Navigating through the Value Paradox in Cross-Cultural Environments: Strategic Thoughts for Hospitality Expansion

The Desired vs. the Desirable: Key Concepts

At the core of the value paradox is the distinction between what individuals desire personally (the desired) and what society deems ideal or acceptable (the desirable). Understanding this difference can be useful for developing services and marketing strategies that resonate with diverse cultural expectations.

• The desired refers to what individuals want for themselves—their personal choices and what is important to them. It touches on the “me” and the “you.”

• The desirable refers to social norms, whether they are descriptive (what people do) or injunctive (what one should do), expressed in terms of right or wrong. It reflects what an individual is expected to adhere to, concerning society as a whole.

In promotional communication, these two aspects can manifest in complementary ways. For instance, a campaign for a luxury hotel might integrate both values via:

• The desired emphasized through personalized messages like: "Treat yourself to the luxury of a perfect break." -> This speaks to the consumer's individual choices, their desire for relaxation, and a personalized experience.

• The desirable illustrated by collective social norms, like eco-responsibility: "Stay in an environmentally conscious hotel." -> This message resonates with the current social norm, where it's expected to balance comfort with ecological responsibility.

By combining the desired and the desirable, the campaign addresses both the customer's personal desires and society's collective expectations, creating a relevant message. Depending on the country, the gap between the desired and the desirable can vary.

The case of Japan vs. the United States

In Japan, where collectivism, tradition, and uncertainty avoidance predominate*, family meals are common. Family life is not staged, it’s part of everyday life. Offers or messages centered around family might seem redundant. Here, both the desired and the desirable converge towards a collective experience.

In the United States, individualism* and a fragmented lifestyle make shared meals more of an ideal than a reality. An advertisement showing a family together would touch a personal need: the desired. However, in practice, meals are often taken alone. The desirable here is the image of family unity, culturally valued but rarely experienced daily.

*(The 6-D model of national culture, G. Hofstede)

These nuances highlight the importance of adapting both the offer and the communication at the intersection of these two dynamics. Otherwise, the experience may be perceived as irrelevant or off-point. For example, in Japan, an ad for a restaurant might simply highlight the authenticity and quality of the dishes: "Savor every bite." The collective aspect is implicit or discreet in the image for instance and doesn't need special emphasis. A subtle and natural tone can be adopted. In the U.S., a campaign for the same restaurant would play on the ideal of family gathering, but with a more personal and aspirational tone: "Create memories with family around an unforgettable meal," and the reference to time optimization and individuality would be reflected in the product and the core offer.

Words vs. Actions: The Gap Between What a Customer Says They Want and Their Behavior

One of the challenges for hotel brands is understanding and bridging the gap between customers' expressed intentions and their actual behaviors. This phenomenon is documented in the work of Marieke de Mooij*, who emphasizes in quantitative studies and surveys across cultures that many consumers claim to want to adopt eco-responsible behaviors, but these intentions are not reflected in their purchasing behavior. For example, while consumers express a desire for sustainable products, when it comes time to purchase, factors like price, convenience, or availability often outweigh environmental concerns.

(*Refer to table 3.1, chapter 3 of Marieke de Mooij, Global Marketing & Advertising - Understanding Cultural Paradoxes).

In hospitality, while many customers declare a preference for sustainable hotels, their actual behaviors may not reflect this commitment. The challenge for hotel brands lies in integrating these ecological concerns while also meeting consumers’ practical expectations. The idea might be to communicate clearly yet subtly about their eco-initiatives, showing that this choice is made without compromising aspects like comfort or premium experience and that it’s an integral part of the luxury experience.

Anchoring Intercultural Awareness in Hotel Development

Intercultural studies and models such as those proposed by Geert Hofstede or Marieke de Mooij are valuable tools for professionals seeking to expand into international markets. Combining the understanding of these studies with the on-the-ground reality of the hospitality industry can enhance the cultural relevance of a brand on a global scale, ultimately turning it into a long-term growth lever.

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For more insights and talk about this topic, feel free to contact me at lamya@lvsacrosscultures.com or connect with me on LinkedIn here!

Lamya Valter Schmidlin

Rosewood Amsterdam - Studio Piet Boon design, captured by Lamya Valter Schmidlin