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P. Gkliatis, Ioannis, and Dimitrios N. Koufopoulos. "Strategic planning practices in the Greek hospitality industry." European Business Review 25, no. 6 (October 14, 2013): 571–87. http://dx.doi.org/10.1108/ebr-08-2012-0045.
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Purpose – This paper aims to investigate the nature and extent of strategic planning in the Greek hospitality industry and its outcomes based on Greek managers' views. Design/methodology/approach – Although the concept of strategic planning and its dimensions have been widely discussed in previous literature, research has mainly focused on well-developed countries and established sectors. However, there is a limited research in less developed countries like Greece and under-researched sectors like the hospitality industry. This paper aims to give some insights into the nature and extent of use of strategic planning processes and its positive outcomes in the Greek hospitality industry through a study based on a sample of 21 Greek five-star hotels. Findings – The main findings of the paper concern with some major strategic planning dimensions: planning formality, functional coverage, internal and external orientation, centralization and time horizon of planning. Additionally, the study highlights the positive outcomes/benefits of planning according to managers' views, as well as the financial performance of the Greek five-star hotels that are examined. Descriptive results are presented and the respondents' individual characteristics are outlined. Research limitations/implications – The study provides a benchmark for the measurement of strategic planning and the benefits derived from planning in the Greek hospitality industry, a critical sector for the Greek economy. Originality/value – The article contributes in the extensive literature on strategic planning, by discussing the development of strategic planning practices in Greek hotels, which operate in a highly uncertain environment.
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Stoffers, Jol, Klaes Eringa, Jamie Niks, and Anne Kleefstra. "Workplace Innovation and Organizational Performance in the Hospitality Industry." Sustainability 13, no. 11 (May 22, 2021): 5847. http://dx.doi.org/10.3390/su13115847.
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Change has become continuous, and innovation is a primary approach for hospitality, i.e., hotel companies, to become or remain economically viable and sustainable. An increasing number of management researchers are paying more attention to workplace rather than technological innovation. This study investigates workplace innovation in the Dutch hotel industry, in three- and four-star hotels in the Netherlands, by comparing them to other industries. Two samples were questioned using the Workplace Innovation survey created by the Dutch Network of Social Innovation (NSI). The first was conducted in the hospitality industry, and these data were compared with data collected in a sample of other industries. Results suggest that greater strategic orientation on workplace innovation and talent development has a positive influence on four factors of organizational performance. Greater internal rates of change, the ability to self-organize, and investment in knowledge also had positive influences on three of the factors—growth in revenue, sustainability, and absenteeism. Results also suggest that the hospitality industry has lower workplace innovation than other industries. However, no recent research has assessed to what degree the hospitality industry fosters workplace innovation, especially in the Netherlands. Next to that, only few studies have examined management in the Dutch hotel industry, how workplace innovation is used there, and whether it improves practices.
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Arbelo, Antonio, Pilar Pérez-Gómez, and Marta Arbelo-Pérez. "Cost efficiency and its determinants in the hotel industry." Tourism Economics 23, no. 5 (July 1, 2016): 1056–68. http://dx.doi.org/10.1177/1354816616656419.
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This study employs a stochastic frontier model to estimate cost efficiency and its determinants in the hotel industry in Spain between 2008 and 2012. Measuring cost efficiency provides useful information on the performance of hotels to management, shareholders and, in general, to all stakeholders. Cost control is an issue managers are particularly concerned about, as it gives a competitive advantage that allows hotels to perform better. The results indicate that the inefficiency in average costs for the sample considered is 32.44% and is time invariant. The results also show that labour productivity, the accumulation of knowledge and location are factors that largely determine the differences in efficiency between hotels. These findings have important implications for public policymakers and hotel management, specifically, policies aimed at improving the skills of hotels’ human resources should be encouraged. Likewise, both location and the accumulation of knowledge are strategic resources that hotel management must include in their competitive strategies to increase efficiency.
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Avelini Holjevac, Ivanka. "Total quality management for the hotel industry and tourism." Tourism and hospitality management 2, no. 1 (July 15, 1996): 67–80. http://dx.doi.org/10.20867/thm.2.1.8.
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Quality today is a fundamental factor for market survival, competitiveness and profitability. Strategic business planning is based on a TQM system. Quality is not produced, it is a management tool. Development of quality in developed economic countries has shown that quality is something which is built, developed and constantly enhanced. The system TQM is totally market oriented, buyer-led, as the process starts with the buyer (what he wants) and finishes with the buyer (a satisfied buyer). This is a cycle consisting of five basic activities: planning quality, realising quality, evaluating quality, achieving quality and improving quality, which is being constantly repeated. The advantages of introducing TQM for the service sector, tourism and hotel industry are big, both economically and socially. Poor business productivity and unsatisfactory quality of the product and service are weaknesses of Croatia's economy. Ahead lies the process of learning and introducing TQM for our economy, as this is a condition and necessity for inclusion into world business trends and world markets.
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Khatikova, Z. V., and O. L. Ryvkina. "HOTEL HR-BRAND STRATEGY DEVELOPMENT PECULIARITIES." Construction economic and environmental management 77, no. 4 (2021): 98–106. http://dx.doi.org/10.37279/2519-4453-2020-4-98-106.
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The article deals with a hotel HR-brand strategy development peculiarities. HR brand place in a hotel’s personnel management system has been determined. The HR brand platform elements as a system of values and goals that form the basis of personnel potential strategic planning have been specified. The set of hospitality industry enterprise external and internal environmental factors as the objects of strategic analysis within the second stage of HR-brand strategic development process has been clarified. Two main alternatives of this strategy have been highlighted, their essence, structural elements, implementation process peculiarities from the standpoint of external and internal branding have been specified. Hotel brand positioning principles through a key message to the target audience have been formulated.
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Presutti, Manuela, Marco Savioli, and Vincenza Odorici. "Strategic orientation of hotels: Evidence from a contingent approach." Tourism Economics 26, no. 7 (August 19, 2019): 1212–30. http://dx.doi.org/10.1177/1354816619868886.
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Strategic orientation (SO) – a necessary condition to achieve and maintain a competitive advantage – should particularly be considered in the tourism industry, given the high competition and rapidly changing environment. This article investigates whether the different dimensions of SO (entrepreneurial orientation (EO), learning orientation (LO) and market orientation (MO)) have a direct effect on hotel performance and whether the relationship between SO and hotel performance is contingent on various hotel-specific characteristics. The hypotheses are tested against a sample of 120 small hotels operating in a mature Italian tourist destination. The results show that EO and MO are positive drivers of hotel performance, and LO is not important. Additionally, the intensity of the relationship between SO and performance is contingent on internal firm-related moderators (size and quality). Both the number of rooms and the star classification reinforce the performance achievement of innovative and customer-oriented hotels.
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Hassanien, Ahmed, and Tom Baum. "Hotel Repositioning through Property Renovation." Tourism and Hospitality Research 4, no. 2 (December 2002): 144–57. http://dx.doi.org/10.1177/146735840200400205.
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Kotler (1997) argues that regardless of the initial success of the brand position in the market, the firm may have to he forced to reposition it later. Similarly, Trout and Rivkin (1995) state that today is more the time for repositioning than positioning. This is due to the changing marketing environments that influence any organisation. However, renovation is costly, ongoing and inevitably essential for hotels to stay active and alive in the market. At any one time almost every hotel has recently been renovated, is under renovation, or is waiting for renovation. An examination of the literature uncovers the fact that hotel positioning and property renovation are inseparable in the hotel industry since most innovation is attained through renovation. It is the intention of this paper to concentrate on the process of property renovation in the hospitality industry and its role as a strategic marketing tool for hotel repositioning. A study of attitudes to hotel renovation in Egypt forms the empirical component of this paper.
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Wang, Jie, and Brent W. Ritchie. "A theoretical model for strategic crisis planning: factors influencing crisis planning in the hotel industry." International Journal of Tourism Policy 3, no. 4 (2010): 297. http://dx.doi.org/10.1504/ijtp.2010.040390.
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Lu, James. "Future strategic challenges for hotel industry in Asia." Asia Pacific Journal of Tourism Research 10, no. 1 (March 2005): 133–36. http://dx.doi.org/10.1080/1094166052000341305.
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Borković, Vesna. "Strategic marketing for small and middle sized hotel firms in Croatia." Tourism and hospitality management 1, no. 2 (December 15, 1995): 279–90. http://dx.doi.org/10.20867/thm.1.2.5.
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The paper analyses the efficiency of the former marketing policy of the tourist suppliers and the tourist policy by applying the elements of marketing mix (product/service, sale, promotion and rates). The paper also indicates that there is the need for qualitative transformation of nearly every more important segment of the tourist supply and the need for the development of the adequate developmental strategy as well as entering the market on all the levels from an economic subject to the country as a whole. Such an approach based on the standard model of strategic planning is described in the second part of the paper. With regard to privatisation and restructuring of the supply special attention has been paid to the small and medium-size hotels for they are expected to be the prevailing ones in the hotel industry in most destinations in Croatia.
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Liu, Peng, Ying Chen, and Chung-Piaw Teo. "Limousine Service Management: Capacity Planning with Predictive Analytics and Optimization." INFORMS Journal on Applied Analytics 51, no. 4 (July 2021): 280–96. http://dx.doi.org/10.1287/inte.2021.1079.
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Thelimousine service in luxury hotels is an integral component of the whole customer journey in the hospitality industry. One of the largest hotels in Singapore manages a fleet of both in-house and outsourced vehicles around the clock, serving 9,000 trips per month on average. The need for vehicles may scale up rapidly, especially during special events and festive periods in the country. The excess demand is met by having additional outsourced vehicles on standby, incurring millions of dollars of additional expenses per year for the hotel. Determining the required number of limousines by hour of the day is a challenging service capacity planning problem. In this paper, a recent transformational journey to manage this problem for the hotel is introduced, having driven up to S$3.2 million of savings per year while improving the service level. The approach builds on widely available open-source statistical and spreadsheet optimization tools, along with robotic process automation, to optimize the schedule of the hotel’s fleet of limousines and drivers and to support decision making for planners and controllers to cultivate sustained business value.
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Kutnjak, Goran. "ACTORS OF THE MANAGEMENT MECHANISM IN TRANSFORMATION OF THE HOTEL BUSINESS SYSTEMS." Tourism and hospitality management 7, no. 1-2 (December 2001): 103–20. http://dx.doi.org/10.20867/thm.7.1-2.8.
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Any competitive advantage in a particular economic activity or business system can result in particular positive effects only if the most relevant actors are engaged completely (management and human resources) and if the synergy exponent of such integral economic policy is the real characteristic of such activity. The hotel industry of Primorsko goranska county is certainly a major element of the whole catering and tourist industry, which in the strategic planning of the economy of the Republic of Croatia has a specific role. In the context of such a strategic "definition" the fact is that: 1) correlation that is interaction of the above mentioned actors must be more transparent, and the participation of human resources in all areas of economic activities (and decision making) must be more engaged. Only on this premise is it possible to 2) expect a faster evolution and transformation of the organizational logic from "bureaucratic" to "entrepreneurial ". The reality of the conditions in hotel management of the Primorsko goranska county compared with determinate targets the author of this work tried to focus on also in his research done during 1999.
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Bouranta, Nancy, Evangelos L. Psomas, and Angelos Pantouvakis. "Identifying the critical determinants of TQM and their impact on company performance." TQM Journal 29, no. 1 (January 9, 2017): 147–66. http://dx.doi.org/10.1108/tqm-11-2015-0142.
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Purpose The purpose of this paper is to enrich the existing literature by determining the underlying structure (latent factors) of total quality management (TQM) practices and their impact on company performance outcomes in the Greek hotel industry. Design/methodology/approach The research questions were examined using a sample of 153 top-and middle-level hotel-quality managers. Exploratory factor analyses, coupled with multiple linear regression analyses, were used to examine the extent to which elements of TQM influence hotel performance. Findings The TQM factors revealed by the present empirical research in the hotel industry are the quality practices of top management, strategic quality planning, employee quality management, customer focus and employee knowledge and education. On the other hand, the performance dimensions revealed through the present study are summarized as: financial performance, customer focused performance and service quality performance. The results also confirmed that most of the TQM elements are antecedents of hotel business performance. Practical implications Hotel managers/owners using reliable and valid frameworks comprising TQM practices and performance outcomes may better address their efforts by choosing whether to invest in company refurbishing or better train their personnel to maximize hotel performance. Originality/value The purpose of this study is to enrich the existing literature by identifying and confirming the enablers and outcomes of TQM specifically within the hospitality industry. Moreover, the relationship between the implementation of TQM practices and superior company performance is also examined due to the past contradictory results regarding this matter.
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Burnett, Mark, and Tony Johnston. "Brexit anticipated economic shock on Ireland’s planning for hospitality and tourism: resilience, volatility and exposure." Tourism Review 75, no. 3 (January 22, 2020): 595–606. http://dx.doi.org/10.1108/tr-04-2019-0118.
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Purpose The purpose of this paper is to explore tourism scenario planning for an anticipated shock as viewed through the lens of Irish hospitality managers preparing for Brexit. The research appropriates a climate science framework to structure the study, situating preparations, or lack thereof, against the themes of volatility, exposure and resilience. Design/methodology/approach The research uses a qualitative, pragmatic approach to determine how senior Irish hospitality managers were preparing for Britain’s exit from the European Union. Semi-structured interviews were used to gather data conducted with hotel management, industry federations and tourism policymakers. Findings Buoyancy of the industry, from an industry perspective, little foreseeable threat to the sector, has caused management to develop complacent tendencies, a myopic viewpoint and a head-in-the-sand mindset. Their “wait and see” and “ad hoc” approaches to planning for an anticipated shock suggest an industry that believes itself to be resistant to threats. Practical implications The findings suggest that although tourism has been resilient to economic shocks in the past, historical lessons learned have not been implemented in anticipation of the next shock. More proactive engagement and better strategic preparedness is necessary to mitigate the impacts of future shocks. Industry needs to acknowledge its role in developing resilience and reducing volatility and exposure. The government additionally needs to coordinate initiatives with industry to develop robustness. Originality/value The paper demonstrates areas of practice in the hospitality industry that could be improved to reduce volatility and exposure, enhance resilience and encourage rapid adaptability post crisis.
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Hsiao, Aaron. "Minorities’ job satisfaction and organisational commitment in hospitality industry." International Journal of Culture, Tourism and Hospitality Research 11, no. 2 (June 5, 2017): 211–26. http://dx.doi.org/10.1108/ijcthr-01-2016-0010.
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Purpose The purpose of this paper was to explore whether organisational diversity is associated with minority employee attitudes (i.e. job satisfaction and organisational commitment) in Taiwan and to illustrate if macro-structural inquiry is applicable in the Asian context. Design/methodology/approach This paper utilised a quantitative methodology which consisted of a self-administered survey developed using relevant information from the existing literature. A total of 305 valid surveys were received from the 22 participating Taiwanese hotels and the target population was composed of hotel employees from all departments within the hotels. Descriptive data analysis using SPSS were performed to analyse the data. Findings The findings illustrate that ethnic diversity levels in hotels predict more of the variation in employee attitudes than the remaining types of organisational diversity. In organisations with high and medium levels of organisational diversity, indigenous employees reported significantly higher levels of job satisfaction than did non-indigenous employees; female employees ranked organisational commitment significantly higher than male employees. Research limitations/implications The paper is limited in its findings and explanations to a group of employees in Taiwanese context, and the research findings may not be applicable to all Asian countries. However, this paper displays considerable evidence of the positive impacts in a North-East Asian setting of organisational diversity suggested by literature derived from a Western context. Additionally, the current research did not investigate the impact of diversity policies on employee attitudes. The future research could examine whether equal opportunity and affirmative action are achievable in attracting or retaining ethnic and other minority employees. Practical implications One implication is that organisations should have human resource management policies and training programs (e.g. conflict resolution, problem-solving and team capacity building) that recognise natural differences in groups to capture the positive consequences of heterogeneity. In other words, conflict among diverse employees in the organisation should be managed to enhance the positive effect of diversity on performance. Originality value The results of the research provide evidence for managing diversity by increasing levels of heterogeneity in the workforce. This paper also argues that organisations need to incorporate equal opportunity requirements, training and education programs into policy and strategic initiatives. This paper displays considerable evidence of the positive impacts in a North-East Asian setting of organisational diversity suggested by literature derived from a Western context.
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Silicka, Inese, and Iveta Dembovska. "RESEARCH INTO CATERING ENTERPRISE SERVICE AND ITS QUALITY ANALYSIS IN REZEKNE." Latgale National Economy Research 1, no. 5 (October 21, 2013): 180. http://dx.doi.org/10.17770/lner2013vol1.5.1159.
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A major feature of improved quality of the European hospitality is to satisfy customer needs, increase competition in the hospitality industry and ensure sustainable development of the industry. Quality exists only to the extent that a product or service meets customer needs and expectations. According to the individual elements that make up quality, standards-based strategy must be based on a complete understanding of a customer. Customer satisfaction gained from the stopover destination is not only dependent on the specific service of hospitality experience, but also from other, more general factors, such as hospitality and security, hygienic conditions, healthy climate, customer management. A great number of different stuff in the hotel and catering businesses affect the way customers perceive their destination. They affect his/her satisfaction and customer willingness to repeatedly go back or recommend this place to other potential guests. Destination success in the meaning of client satisfaction is an action that consists of many interconnected components. They reveal the need for strategic and integrated planning of customers’ aim together with the use of different methods to promote integrated quality management (including quality control).
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Teguh, Monika, and Selvy Tri Ciawati. "PERANCANGAN STRATEGI DIGITAL MARKETING COMMUNICATION BAGI INDUSTRI PERHOTELAN DALAM MENJAWAB TANTANGAN ERA POSMODERN." Bricolage : Jurnal Magister Ilmu Komunikasi 6, no. 01 (March 31, 2020): 051. http://dx.doi.org/10.30813/bricolage.v6i01.2067.
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ABSTRACT The development of consumer culture in the era of technology has a direct impact on business competition in the hospitality sector. To be in a superior position in winning the competition, it requires the implementation of strategic planning. With the significant growth of internet users, the hotel industry must make good use of the situation, namely promoting digital marketing communication strategies. The purpose of this research is to design a digital marketing communication strategy for the Golden Tulip Legacy Hotel in Surabaya to overcome the postmodern era challenges. The research method is descriptive qualitative. The study is focused on the website and Instagram design, because it is the main access to information distribution of the Golden Tulip Legacy Surabaya. The informants in this study are selected speakers based on criteria that fit the purpose of the study. The method of data collection is done by observation, interviews, and documentation. The results of this study are the design of innovative digital marketing communication strategies that can be made with a management calendar, content formulation system, updated website features, optimized Instagram, and following the latest trends. Keywords; marketing strategy, digital marketing communication, website, Instagram ABSTRAK Perkembangan budaya konsumen di era teknologi berdampak langsung pada persaingan bisnis di dalam bidang perhotelan. Untuk berada di posisi yang unggul dalam memenangkan persaingan, diperlukan adanya implementasi dari perencanaan yang strategis. Dengan pertumbuhan pengguna internet yang signifikan, industri hotel harus memanfaatkan keadaan dengan baik, yakni melakukan promosi dengan strategi digital marketing communication. Tujuan dari penelitian ini adalah untuk merancang strategi digital marketing communication bagi Hotel Golden Tulip Legacy Surabaya agar dapat menjawab tantangan pada era postmodern. Jenis penelitian yang digunakan adalah kualitatif deskriptif yang berfokus pada website dan Instagram karena merupakan akses penyaluran informasi utama Golden Tulip Legacy Surabaya. Informan dalam penelitian ini adalah narasumber yang terpilih berdasarkan kriteria yang sesuai dengan tujuan penelitian. Metode pengumpulan data dilakukan dengan observasi, wawancara, dan dokumentasi. Hasil penelitian ini adalah perancangan strategi digital marketing communication yang inovatif dapat dibuat dengan kalender pengelolaan, sistem perumusan konten, pembaharuan fitur website, pengoptimalan Instagram, dan mengikuti tren terkini. Kata kunci; strategi pemasaran, komunikasi pemasaran digital, website, Instagram
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Chen, Wen-Jung. "Two social exchanges and service personnel’s internal service behavioural intention at international tourism hotels." European Journal of Tourism, Hospitality and Recreation 7, no. 3 (December 1, 2016): 146–55. http://dx.doi.org/10.1515/ejthr-2016-0017.
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AbstractHospitality is a service industry in which team cooperation and assistance among the co-workers is necessary. Scholars have found that salary or benefits by themselves are not sufficient to motivate employees’ internal service intention and attitude. The norm of reciprocity in which the individuals’ intention results in active behaviour that is driven by the desire to obtain rewards has rarely been applied in the field of hotel internal service. In this study, we used the theory of planned behaviour (TPB) to investigate the effects of leader-member exchange (LMX) and co-worker exchange on internal service behavioural intention and its causes, that is, attitude, subjective norms, and perceived behavioural control. In this study, we chose frontline professional service personnel from 30 international tourist hotels in Taiwan as research subjects and collected 684 valid questionnaires for statistical analysis. The results showed that LMX and co-worker exchange significantly affected the internal service behavioural intention and were significantly correlated with the causes of internal service behaviour intention, that is, attitude, subjective norms, and perceived behavioural control. The results of this study should provide practical and theoretical assistance guidance for the rapidly growing domestic hospitality industry, in terms of increasing service competitiveness and facilitating the strategic planning of human resource management.
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Valeri, Marco, and Silvia Baiocco. "The integration of a Swedish minority in the hotel business culture: the case of Riva del Sole." Tourism Review 67, no. 1 (April 6, 2012): 51–60. http://dx.doi.org/10.1108/16605371211216378.
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PurposeThe purpose of this paper is to explore whether the integration of minorities into the hotel industry stimulates innovation by promoting competitiveness in the tourism industry.Design/methodology/approachThe analysis uses the co‐evolutionary perspective of firms and the environment: firms co‐evolve with the environment in the search for competitive advantage. This paper follows the qualitative methodology of case study research.FindingsEmpirical evidence demonstrates that the Riva del Sole company has been able to grasp the tangible and intangible factors that distinguish the multifaceted Tuscan territory, and enhance them through its own business strategy, transforming them into a competitive advantage.Research limitations/implicationsThe interpretation of the survey is limited by being the observation of a single unit of analysis. Further improvements could result from the use of statistical models of analysis results, the use of analysis of information which emerged from the interviews on the strategic behavior of local actors and clients.Practical implicationsThe innovative offering of Swedish minority entrepreneurship (Riva del Sole) was the offering of a hotel service articulated on various inhabitable units that comprised the hotel and which were nourished by the typical resources of the territory, offering a hospitality service strong in experiential content and rich in local flavor.Originality/valueThe paper offers a novel approach (co‐evolutionary perspective between firms and the environment) to see and understand newly‐emerging dynamics in the tourism business sector.
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Daghfous, Abdelkader, and Omar Belkhodja. "Managing Talent Loss in the Procurement Function: Insights from the Hospitality Industry." Sustainability 11, no. 23 (November 30, 2019): 6800. http://dx.doi.org/10.3390/su11236800.
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This paper sought to extend the existing talent management literature through an exploratory investigation of talent loss resulting from the possible departure of talented employees from the procurement function of hotels. Through a multiple case study of five organizations in the hospitality industry, we found that the departure of talented procurement managers disrupts supply chain operations and leads to a loss of valuable explicit, tacit, and relational knowledge. Procurement managers were found to hold critical skills and knowledge that are essential for the case organizations. Hence, more proactive management strategies were adopted. Managers seeking to minimize the negative impact of talent loss in the procurement function would be well-advised to treat this procurement function as a strategic one and to adopt proactive and documented management strategies. Firms should be aware of the type of important knowledge and of the importance of aligning their strategies with such knowledge. To retain relational knowledge in case of talent loss, strategies should be designed to reduce the firm’s reliance on personal contacts and emotion-based trust in supplier relationships. We concluded the paper with implications for future research and managerial practice for managing talent loss, with an emphasis on sustainability in the hospitality industry.
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Quer, Diego, and Xing Peng. "Multinacionales de mercados emergentes y adquisiciones internacionales: el caso de las empresas chinas en el sector hotelero español." Cuadernos de Turismo, no. 44 (November 29, 2019): 467–85. http://dx.doi.org/10.6018/turismo.44.404981.
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La expansión internacional de las multinacionales de mercados emergentes está adquiriendo una creciente importancia en los últimos años. El sector hotelero no es ajeno a esta tendencia. El objetivo de este trabajo es analizar si los modelos teóricos tradicionales resultan aplicables al caso de las inversiones efectuadas por empresas turísticas chinas o si, por el contrario, se hace necesario utilizar nuevos planteamientos. A partir de un estudio de casos de tres empresas chinas que han invertido en el sector hotelero español, nuestros resultados indican que dichas empresas, más que explotar sus ventajas competitivas, persiguen obtener nuevas fuentes de ventaja. Asimismo, en lugar de seguir un proceso gradual, optan por modos de establecimiento que les permitan acceder de forma rápida a esos activos estratégicos. The international expansion of emerging-market multinationals is becoming increasingly important in recent years. This trend is also present in the hotel industry. The aim of this paper is to analyze whether traditional theoretical frameworks are applicable to cross-border investments by Chinese tourism companies or new approaches become necessary. From a multiple case study of three Chinese companies with investments in the Spanish hotel industry, our results indicate that these companies, rather than exploiting their competitive advantages, seek to obtain new sources of advantage. Moreover, instead of following a gradual process, they choose establishment modes that allow them to quickly access these strategic assets.
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Anser, Muhammad Khalid, Zahid Yousaf, Muhammad Usman, and Seemab Yousaf. "Towards Strategic Business Performance of the Hospitality Sector: Nexus of ICT, E-Marketing and Organizational Readiness." Sustainability 12, no. 4 (February 12, 2020): 1346. http://dx.doi.org/10.3390/su12041346.
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Purpose: This study aims to present a strategic business performance (SBP) model for firms operating in the hospitality industry by providing them guidance on how to use information and communication technologies (ICTs) and e-marketing to attain strategic performance. This paper also explores the moderating role of organizational readiness in the relationship between ICT and e-marketing. Methodology: Data were collected from the top, middle, and operational managers in 4-star and 5-star hotels. To test the mediating role of e-marketing in the relationship between ICT and SBP, Preacher and Hayes’s (2008) approach was used along with the bootstrap method. Regression analysis was carried out to examine the moderating role of organizational readiness. Findings: ICTs provide opportunities to execute e-marketing activities for achieving competitiveness. The empirical findings proved that the use of ICTs provides a basis for establishing a successful e-marketing mechanism that helps hotels to achieve SBP. Furthermore, ICTs’ influence on e-marketing is strengthened by organizational readiness. Originality/value: This paper adds to previous literature on ICTs, SBP, and e-marketing by examining the role of e-marketing and ICTs in positively contributing to the hotels’ SBP, which is a broader measure of firms’ business performance, as compared to the traditional financial or operational measures of a firm’s performance. Since previous studies on the links between ICTs, e-marketing, and firm performance are based on conventional measures of firm performance, this study offers new insights into the nexus of ICTs, e-marketing, and firm performance.
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Ergün, Gözde Seval, and Olgun Kitapci. "The impact of cultural dimensions on customer complaint behaviours: an exploratory study in Antalya/Manavgat tourism region." International Journal of Culture, Tourism and Hospitality Research 12, no. 1 (March 5, 2018): 59–79. http://dx.doi.org/10.1108/ijcthr-01-2017-0010.
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Purpose The study was carried out to better understand the behaviour of tourists from different cultures and backgrounds, and to provide strategic solutions for tourism managers. The purpose of this study was to determine the relationships between the cultural dimensions of Hofstede and customer complaint behaviours. Design/methodology/approach Exploratory factor analyses were carried out separately for national culture and complaint behaviour scales and the factor structuring was then tested using a confirmatory factor analysis. Structural equation modelling (SEM) was used to test theoretical correlations and a conceptual model was created to put forward the correlations between national cultural dimensions and complaint behaviours, as well as to examine the impact of variation in one dimension on the other. Findings Significant correlations were observed between power distance and both public action and no action behaviours, uncertainty avoidance and public action and private action, as well as individualism/collectivism and public action. Research limitations/implications The sample population of the study included foreign tourists visiting Manavgat district in 2015. Manavgat as a destination is preferred by foreign tourists, rather than domestic tourists. In addition, many accommodations in the region only host guests from particular nationalities. For this reason, domestic tourists were not included in the survey. A limitation of the research is the fact that it focused only on hotel management. Extending the scope of the study in future research—the study could be carried out for a wider area and include other sectors—would increase the effectiveness of the study. Practical implications The results shed light on the fact that customers perform different complaint behaviours depending on variation in national cultural dimensions. In this context, the findings contribute to the hotel management literature and to the development of management strategies such as staff training, effective complaint solution methods, increasing customer complaints, using indirect resources effectively and decreasing the cost of solutions. The research also aims to create awareness in hotel managers by highlighting the importance of this issue. Originality/value In many of the studies where customer complaint behaviour and culture are analysed together, culture is regarded primarily as a geographical region, or as ethnical origin. Using Hofstede’s national cultural dimension scale, and taking into consideration all the national cultural dimensions, adds originality to this research. This study is one of the first to explore the impact of cultural dimensions on customer complaint behaviours in Turkey. This is also one of the first studies on complaint behaviour in the hotel industry.
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García-Madurga, Miguel-Ángel, Miguel-Ángel Esteban-Navarro, and Tamara Morte-Nadal. "CoVid Key Figures and New Challenges in the HoReCa Sector: The Way towards a New Supply-Chain." Sustainability 13, no. 12 (June 18, 2021): 6884. http://dx.doi.org/10.3390/su13126884.
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The profound impact of the coronavirus pandemic on global tourism activity and the hospitality industry has rendered statistical approaches on tourism-demand forecasting obsolete. Furthermore, literature review shows the absence of studies on the supply chain in the HoReCa (hotel, restaurant, catering) sector from a sustainability perspective that also addresses economic and social aspects, and not only environmental ones. In this context, the objective of this article is to carry out a prospective analysis on how the changes in the behaviour of consumers during the pandemic and the uncertainties regarding the exit from the health emergency can give rise to social trends with a high impact on the HoReCa sector in the coming years and, specifically, how they will affect the HoReCa supply chain. In the absence of investigations due to the proximity of what has happened, public sources and reports of international relevance have been identified and analysed from the future studies and strategic and competitive intelligence disciplines. The HoReCa sector in Spain has been chosen as field of observation. This analysis draws the future of the HoReCa sector, describes the changes in customer behaviour regarding food and beverages, explains the changes in distribution chains, and reflects on the impact of potential scenarios on the sector. The confluence of all these changes and trends can even configure a new supply chain in the hospitality sector with the emergence of new actors and the increase of access routes to a new final customer for whom security prevails in all its dimensions: physical, emotional, economic, and digital.
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Haneef, Sunitha K., Zakiya Ansari, and Ganga Bhavani. "Attractions of Dubai and Expo 2020: an exploratory study." Worldwide Hospitality and Tourism Themes 11, no. 3 (June 10, 2019): 266–78. http://dx.doi.org/10.1108/whatt-01-2019-0007.
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Purpose The purpose of this study is to provide context to the evolution of tourist attractions in Dubai, retrospectively learn from the experiences of the Milan and Shanghai Expos and to highlight the tourist attractions of Dubai Expo 2020. In so doing, the paper also seeks to understand how attractions play a role in shaping the growth of the tourism and hospitality sectors in Dubai. Design/methodology/approach Data for this paper were gathered from primary and secondary sources. Informal discussions with officials of Expo 2020 generally and tourism stakeholders, in particular, who were willing to participate in this study, form the core of the primary data reflected in this paper. These discussions, which span a period of four weeks, were transcribed for later study and analysis. Findings First, the tourism industry, the bedrock of Dubai’s economy, has witnessed remarkable growth during the period 1990-2015 and beyond because of its rich tourism infrastructure comprising hotels, tourism activities and tourist attractions. Second, it is important that Dubai Expo draws on the experiences and expectations of prior events and can apply lessons learnt from the Milan and Shanghai Expo events. Third, that Dubai Expo 2020 can enable Dubai to build on its established image for excellent infrastructure, attractions, hotels, affordable amenities, easy accessibility and highly-developed air and road transport systems. Research limitations/implications Even if lessons learnt from the Milan and Shanghai Expo are taken into account, they may not account for unforeseen circumstances and sources of failure – though they provide a guide in relation to the conduct of a mega event. Practical implications Dubai Expo 2020 can enable Dubai to build on its established and broadening global appeal. Social implications Employment prospects will be enhanced by Expo 2020 that will project an image of Dubai as a world tourist destination to a far greater extent than it has done so to date. Social changes may also occur because of cultural exchanges during the Expo 2020 period. Originality/value The paper discusses how strategic planning for new attractions combined with the existing attractions will help spread awareness of Expo 2020. The observations made from this study can be used by other nations hosting similar events in similar geographical areas, to help prepare and draw on prior experience and lessons learnt.
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Dev, Chekitan S., and Saul Klein. "Strategic Alliances in the Hotel Industry." Cornell Hotel and Restaurant Administration Quarterly 34, no. 1 (February 1993): 42–45. http://dx.doi.org/10.1177/001088049303400108.
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Setiawan, Antonius Singgih. "Market Orientation, Hotel Chain Group And Strategic Management Accounting Usage." Jurnal Akuntansi 24, no. 1 (June 24, 2020): 37. http://dx.doi.org/10.24912/ja.v24i1.640.
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The growth effect of the hospitality industry is an increasingly strong competition. Management's focus on the use of strategic management accounting is an important key in anticipating competition. For this reason, this study needs to identify factors that can influence the use of strategic management accounting by hotel management. This study aims to explain the effect of market orientation and hotel chain groups on the use of strategic management accounting in the hospitality industry. A total of 134 questionnaires are distributed to the hotel general managers in Southern Sumatra region. The number of questionnaires used in this study is 118 (88.06%). The data are analyzed using a statistical method of multiple regression. The statistical software used to estimate the model is SPSS software version 21. Research findings indicate that market orientation and hotel chain groups have a positive impact on the use of strategic management accounting in the hotel industry. An important contribution of this research is that the research findings confirm that market orientation is an important factor in the implementation of strategic management accounting, and hotel chain groups are new things that can be identified in strategic management accounting research.
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Ivanović, Slobodan. "PERFORMANCE FACTORS OF THE HOTEL ENTERPRISE." Tourism and hospitality management 9, no. 2 (December 2003): 139–52. http://dx.doi.org/10.20867/thm.9.2.13.
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There is no doubt that the business performance of the hotel enterprise depends upon the interrelationship of the hotel enterprise and the environment of the hotel industry in which the hotel operates. This environment provides the hotel enterprise with information crucial in guiding the hotel in its activities, thus helping to reduce the level of uncertainty and to improve the quality of strategic decisions. The specific or business environment shaped by the tourist market of the region will also impact on the performance of the hotel enterprise. One very popular interpretation of the enterprise-environment relationship is based on the model of natural selection, which has its roots in the biological theories o f the population evolution. This model focuses on a kind of natural selection according to Darwin’s theory of evolutionary adaptations. By accepting this theory, the hotel industry in our case would encourage only the survival of those hotel enterprises that are capable of adequately adjusting to changes. It should be pointed out that it would be extremely difficult to prepare a complete analogy of all the occurrences in the hotel industry with the theory of evolutionary adaptation. The hotel industry determines the critical success factors, which the hotel enterprise needs to embrace and apply in order to achieve high performance. Innovative hotel enterprises set about systematically combining their assets and their skills, which provides them with the individual competence needed to create and maintain a fairly long-term competitive advantage within their business environment and on the tourist markets. As a rule, it is the innovative hotel enterprise that creates the critical success factors which will become the standards of sound hotel business for all hotel enterprises of the region or country. By identifying the driving forces, it is possible to define the true top-priority strategic issues that need to be solved. These strategic issues can refer to maintaining or improving current strategic positions within the hotel industry or they can deal with selecting new areas of business i.e. new domestic or foreign tourist markets.
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Ivankovič, Gordana, and Mateja Jerman. "Comparative analysis of budgeting in the Slovene hotel industry." Tourism and hospitality management 17, no. 1 (2011): 91–100. http://dx.doi.org/10.20867/thm.17.1.7.
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The main purpose of the presented research was to investigate whether Slovene hotels that have a business strategy and strategic management accounting are more successful in comparison with those that still do not have a long-term business strategy and strategic management accounting.Hotels that have a business strategy and strategic management accounting are expected to be more successful in comparison with those that still do not have a long-term business strategy. Questionnaires were distributed to the management of selected Slovene hotels. The Slovene budgeting practices were assessed in Slovene large hotels, which have more than 100 rooms. The analysis was performed at the beginning of the years 2004 and 2008, respectively. Budgeting practices in Slovene hotels were assessed by analyzing the extent to which managers used strategic management accounting and the extent to which business strategies were implemented. The analysis provides evidence that hotels with a long-term business strategy are more successful than those that that have a short-term strategy, or are even without one. Although an improvement in the field of continuous budgeting in the five-year period can be ascertained, only a minority of Slovene hotels uses standard cost as a basis for budgeting. This was the first study that ascertained discrepancies between Slovenian budgeting practice and foreign best practices, which is undoubtedly of great interest for decision-makers on the level of individual hotel.
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Qin, Yu, Huimin Gu, Bin Li, and Daisy Fan. "The Chinese hospitality industry: a perspective article." Tourism Review 75, no. 1 (December 19, 2019): 117–21. http://dx.doi.org/10.1108/tr-05-2019-0196.
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Purpose This paper aims to illustrate the logics that have shifted in the Chinese hotel industry since 1949 and discuss its implications for advance a better understanding of how and why the Chinese hotel industry has evolved into its present situation. The logic evolution and future trends in this market were also discussed. Design/methodology/approach As this research is aimed at answering the “how” and “why” aspects in the evolution of Chinese hotel industry, qualitative approach is applied to answer the questions. Findings This paper divided the history of contemporary Chinese hotel industry into three stages: 1949-1977, 1978-2001 and 2002 to the present. Hotel business in each period was dominated by state logic, profession logic and market/corporation logic, respectively. Originality/value The authors applied institutional logics perspective to explore how and why China hotel industry evolved in the past 70 years.
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Rza-Zadeh, Nuray Rauf, and Marek Dvořák. "Institutional Aspects of Risk Strategic Management in Azerbaijan Hospitality Sector." Journal of Institutional Studies 12, no. 4 (December 25, 2020): 126–37. http://dx.doi.org/10.17835/2076-6297.2020.12.4.126-137.
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Nowadays, in the 21st century that is distinguished by the high penetration of information and communication technologies, interconnectedness and globalization, the effectiveness of institutions is increasingly manifesting the pressing need to clearly define and assess the prospects and directions of business development, taking into account the likelihood and the occurrence of the objective and subjective risks. This is happening mostly due to the growing volatility of the macroeconomic environment, increased competition, and the rapid globalization of various business processes and solutions. Taking this into account, one can see that the risk of the management process of the hospitality industry represents a complex multi-level procedure. The starting point of the whole risk management system is their forecasting which becomes the most effective way to prepare management decisions in hotel enterprises for the future. This paper focuses on the institutional aspects of risk strategic management in Azerbaijan hospitality sector related to legal, organizational, and cultural characteristics of development. The aim of this study is to identify the major institutional aspects of risk factors of the external environment as well as to realistically assess the changes in the impact of these factors on the activities of hotel enterprises and the hospitality sector of Azerbaijan for the nearest future based on the expert risk forecasting method. Moreover, the paper aims at updating the strategy of hotel development taking into account the changes in the external environment and to link these risks to the business processes taking place in hotel enterprises and in the hospitality sector. We analyze and describe the most important factors and sources of threats to hotel enterprises of Azerbaijan, such as the probability of new competitors, increasing competitive pressure, imperfect business environment in the country, increase in airline tariffs, changing customer needs and tastes, and maintaining a visa regime with many countries. Our results propose some organizational and economic mechanisms for risk management in the hospitality sector.
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Bharwani, Sonia, David Mathews, and Amarpreet Singh Ghura. "Business model innovation in the Indian hospitality industry." Worldwide Hospitality and Tourism Themes 11, no. 4 (August 12, 2019): 362–77. http://dx.doi.org/10.1108/whatt-04-2019-0018.
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Purpose This study aims to explore the reasons for the rise of independent, stand-alone restaurants and ascertains the benefits of outsourcing food and beverage (F&B) in luxury hotels in India from the perspectives of the strategic partners involved in such an alliance. The study also proposes different formats for F&B outsourcing in luxury hotels. Design/methodology/approach An exploratory study was carried out by collecting primary data from 16 Hotel General Managers and F&B operations experts through qualitative, semi-structured, personal and in-depth interviews. NVivo12 software was used to carry out a qualitative thematic analysis of the data. The primary data collected were triangulated with secondary data gathered through literature review of academic papers, industry reports and studies on the trends of restaurants in luxury hotels being outsourced. Findings The study focusses on the antecedents of the rise of stand-alone restaurants in the Indian hospitality industry. To combat the competitive disruption arising because of this trend, the study posits the business model innovation of outsourcing F&B operations in luxury hotels. Practical implications The benefits of a strategic alliance from the perspective of both parties – the luxury hotel and Michelin-star chef or branded/marquee restaurant – are elucidated. Further, three broad formats, which can be adopted for speciality restaurant outsourcing are also proposed. Practitioners, researchers and educationists in the hospitality industry would find the implications of this study useful in the context of the present customer-centric business environment where hotels are constantly striving to meet the exponentially rising bar of guest expectations in an increasingly globalised milieu. Originality/value The study proposes a preliminary road map for internationalisation of F&B operations through the business model innovation of outsourcing operations of in-house specialty restaurants by luxury hotels in the Indian context.
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Abu Talib, Alyaa Afifah, Nor Rima Muhamad Ariff, Mohd Hafiz Hanafiah, and Mohamad Sufian Hasim. "Positioning Strategic Sustainable Facilities Management (SFM) for Hotel Industry in Malaysia." Asian Journal of Quality of Life 4, no. 17 (January 15, 2020): 49–62. http://dx.doi.org/10.21834/ajqol.v4i17.200.
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Sustainability issues in the hotel industry are significantly distressing matter. It has been expressed as a constituent interest to a negative impact on the environment. However, the sustainability management concept is yet to be established by the Malaysian hotel industry. The aim is to study Sustainable Facilities Management (SFM) practices in the hotel industry. This conceptual paper encompasses on evolution theory of SFM. Meta-analysis was conducted focusing on developing trends of SFM globally. The findings revealed that 9 out of 15 sustainable initiatives have been commonly practised. These initiatives are essential to gain holistic SFM practices in the hotel industry.
Keywords: Sustainable; Sustainability Facilities Management (SFM); Hotel.
2398-4279 © 2019 The Authors. Published for AMER ABRA CE-Bs by E-International Publishing House, Ltd., UK. This is an open-access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer-review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia.
DOI: https://doi.org/10.21834/ajqol.v4i17.200
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Chen, Han, Rui Chen, Shaniel Bernard, and Imran Rahman. "US hotel industry revenue: an ARDL bounds testing approach." International Journal of Contemporary Hospitality Management 31, no. 4 (April 8, 2019): 1720–43. http://dx.doi.org/10.1108/ijchm-01-2018-0031.
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Purpose This study aims to develop a parsimonious model to estimate US aggregate hotel industry revenue using domestic trips, consumer confidence index, international inbound trips, personal consumption expenditure and number of hotel rooms as predictor variables. Additionally, the study applied the model in six sub-segments of the hotel industry – luxury, upper upscale, upscale, upper midscale, midscale and economy. Design/methodology/approach Using monthly aggregate data from the past 22 years, the study adopted the auto-regressive distribute lags (ARDL) approach in developing the estimation model. Unit root analysis and cointegration test were further utilized. The model showed significant utility in accurately estimating aggregate hotel industry and sub-segment revenue. Findings All predictor variables except number of rooms showed significant positive influences on aggregate hotel industry revenue. Substantial variations were noted regarding estimating sub-segment revenue. Consumer confidence index positively affected all sub-segment revenues, except for upper upscale hotels. Inbound trips by international tourists and personal consumption expenditure positively influenced revenue for all sub-segments but economy hotels. Domestic trips by US residents added significant explanatory power to only upper upscale, upscale and economy hotel revenue. Number of hotel rooms only had significant negative effect on luxury and upper upscale hotel sub-segment revenues. Practical implications Hotel operators can make marketing and operating decisions regarding pricing, inventory allocation and strategic management based on the revenue estimation models specific to their segments. Originality/value It is the first study that adopted the ARDL bound approach and analyzed the predictive capacity of macroeconomic variables on aggregate hotel industry and sub-segment revenue.
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Pavlatos, Odysseas. "An empirical investigation of strategic management accounting in hotels." International Journal of Contemporary Hospitality Management 27, no. 5 (July 13, 2015): 756–67. http://dx.doi.org/10.1108/ijchm-12-2013-0582.
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Purpose – The purpose of this paper is to investigate the relationship between contextual factors, strategic management accounting (SMA) and historical performance in hotels. Design/methodology/approach – An empirical survey was conducted on a sample of 106 leading hotels in Greece. Findings – The analysis of the survey data indicates that seven contingent factors affect SMA usage in hotels: The seven factors are perceived environmental uncertainty, structure, quality of information system (IS) information, organizational life cycle stage, historical performance, strategy and size. The findings also indicate that lagging performance affects SMA and that this effect is moderated by the perceived environmental uncertainty. Research limitations/implications – Some of the limitations are inherent to the survey method used, such as the use of perceptual measures and the potential of common method bias. Data were collected from the Greek hospitality industry, and consequently, the results may be generalizable only to that population. Practical implications – The accounting professionals and hotel managers will also be benefited, as the study aims to identify the most relevant SMA tools adopted in the hotel industry, as well as the relationship between these tools and other external and organizational factors. Originality/value – This research adds to the current knowledge in management accounting system design in hotels. This paper increases the understanding as to why hotels are more likely to implement SMA. The results provide the first empirical evidence of the relation between SMA usage, organizational factors, external factors and historical performance in hotels.
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Edgell, David L., Kurtis M. Ruf, and Alpa Agarwal. "Strategic Marketing Planning for the Tourism Industry." Journal of Travel & Tourism Marketing 8, no. 3 (January 13, 2000): 111–20. http://dx.doi.org/10.1300/j073v08n03_08.
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Francis, Helen, and Tom Baum. "HR transformation within the hotel industry: building capacity for change." Worldwide Hospitality and Tourism Themes 10, no. 1 (February 12, 2018): 86–100. http://dx.doi.org/10.1108/whatt-10-2017-0064.
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Purpose This study aims to identify recent trends in the strategic repositioning of the human resources (HR) function within the hotel industry, and to explore challenges facing HR professionals as they engage in strategies to develop talent and organisational capability, while adjusting to the shifting boundaries of the HR function. Design/methodology/approach The study provides a case study investigation based on a qualitative research design. It draws on a series of informal discussions with key informants, in-depth round table discussions with members of the HR function and a rich source of secondary (company specific) data about a recent strategic change initiative. Findings The study presents a rich picture of the contradictory nature of the strategic repositioning of the HR function, and the role of electronic HR systems in shaping this. It points to the significance of “higher-order” HR capabilities associated with the functions’ capacity to engage in strategies to develop talent and organisational capability. Practical implications This study points to contradictions and tensions in shifting the focus of the HR function from “operational” to “strategic” management of talent. It offers four practice implications in the areas of continuous professional development, and building HR and line manager skills in dialogue, project management and the use of new technology, talent data and analytics. Originality/value This study illustrates the deployment of talent management practices within a broader organisational development remit to restructure the business and HR function in pursuit of more efficient and effective people management.
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Han, Heesup, Kiattipoom Kiatkawsin, and Wansoo Kim. "Traveler loyalty and its antecedents in the hotel industry." International Journal of Contemporary Hospitality Management 31, no. 1 (January 14, 2019): 474–95. http://dx.doi.org/10.1108/ijchm-04-2017-0237.
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PurposeThe purpose of this paper is to examine the intricate associations among the performance of ambient atmospherics, emotional experiences, overall image and guest satisfaction and test the influence of these relationships on loyalty intentions by considering the moderating impact of continuance commitment in the upscale hotel context.Design/methodology/approachA field survey was conducted to collect the data. A quantitative approach was used for data analysis. Structural equation modeling and a test for metric invariance were used to identify the impact of study variables.FindingsThe results of this paper indicated that the hypothesized relationships were in general significant, that the proposed theoretical framework satisfactorily predicted guests’ intentions to be loyal and that the role of satisfaction among study constructs was prominent. Findings from the test for metric invariance also showed that continuance commitment significantly affected the associations among emotional experiences, satisfaction and loyalty intentions. Moreover, emotional experiences, overall hotel image and guest satisfaction were found to play a significant mediating role in generating loyalty intentions.Practical implicationsThe findings of this paper inform hotel practitioners of the clear role of atmospherics, emotional experiences, image, satisfaction and continuous commitment in building loyalty. In addition, these findings can help hotel practitioners and researchers invent thorough and strategic methods for loyalty enhancement.Originality/valueThe existing hotel literature has provided a limited view regarding the impact of these research variables. The present paper filled this research gap through the successfully development of a robust framework for hotel guest loyalty.
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Bansal, Roli, Manisha Lamba, Shirin Alavi, and Vandana Ahuja. "E-Marketing and the Hotel Industry." International Journal of Online Marketing 4, no. 2 (April 2014): 15–27. http://dx.doi.org/10.4018/ijom.2014040102.
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In today's world, as online consumers become more price sensitive, less brand loyal and more sophisticated, e-Customer Relationship Management (CRM) and e-marketing becomes a strategic necessity for attracting and increasing consumer's patronage. This manuscript traces the evolution of e-marketing and demonstrates the relationship between the Web Presence Index (WPI) of the hospitality sector across a set of hotels. Here WPI of a particular hotel brand is a function of the total web presence across the Website, FaceBook Page, YouTube, Twitter and MakeMyTrip.com. Subsequently, a positive relationship is visible between the Web Presence Index (WPI) for each hotel and further, it's Alexa traffic volume indicates the total online user traffic. This manuscript demonstrates the web presence of hotels through WPI, Alexa, traffic volume, and their weighted calculated score on the basis of the above parameters. The Web Presence Index is indicative of the usability, credibility and persuasiveness of a consumer in the context of hotel websites. It further depicts how hotels can build better relations with customers by recognizing their needs, preferences, complaints and so on.
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Erdem, Mehmet, and Lan Jiang. "An overview of hotel revenue management research and emerging key patterns in the third millennium." Journal of Hospitality and Tourism Technology 7, no. 3 (August 1, 2016): 300–312. http://dx.doi.org/10.1108/jhtt-10-2014-0058.
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Purpose The purpose of this research study is to present an overview of hotel revenue management (RM) research articles published in scholarly journals during the 2001-2013 period while offering a direction for future research that focuses on RM in the hotel industry context. Design/methodology/approach Using Boolean search keywords across the period of 2001 to 2013, a total of 83 hotel RM-related research journal articles were queried. To ensure that all the identified articles were hotel-RM related, each article was independently reviewed; 70 research journal articles were identified as relevant for inclusion in this study. Findings RM has been and will continue to be a critical tool for the hotel industry, especially since the rise of its perceived strategic role among hoteliers. The RM process is shifting from a tactical to a strategic approach. Also, RM has become more technology driven and it is becoming more customer-centric. Hoteliers should spend more effort and resources on training and educating revenue managers. Research limitations The content analysis is limited to the databases available to the research team. Practical implications This study serves as a resource for scholars interested in RM research in the hotel industry and documents the focus of RM research and the key issues offered by scholars. Originality/value No study has previously offered an overview of RM research articles focusing on the hotel industry (covering the years since 2000). The manuscript serves as framework for scholars who may wish to identify existing research patterns and pursue new directions.
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Ivanović, Slobodan. "THE INNOVATIVE TOURIST PRODUCT IN THE FUNCTION OF THE HOTEL INDUSTRY." Tourism and hospitality management 9, no. 2 (December 2003): 79–95. http://dx.doi.org/10.20867/thm.9.2.8.
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Very often, there are more imitators than innovators in the hotel industry. There are very few hotel enterprises engaged in continually innovating their services. Creative imitators help to diffuse innovations and to meet the needs of certain segments o f the tourist market. They realise the improvement possibilities of the tourism product or service, which requires innovation. Changes to certain features o f the product or service can help to increase their value for both domestic and foreign tourists. Hence, it is maintained that creative imitation is sooner to take hold on the tourist market than on the tourism product or service. The globalisation process of the world economy, as well as the hotel industries, has imposed a certain way of thinking referred to in journalism as "change as a constant necessity" or putting it harshly "innovate or disappear from the business scene”. Anything that is different represents change. Innovation means accepting ideas for services which are new to hotel enterprise. Because innovations disturb the status quo of the hotel enterprise, they are met with resistance by some members of the organisation. Strategic thinking is what every hotel enterprise needs to prevent it being caught off guard by the affects of changes in its micro and macro environment. Namely, troubles begin for the hotel enterprise when it fails to adapt in an adequate and acceptable way to the changes occuring within the hotel industry. Adverse changes in the environment and the inability of the hotel enterprise to respond to these changes are the cause of incongruity between the hotel’s potential (accommodation and other facilities) and the demands of the hotel industry i.e. the tourist markets on which it is present.
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Kitsios, Fotis C., and Evangelos Grigoroudis. "Evaluating service innovation and business performance in tourism: a multicriteria decision analysis approach." Management Decision 58, no. 11 (June 9, 2020): 2429–53. http://dx.doi.org/10.1108/md-09-2019-1326.
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PurposeThe purpose of this study is to evaluate the effectiveness of the new service development (NSD) process in tourism. For this reason, factors influencing the process of service innovation in the hospitality sector were explored and correlated with business performance in the hospitality industry through a multicriteria decision analysis approach.Design/methodology/approachAn original multicriteria decision analysis approach is applied in order to estimate the efficiency of the NSD process. The approach follows the principles of ordinal regression analysis, using goal programming techniques. Collected data are based on in-depth structured and questionnaire-based interviews of 77 hotel managers in 147 new services in a representative sample of 99 hotels in Greece. Several financial ratios, covering different aspects of business performance, are used in order to evaluate the NSD process for three years after the services innovation had been launched.FindingsThese findings reveal the importance of financial liquidity and business efficiency for the hotel industry (i.e. the ability of a firm to use available resources in order to achieve specific sales goals). The aforementioned variables can determine how quickly and effectively assets are converted to cash. In general, the findings show the emphasis that should be given to customer needs, as well as to the effective management of a NSD project.Originality/valueFindings of this study may support hotel managers to make complex strategic decisions for future development. These findings have suggested that service innovation should be included as a strategic tool to assess differentiation effort in the hotel industry.
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Basera, Vitalis, and Judy Mwenje. "Factors Affecting the Adoption of Quality Management Systems in Zimbabwean Hotels." April 2021, Volume 10(2) (April 30, 2021): 776–95. http://dx.doi.org/10.46222/ajhtl.19970820-132.
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This paper aims at highlighting factors contributing to late adoption of quality management systems (QMS) in the Zimbabwe hotel industry. The research answered questions on: What are the internal factors affecting adoption of QMS in hotels; What are the external factors affecting adoption of QMS in the hotels. Hotel managers and key stakeholders in the hotel industry were interviewed to get data. Focus group discussions was used to get data from hotel staff members. Directed content analysis was used to analyse data. Some of the internal factors affecting adoption of QMS in the hotel industry in Zimbabwe identified are high staff and management turnover, absence of specialised quality function, poor remuneration of hotel employees and lack of financial resources. While some of the external factors identified are high taxes and licensing fees, industry over regulation, hyperinflation, and poor industry supporting infrastructure. The study recommended for creation of hotel industry stakeholder platform to enhance adoption of QMS in the hotel industry looking at how best to ease the identified factors. There is need for a review of hotel industry operating environment from regulator perspective so as to ease the operating environment which can improve the hotels sustainability.
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Arbelo, Antonio, Marta Arbelo-Pérez, and Pilar Pérez-Gómez. "Estimation of Profit Efficiency in the Hotel Industry Using a Bayesian Stochastic Frontier Model." Cornell Hospitality Quarterly 59, no. 4 (March 26, 2018): 364–75. http://dx.doi.org/10.1177/1938965518762841.
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The present study measured profit efficiency and its determinants in the hotel sector in Spain from 2010 to 2014, using a Bayesian stochastic frontier approach. This model provides estimates of efficiency and more accurate confidence intervals than the traditional frequentist approach. The results revealed that the hotels are operating with significant profit inefficiencies. These inefficiencies are significantly affected by size, location, occupancy rate by region, customer satisfaction, and whether the hotel is affiliated or independent. Finally, the study points out the strategic implications of these findings, to improve the efficiency of the hotels.
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Salazar, Ana. "Hospitality trends: opportunities and challenges." Worldwide Hospitality and Tourism Themes 10, no. 6 (December 3, 2018): 674–79. http://dx.doi.org/10.1108/whatt-07-2018-0047.
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Purpose The main purpose of this paper is to summarize the trends and suggestions for the hospitality sector, identified by a number of authors and publications. Design/methodology/approach A content analysis was performed using publications available on reliable websites on the internet as the source for data collection. Findings In general, technology will have an enormous emphasis on how the hotel industry is changing. The new generation of millennial travellers and growing competition brought on by the ever-evolving sharing economy has led to the industry upping its game to cater to a rapidly changing customer base that looks for meaningful local experiences and personalized services. Originality/value Gathering this information and making recommendations to cope with those trends can lead managers to have a more proactive approach on their strategic and operational decisions, thus enhancing their competitiveness on the hospitality market.
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Arbelo, Antonio, Marta Arbelo-Pérez, and Pilar Pérez-Gómez. "Heterogeneity of Resources and Performance in the Hotel Industry." Journal of Hospitality & Tourism Research 45, no. 1 (July 28, 2020): 68–89. http://dx.doi.org/10.1177/1096348020944450.
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Resource heterogeneity is a key aspect of one of the most important theories of strategic management: the resource-based view of the firm. This theory suggests that the performance effects of a firm’s strategy depend on the firm’s individual resources and capabilities and the setting within which it is operating. In this article, we argue that the current methods for measuring hotel performance and its determinants may be inconsistent with this theory. To measure efficiency, hotels should be viewed as heterogeneous firms, and the relationships between determinants and performance must be assessed for each individual hotel rather than as an average across hotels. Accordingly, we use a random-effect Bayesian stochastic frontier model to estimate the profit frontier and the effect function of the inefficiency for each hotel. The results indicate that hotels tend to choose strategies based on the heterogeneous resources that maximize their performance in their individual statuses.
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Lam, Carmen, Grace K. S. Ho, and Rob Law. "How can Asian hotel companies remain internationally competitive?" International Journal of Contemporary Hospitality Management 27, no. 5 (July 13, 2015): 827–52. http://dx.doi.org/10.1108/ijchm-05-2013-0226.
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Purpose – This paper aims to examine a number of Asian hotel companies to identify the hurdles and provide recommendations for those companies expanding internationally. Many Asian-based hotel companies have made their strategic choice to expand beyond their home territories by opening and managing hotels in non-Asian destinations to achieve growth. This is a strategic decision that other Asian hotel companies will eventually have to face when they follow their customers’ footsteps and/or enhance their brand awareness in non-Asian destinations for greater market penetration and other network advantages. Design/methodology/approach – This is a review article that analyzes Asian hotel groups’ development practices based on content analysis of published references. The 2012 Hotels 325 list, the leading source of news and analysis for the global hotel industry, is used to identify the top Asian hotel management companies in the world. Their history is traced to examine key success factors for their growth and to identify issues and concerns for such companies’ development into non-Asian destinations. Findings – There are a number of approaches that Asian hotel companies have adopted for international expansion based on their match with these companies’ key success factors. Research limitations/implications – The review focuses on the top 53 Asian hotel companies on the Hotels 325 list and does not cover smaller Asian companies that may have had successful global expansion records. Practical implications – The paper provides high-level guidelines for what Asian hotel groups need to do to expand their business internationally outside of Asia or their traditional markets. Non-Asian hotel groups would also learn from this Asian wave of hotel development. Originality/value – There has been limited, if ever any, previous literature on the strategic development choices of Asian hotel management companies. As such, this paper contributes to such an important but largely overlooked area in hotel management.
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Manuel Martínez-López, Antonio, and Alfonso A. Vargas-Sánchez. "The Strategic Management Process and the Innovative Capacity of the Spanish Hotel Industry." Journal of Hospitality Marketing & Management 22, no. 6 (August 2013): 596–618. http://dx.doi.org/10.1080/19368623.2011.653050.
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Sharma, Anuj, and Parul Kochher. "Taj hotels, palaces and resorts: the road ahead." Emerald Emerging Markets Case Studies 8, no. 3 (September 24, 2018): 1–21. http://dx.doi.org/10.1108/eemcs-01-2018-0001.
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Subject Area General Management, International Strategic Management, International Marketing and Brand Management. Study level/applicability MBA (General Management), MBA (Marketing), Management and executive development programme. Case overview The Indian Hotels Corporation limited known as the Taj Group was set up by JRD Tata in 1903. The company has undertaken a long journey since then. It is one of the most recognized hotel brands in luxury market segment of the hotel industry. Off late some micro- and macro-level changes in the business environment have not been in favor of the group. The strategy of international expansion in acquiring and refurbishing of assets has mounted the debt and the growing losses. What has compounded the growing troubles is the entry of aggressive multinational brands in the luxury segment of the hospitality industry. The group prioritizes to get its financials in order. It thereafter needs to rework on its competitive strategy and take advantage of the booming domestic hotel industry for profitable future growth. Expected learning outcomes Expected learning outcomes are as follows: to understand the impact of expansions on the top line and the bottom line on the hospitality industry; to understand the impact of expansion on brand image for the legacy brand; to understand and develop strategies for a company which make it profitable in the hotel industry; and to formulate entry and exit strategies for companies dealing in the hospitality industry. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS: 11: Strategy.
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Bharwani, Sonia, and Parvaiz Talib. "Competencies of hotel general managers: a conceptual framework." International Journal of Contemporary Hospitality Management 29, no. 1 (January 9, 2017): 393–418. http://dx.doi.org/10.1108/ijchm-09-2015-0448.
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Purpose It is crucial for hospitality organisations to develop sustainable leadership by regularly re-evaluating the competencies and skills required by their senior managers and leaders. In the context of this strategic talent management imperative, this paper aims to identify and map competencies required for the pivotal position of a hotel general manager to develop a holistic and relevant leadership competency framework. Design/methodology/approach Through secondary research, this study undertakes a detailed literature review of competency and leadership studies in the context of the hospitality industry to distil the essential competencies and skills required by a general manager. Findings This study proposes a leadership competency model for hospitality organisations in the form of a 43-item competency framework for hotel general managers categorised into four broad dimensions – cognitive competencies (knowledge), functional competencies (skills), social competencies (attitudes and behaviours) and meta competencies (motives and traits). Practical implications The proposed competency model, once empirically tested for robustness, could serve as a blueprint for hospitality organisations to develop their own organisation-specific competency framework for senior leadership that could prove to be a keystone for integrated talent management practices. Further, educationists and trainers could use the findings of this study as inputs in designing curricula and pedagogical interventions to meet the industry’s future needs and expectations with regards to competencies of senior managers. Originality/value By aggregating competencies from earlier studies and synthesising and categorising them in accordance with a contemporary, hospitality industry-relevant typology, a comprehensive competency model specific for hotel general managers has been proposed.