:

https://doi.org/10.59890/ijaeam.v4i3.170

Keywords:

Competitive Advantage, Hospitality Strategy, Customer Value, Resource-Based View, Dynamic Capabilities, Hotel Industry, Indonesia

Abstract

Purpose: This study examines how sustainable competitive advantage is configured in hotels that operate under different market positions within the same urban destination. Focusing on Grand Mercure Malang Mirama, The Alana Malang, and Bobobox Malang, the article compares upscale, upper-midscale, and capsule-tech accommodation models in Malang, Indonesia. Design/methodology/approach: The study applies a qualitative multiple-case design using conceptual pattern matching and cross-case synthesis. The analytical framework integrates Porter's generic strategies, customer value theory, brand equity, the resource-based view, and dynamic capabilities. Data are derived from secondary documents, public hotel profiles, and academic literature, with a proposed interview protocol for future empirical validation. Findings: The analysis identifies three distinct strategic configurations. Grand Mercure Malang Mirama relies on premium differentiation supported by service excellence, complete facilities, MICE capability, and global brand credibility. The Alana Malang develops service-based midscale differentiation through comfort, modern-ethnic identity, functional facilities, and a balanced value proposition. Bobobox Malang demonstrates technology-enabled focused differentiation through digital access, capsule-space efficiency, operational simplicity, and niche-market orientation. Originality/value: The study contributes a configurational view of hotel competitive advantage by showing that positioning, customer value, brand strength, resource advantage, and adaptive capability must fit together. Rather than treating competitive advantage as a single source of superiority, the article frames it as an internally coherent strategic system that varies across hotel formats

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