Companies in the hotel sector of Curitiba are operating in a highly competitive environment, and many changes have taken place in recent years, with the introduction of hotel networks in the city. The objective of this study was to analyze the competitive environment and the winning of competitive advantages of a hotel in Curitiba, based on the Integration Approach model proposed by Kim and Oh (2004). Besides considering internal and external aspects, by means of the Five Forces Approach and the Resource Based Approach, this model adds the Relational Approach, which emphasizes interorganizational relations. The data were collected through semi-structured interviews, carried out with the director of planning of a traditional hotel in the city, and after analysis of the documentary information, a qualitative analysis of the data was carried out. It was observed that institutional clients, such as travel agencies and automobile companies, constitute the most influential environmental force on the hotel’s performance. The hotel’s main resource is its location, which is considered the main advantage in relation to its competitors. It has practically no relations with other hotels or public bodies, and the hotel in question does not obtain any competitive advantages through the exchange of experiences. Key words: Competitive Advantage; Strategy; Hotel Management.