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Journal articles on the topic 'Hotel management Management contracts'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 February 2022

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1

Kandžija, Vinko, and Nenad Ivandić. "Contracts on hotel management and franchising." Tourism and hospitality management 2, no. 1 (July 15, 1996): 149–56. http://dx.doi.org/10.20867/thm.2.1.15.

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Starting from the situation in Croatian tourist sector the paper points to the possibility of introducing new forms of managing assets such as hotel management and franchising. The hotel company management is shown, as well as the advantages and disadvantages of particular types of contracts and the basic parts of management contracts are briefly explained. The advantages and disadvantages of franchising contract and its characteristics are also presented.

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2

Sangree, David J., and Peter P. Hathaway. "Trends in Hotel Management Contracts." Cornell Hotel and Restaurant Administration Quarterly 37, no. 5 (October 1996): 26–37. http://dx.doi.org/10.1177/001088049603700521.

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3

Bader, Elana, and Amir Lababedi. "Hotel Management Contracts in Europe." Journal of Retail & Leisure Property 6, no. 2 (April 2007): 171–79. http://dx.doi.org/10.1057/palgrave.rlp.5100053.

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4

Panvisavas, Veerades, and J. Stephen Taylor. "Restraining Opportunism in Hotel Management Contracts." Tourism and Hospitality Research 8, no. 4 (October 2008): 324–36. http://dx.doi.org/10.1057/thr.2008.33.

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Management contracts are widely used throughout the world as a mechanism for separating the ownership of hotel properties and their management. The research reported here concerns how Thai hotel owners seek to control the international hotel chains where properties are operated under hotel management contracts (HMCs). Adopting agency theory, the research findings reported here suggest that restraints against agent opportunism tend to focus on two key aspects: contractual controls and operational controls. Additionally, the findings also suggest that the outcome control needs to be viewed as a priority for effectively controlling hotel management companies when using HMCs.

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Wilson, Robert H. "Hotel Management Contracts: Breach of Contract, Termination, and Damages." Journal of Hospitality Financial Management 7, no. 1 (September 1999): 43–57. http://dx.doi.org/10.1080/10913211.1999.10653721.

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Wilson, Robert H. "Hotel Management Contracts: Breach of Contract, Termination and Damages." Journal of Hospitality Financial Management 8, no. 1 (September 2000): 72. http://dx.doi.org/10.1080/10913211.2000.10653741.

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7

Deroos, Jan A. "Hotel Management Contracts—Past and Present." Cornell Hospitality Quarterly 51, no. 1 (January 19, 2010): 68–80. http://dx.doi.org/10.1177/1938965509354865.

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8

Eyster, James J. "Hotel Management Contracts in the U.S." Cornell Hotel and Restaurant Administration Quarterly 38, no. 3 (June 1997): 14–20. http://dx.doi.org/10.1177/001088049703800312.

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Eyster, James J. "Hotel Management Contracts in the U.S." Cornell Hotel and Restaurant Administration Quarterly 38, no. 3 (June 1997): 21–33. http://dx.doi.org/10.1177/001088049703800313.

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10

Hodari, Demian, Panna Judit Balla, and Ramya Rajajagadeesan Aroul. "The Matter of Encumbrance: How Management Structure Affects Hotel Value." Cornell Hospitality Quarterly 58, no. 3 (January 30, 2017): 293–311. http://dx.doi.org/10.1177/1938965516686116.

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Hotel owners have two fundamental concerns: the financial operating performance of their asset and its selling price. While they often contract a hotel management company to operate the hotel through a lease or management agreement, common industry perception holds that such encumbrance decreases the sales price of hotel real estate assets. This implies that owners who outsource the hotel’s management may be sacrificing a greater selling price in exchange for improved operating results. While this is a critical issue for investors given that a their returns are largely dependent on an asset’s appreciation, the impact of different management structures on the sales price of hotels has not previously been studied. A hedonic valuation model was constructed based on 442 past hotel transactions in the United Kingdom between 2000 and 2015. Hotels sold encumbered by hotel management agreements and lease agreements were found to sell at a premium compared with unencumbered properties. The impact across different geographic areas and different economic periods was also examined. Hotels under management agreement achieved the highest premiums during times of economic expansion while lease contracts did so in regional markets. The findings suggest that owners need not necessarily refrain from signing management agreements or leases out of concern for their detrimental effect on their hotel’s sales price. It also provides a strong additional selling point for management companies and should reassure lenders who prefer to underwrite loans for encumbered assets.

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11

Eyster, J. "The revolution in domestic hotel management contracts." Cornell Hotel and Restaurant Administration Quarterly 34, no. 1 (February 1993): 16–26. http://dx.doi.org/10.1016/0010-8804(93)90026-f.

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12

Al-miman, Mansour A. "Human Resources Management Practices, Psychological Contract Fulfillment and Organizational Commitment in Deluxe Hotels in Jeddah, Saudi Arabia." International Journal of Psychological Studies 9, no. 4 (November 27, 2017): 94. http://dx.doi.org/10.5539/ijps.v9n4p94.

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This paper study the relationship of the effectiveness of the human resources management practices of the hotels employees in the western region (Jeddah City) of Saudi Arabia with respect to their Psychological contract fulfilment (PCFul) and Organizational Commitment (OC). Data was collected from 36 hotels. Using the employees' responses, the study indicated that Human Resources practices influenced employees’ perceived Psychological contract fulfilment and their Organizational Commitment, where Human Resources Management (HRM) practices are positively related to Psychological contract fulfilment and OC. The study examined whether employees consider (HRM) practices an important tool while developing psychological contracts, and presented the prospective role of the Human Resources for Developmental Purposes to foster change in the hotel industry in Saudi Arabia.

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Guo, Qiang, Chris K. Anderson, Junfeng Dong, Pengfei Zhao, and Qingkai Ji. "Coordination Contracts for Hotels and Online Travel Agents." Sustainability 12, no. 8 (April 20, 2020): 3355. http://dx.doi.org/10.3390/su12083355.

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Herein, we address a common problem of hotels in the current world of online selling, namely the management of relationships with third party resellers (also known as online travel agents (OTAs)). We highlight the role of OTAs in the current travel landscape, and we discuss the popular contracting forms between OTAs and hotels, which are the so-called merchant and retail (commission) models. We illustrate how these contracts fail to coordinate the hotel–OTA relationship, and then, we develop a new type of contract that can efficiently coordinate a supply chain consisting of the OTA and the individual hotels. We provide theoretical results and numerical examples for a one-to-one model with one OTA and one supplier and a more realistic setting with an OTA selling to consumers on behalf of numerous hotel partners.

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14

Wilson, Robert H. "Agency Law, Fiduciary Duties, and Hotel Management Contracts." Journal of Hospitality & Tourism Research 25, no. 2 (May 2001): 147–58. http://dx.doi.org/10.1177/109634800102500203.

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15

Johnson, Karen. "Hotel Management Contract Terms." Cornell Hotel and Restaurant Administration Quarterly 40, no. 2 (April 1999): 34–39. http://dx.doi.org/10.1177/001088049904000214.

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16

EYSTER, J. "Hotel management contracts in the U.S. The revolution continues." Cornell Hotel and Restaurant Administration Quarterly 38, no. 3 (June 1997): 14–20. http://dx.doi.org/10.1016/s0010-8804(97)89504-3.

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17

Eyster, James J. "Recent Trends in the Negotiation of Hotel Management Contracts." Cornell Hotel and Restaurant Administration Quarterly 29, no. 2 (August 1988): 80–90. http://dx.doi.org/10.1177/001088048802900229.

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18

LEVYTSKA, Inna. "REVENUE MANAGEMENT IN HOTEL BUSINESS." "EСONOMY. FINANСES. MANAGEMENT: Topical issues of science and practical activity", no. 5 (45) (May 2019): 108–17. http://dx.doi.org/10.37128/2411-4413-2019-5-12.

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The article defines the most effective methods of managing hotel revenues and methods of their use, which in turn will create competitive advantages and make the sale of hotel services stable, and the activity of hotel enterprises more profitable. The concept of Revenue management in the hotel business is disclosed, which is a technology that determines the best price for hotel room on the basis of demand forecasting, that is, the sale of the necessary number to the client at the right moment at the right price. The basic pricing objectives of the hotel company have been developed, which should not be considered separately, but should be in line with the marketing strategy of the enterprise development. Interdependence of the level of loading of hotel rooms from the reduction of prices is determined. The obtained data testify that the price reduction even by 1% requires an increase in loading of hotel rooms by almost 1% to cover losses as a result of income reduction. The goal of the pricing strategy, aimed at achieving the goals as the services to be offered, are proposed, hotels are trying to outdo competitors by maximizing the quality of services. The principles, which should be used by hotel companies that master flexible pricing methods from the point of view of marketing complex: the choice of pricing policy should be closely related to the positioning of the hotel company services; A correlation of the pricing strategy with the definition of the stage of the life cycle, on which the hotel product is located, is very important for the process of formation of prices. The mechanism of calculation of sales prices for hotel services is offered. These approaches should be considered in the pricing policies of the hotel company, depending on the services they provide. The stages of the analysis are determined: market research, hotel product life cycle, task setting of pricing depending on the goals of the hotel company, determination of the marginal range of price fluctuations, determination of the most optimal range of prices. Analysis of prices and range of competitors' services, choice of method of pricing, adjustment of the basic price level, establishment of the final price. The method of "discriminatory pricing" is described and examples of the use of this method are given. The concept of "Price discrimination" is defined, which is a useful tool for smoothing the supply and demand, providing additional income and profit to most hospitality establishments. This method of pricing uses reductions / increases in prices to attract additional customers and revenue without lowering / raising prices for all. A detailed description of the multiplier effect method used in the calculation of prices. The essence of the multiplier method is to calculate the multiplier, which shows how many times the dependent factor (profit) increases or decreases if the independent factor is changed to one. The calculation of the budget based on the multiplicative method in the hotel "Ramada Lviv" was carried out. The number of indicators given in the calculations may increase depending on the specifics of the enterprise. Constant costs are the sum of personnel costs, operating costs, management, depreciation, etc., each of which is considered as an independent factor of impact on profits. Variable costs depend on the volume of goods turnover; therefore, they should include such expenses as additional wages, production raw materials, related and consumable materials. It is characterized by a revenue management system in a hotel that requires a reliable database. A good revenue management system will benefit the hotel and customer. Cost-effectiveness factors (fixed costs of fixed assets and operating costs, variable costs of services) have a completely different range of actions than market-oriented factors (price, cost of services, loading of numbers, etc.). It is determined that for hotels, comparing the influence of various factors on profit, it can be argued that the impact of trade turnover is more significant than the impact of costs. An estimation of the importance of the factors that create the multiplicative effect, which was ranked, depending on their impact on profit. It was found that prices, which are in close connection with all elements of the marketing complex, determine the profitability of the hotel company, its life cycle and financial stability. At the same time, the choice of pricing methods and pricing policies largely depends on the goals and strategies of the hotel company in the selected segment of the market. The proposed mechanism for calculating the sale price of a hotel company is based on a multiplicative method, which includes: the definition of key indicators that affect the profit, including prices; calculation of profit when changing these indicators; estimation of the importance of the impact on the profit of each selected indicator; the choice of the most appropriate variant of profit. The development of market relations in Ukraine and in advanced economies is somewhat similar, therefore, the generalization and dissemination of the best foreign and domestic income management experience based on marketing will improve the efficiency of the hotel industry. Prospects for further research are the development of new strategies aimed at gaining market share, improving hotel services, increasing consumer demand through the interaction of factors of price and quality, promotion of the brand, introduction of new forms of management, including franchising and management contracts, electronic sales of hotels services.

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EYSTER, J. "Hotel management contracts in the U.S.: Twelve areas of concern." Cornell Hotel and Restaurant Administration Quarterly 38, no. 3 (June 1997): 21–33. http://dx.doi.org/10.1016/s0010-8804(97)89505-5.

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20

Zhukov, V. A., and A. D. Chudnovskii. "Formation of the hotel business model based on the network management form." Vestnik Universiteta, no. 3 (April 12, 2019): 54–60. http://dx.doi.org/10.26425/1816-4277-2019-3-54-60.

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The competitive advantages, acquired by hotels using the network form of business organization, have been highlighted. Based on the analysis of the diverse opinions of specialists, the concept of a «hotel chain» has been clarified. Тhe difference between the concepts of «hotel chain» and «hotel brand» has been shown. The features of the formation of hotel chains in Russia have been emphasized. A management contract and its components, that require agreement between the hotel operator and the owner of an independent hotel, have been considered. The prospectivity for an independent hotel to conclude with a hotel operator of a franchise agreement with a view to joining the network has been shown. The data on the amount of franchisee contributions to franchisor from various hotel operators for certain hotel brands in 2018 have been presented.

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21

SANGREE, D. "Trends in hotel management contracts Shorter lengths and changing fee structures." Cornell Hotel and Restaurant Administration Quarterly 37, no. 5 (October 1996): 26–37. http://dx.doi.org/10.1016/0010-8804(96)88972-5.

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22

Panvisavas, Veerades, and J. Stephen Taylor. "The use of management contracts by international hotel firms in Thailand." International Journal of Contemporary Hospitality Management 18, no. 3 (April 2006): 231–45. http://dx.doi.org/10.1108/09596110610658634.

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23

Beals, Paul, and Greg Denton. "The current balance of power in North American hotel management contracts." Journal of Retail & Leisure Property 4, no. 2 (March 2005): 129–45. http://dx.doi.org/10.1057/palgrave.rlp.5090204.

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24

Kim, Haejin, and Chun-Hung (Hugo) Tang. "Experienced Buyers, Long-Term Fee Contracts, and the Value of Property Transactions in the Hotel Industry." Cornell Hospitality Quarterly 61, no. 4 (January 3, 2020): 432–42. http://dx.doi.org/10.1177/1938965519896778.

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Hotel property sales have often been bundled with contracts, such as franchise agreements and management contracts. In these transactions, the seller/operator and the buyer/owner essentially entered into a long-term relationship. The present study accordingly proposed that such transactions could be viewed as a strategic alliance, rather than a one-time asset disposition. Specifically, it was hypothesized and confirmed that buyers’ experience in hotel investments could enhance the value of long-term fee contracts bundled with transactions. In addition to estimating the transaction premiums at the property level, the present study could contribute to the hospitality industry by demonstrating the value of specialist buyers in property sales bundled with contracts. For decision makers, the results suggested that buyer selection could be an important consideration in property sales bundled with contracts.

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Turner, Michael J., and Chris Guilding. "Hotel Management Contracts and Deficiencies in Owner-Operator Capital Expenditure Goal Congruency." Journal of Hospitality & Tourism Research 34, no. 4 (July 26, 2010): 478–511. http://dx.doi.org/10.1177/1096348010370855.

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26

Garcia-Pozo, Alejandro, Andres Marchante-Mera, and Jose Luis Sanchez-Ollero. "Effect Of Labour Flexibility On Productivity In The Andalusian Hotel Industry." International Business & Economics Research Journal (IBER) 13, no. 7 (November 3, 2014): 1577. http://dx.doi.org/10.19030/iber.v13i7.8906.

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The authors analyze the effect of labour flexibility on productivity in the Andalusian hotel industry. For this purpose, the authors use the results from the Quality, Productivity and Competitiveness in the Hospitality Industry for Andalusia project (PO7/SEJ-02889). The model used considers three employment shares - open-ended contracts, temporary contracts, and part-time contracts. However, it should be borne in mind that the Spanish model of labour flexibility has mainly focused on the use of temporary contracts rather than other human resource management practices, such as internal labour flexibility.

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Rishi, Meghna, and Gaurav Joshi. "Emerging challenges for branded budget hotels in India." Worldwide Hospitality and Tourism Themes 8, no. 1 (February 8, 2016): 61–82. http://dx.doi.org/10.1108/whatt-10-2015-0038.

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Purpose – The purpose of this study is to identify the emerging challenges that are faced by branded budget hotels in India. The paper aims to do this by exploring the expectations as well as challenges faced by the customers and hospitality managers of branded budgets hotels in India. Design/methodology/approach – Utilizing a multi-method approach, data were collected through literature review, eight in-depth interviews and 422 customer reviews. Thematic analysis using the hybrid approach brings out the challenges faced by hospitality managers of branded budget hotels in India. Findings – Hospitality managers face the following challenges – dipping gross operating profits, higher global distribution systems productivity for international hotel brands, location constraints, high royalty structures for management contracts, regulatory issues, business poaching and unorganized growth, bureaucracy among vendors and contactors and lack of trained manpower. Customer expectations include poor check-in/check-out services, inefficient service management, inconsiderate personnel, poor management of feedback and instances of theft. Originality/value – This work adds to the body of knowledge using real customer data and thematic analysis. The authors have not come across any scholarly work, especially in the Indian context, which looks at two stakeholders of the branded budget hotel industry. Hence, recommendations from this work are valuable for hospitality managers as well as researchers.

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Kim, Soo Y. "Hotel management contract: impact on performance in the Korean hotel sector." Service Industries Journal 28, no. 5 (June 2008): 701–18. http://dx.doi.org/10.1080/02642060801988332.

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van Ginneken, Rob. "Expert Attitudes to Management Contracts in the Dutch Hotel Industry: a DELPHI approach." Journal of Hospitality and Tourism Management 18, no. 1 (January 2011): 140–46. http://dx.doi.org/10.1375/jhtm.18.1.140.

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Simons, Michael S. "Hotel management contracts. Some recent trends in relation to dispute resolution in Australia." International Journal of Hospitality Management 13, no. 2 (June 1994): 143–53. http://dx.doi.org/10.1016/0278-4319(94)90035-3.

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Goddard, Peter, and Guy Standish-Wilkinson. "Hotel management contract trends in the Middle East." Journal of Retail & Leisure Property 2, no. 1 (January 2002): 66–80. http://dx.doi.org/10.1057/palgrave.rlp.5090140.

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Fenich, George, Harsha Chacko, and Marcia Taylor. "Important Elements of Hotel-Meeting Planner Contracts: An Exploratory Study." International Journal of Hospitality & Tourism Administration 10, no. 4 (October 12, 2009): 283–95. http://dx.doi.org/10.1080/15256480903199761.

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Novak, Mili, Lidija Petrić, and Ljudevit Pranić. "The effects of selected macroeconomic variables on the presence of foreign hotels in Croatia." Tourism and hospitality management 17, no. 1 (2011): 45–65. http://dx.doi.org/10.20867/thm.17.1.4.

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While an increasing number of hotel firms expand their operations abroad, it is not always clear how hoteliers select one country over another. Thus, the purpose of this research is to investigate the influence of inward foreign direct investment, market interconnectedness, and tourist flows on the entrance of foreign hotels in Croatia. Research was carried out via time-series analyses of the secondary data to a sample of foreign hotels from 35 countries with operations in Croatia during the 1997-2007 period. Statistical analyses were performed by way of correlation and regression. Study findings suggest that inward foreign direct investment, market interconnectedness and tourist flows are highly positively correlated with the presence of foreign hotel companies in Croatia. Additional examination is performed separately on hotels in foreign ownership and hotels operating under foreign brand, producing different results. Namely, from the host country perspective, it is difficult to analyze in the same way hotels with foreign ownership share and hotels operating under a foreign brand. Therefore, a foreign hotel is defined as either a foreign-owned hotel (i.e., a hotel present in Croatia by share of ownership above 10%) or a foreign hotel brand (i.e., by franchise or management contract, lease agreement or consortium). This is one of the few studies to explore some important macroeconomic variables that have not been considered in previous research in the international lodging sector.

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Tedja, Adrian Adhitana, and Erni Agustin. "Liablity of The Parties of Condotel Management Contract." Yuridika 34, no. 2 (May 1, 2019): 215. http://dx.doi.org/10.20473/ydk.v34i2.13588.

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The increase of economic growth in Indonesia can not ignore the increasing growth of business in property by the Indonesia people. Investors does not only focus on doing business on land and landed house, but also the emergence of apartment and condominium answers the necessity towards the scarcity of land. Various form of property investment is offered, one of which is investment in the form of condotel. Condotel or condominium hotel is a new form of business in Indonesia without any specific regulation which regulates it. First, the definition of condotel is a form of high-rise building which can be owned separately and consist of joint land, joint property, and joint parts which is functioned as a hotel. These function as a hotel that needs condotel management contract to alter a regular apartment into a condotel. Condotel management contract is an innominate contract therefore it needed a further study to analyze its clauses, such as management obligation, profit sharing, duration, and discharge of contract. The characteristics of condotel management contract includes irrevocable power of attorney and obligation of building care and maintenance as well as legal relationship between the owner of condotel unit and the third parties. Understanding the characteristics of condotel management contract will determine the person liable for damages caused. This research uses normative method of research and uses statute as well as conceptual approach.

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Racela, Olimpia C., and Ravisara Narula. "Feature Suites Company Limited: The Management Contract of Manor Inn." Asian Case Research Journal 23, no. 02 (December 2019): 519–37. http://dx.doi.org/10.1142/s0218927519500214.

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Feature Suites Co. Ltd. (Feature Suites), a hospitality and restaurant business, had hired Agate Hospitality Group (Agate) in 1987 to manage the operations of its Manor Inn under Agate’s Modish hotel brand. The management contract between Feature Suites and Agate would end on 31 January 2018 and the ongoing 10 months of negotiations for contract renewal needed to come to a close. The two parties had different views on the level of the operator guarantees in return of the proposed maintenance budget of THB250 million. Feature Suites needed to decide whether to renew the existing contract or to pursue another alternative to manage its Manor Inn hotel operations.

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Li, Hongxiu, Yong Liu, Chee-Wee Tan, and Feng Hu. "Comprehending customer satisfaction with hotels." International Journal of Contemporary Hospitality Management 32, no. 5 (April 13, 2020): 1713–35. http://dx.doi.org/10.1108/ijchm-06-2019-0581.

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Purpose Building on the three-factor theory, this study aims to unravel how the role of hotel attributes such as basic, excitement and performance factors could differ in accordance with different hotel star ratings and distinct customer segments. Design/methodology/approach This study explores the asymmetric effects of hotel attributes on customer satisfaction by extracting 412,784 consumer-generated reviews from TripAdvisor across different cities in China. Findings By taking into account the origins of customers and hotel star ratings, the study uncovers that guests’ expectations of hotel performance differ with respect to their origins (domestic and international guests) and the star ratings of the hotels being reviewed, thereby moderating the asymmetric impact of hotel attributes on customer satisfaction. Research limitations/implications The study compares and contrasts the determinants of customer satisfaction for domestic and international guests in the context of Chinese hotels. Care should still be exercised when generalizing the insights gleaned from this study to other contexts. Practical implications The findings from this study translate into actionable guidelines for hotel operators to make informed decisions regarding service improvement. Originality/value The study extends previous work by offering a deeper understanding of the asymmetric impact of hotel attributes on customer satisfaction. Specifically, this study provides a deep understanding of the different hotel attributes such as basic, performance and excitement factors in explaining customer satisfaction among different hotel customer segments. Findings from this study can not only inform hotel operators on the significance of various hotel attributes in determining customer satisfaction but also guide the formulation of business strategies to retain customers by inducing delight and not frustration.

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Yang, Kun, and John D. Buschman. "A Dyadic Perspective on Determinants of Entry Choices in the Global Hospitality Industry." International Journal of Management and Economics 53, no. 4 (December 20, 2017): 77–92. http://dx.doi.org/10.1515/ijme-2017-0027.

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AbstractThis paper discusses the firm-level determinants of international hotels’ foreign markets entry choices, contrasting acquisition with management and franchise contracts, based on a resource-dependency perspective and appropriability theory. It points out that brand equity, relatedness of products and market segmentation, partner-specific knowledge of hotels, international experience, and the duration of proprietary knowledge impact hotels’ decisions on how to enter a foreign market. In addition, the paper suggests the existence of entry choices sequence favorable to acquisition probability after the end of management contract when the franchisors’ or management companies’ proprietary knowledge attenuates. Contract activity is likely to be renewed after the acquisition, once the management company has established a new form or a higher level of proprietary knowledge.

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Eyster, James J. "Classic CQ reprint: Recent Trends in the Negotiation of Hotel Management Contracts: Terms and Termination." Cornell Hospitality Quarterly 50, no. 2 (April 29, 2009): 259–69. http://dx.doi.org/10.1177/1938965509335558.

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Lamei, A., P. van der Zaag, and E. Imam. "Integrating wastewater reuse in water resources management for hotels in arid coastal regions - Case Study of Sharm El Sheikh, Egypt." Water Science and Technology 60, no. 9 (November 1, 2009): 2235–43. http://dx.doi.org/10.2166/wst.2009.685.

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Hotels in arid coastal areas use mainly desalinated water (using reverse osmosis) for their domestic water supply, and treated wastewater for irrigating green areas. Private water companies supply these hotels with their potable and non-potable water needs. There is normally a contractual agreement stating a minimum amount of water that has to be supplied by the water company and that the hotel management has to pay for regardless of its actual consumption (“contracted-for water supply”). Hotels have to carefully analyse their water requirements in order to determine which percentage of the hotel's peak water demand should be used in the contract in order to reduce water costs and avoid the risk of water shortage. This paper describes a model to optimise the contracted-for irrigation water supply with the objective function to minimise total water cost to hotels. It analyses what the contracted-for irrigation water supply of a given hotel should be, based on the size of the green irrigated area on one hand and the unit prices of the different types of water on the other hand. An example from an arid coastal tourism-dominated city is presented: Sharm El Sheikh (Sharm), Egypt. This paper presents costs of wastewater treatment using waste stabilisation ponds, which is the prevailing treatment mechanism in the case study area for centralised plants, as well as aerobic/anaerobic treatment used for decentralised wastewater treatment plants in the case study area. There is only one centralised wastewater treatment plant available in the city exerting monopoly and selling treated wastewater to hotels at a much higher price than the actual cost that a hotel would bear if it treated its own wastewater. Contracting for full peak irrigation demand is the highest total cost option. Contracting for a portion of the peak irrigation demand and complementing the rest from desalination water is a cheaper option. A better option still is to complement the excess irrigation demand from the company that treats and sells wastewater, if available or from another wastewater treatment company at a higher cost (but at a cost cheaper than that of desalination water) mainly due to the high demand season and the additional cost of trucking. In some cases, however, like in Sharm, the amount of treated wastewater is limited and variable during the year and some hotels have no choice but to partially use desalination water for irrigation. A conscious strategy for water management should rely solely on treated wastewater on-site. This can be achieved by: increasing the efficiency of the irrigation system, reducing the area of high-water consuming plantation (e.g. turf grass) and/or shifting to drought resistant plants including less water-consuming or salt tolerant turf grass.

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Pedrini, Matteo, and Chiara De Bernardi. "To affiliate, or not to affiliate. Transaction costs and governance choices in luxury hotels in Germany." Tourism and Hospitality Research 20, no. 3 (May 12, 2019): 272–87. http://dx.doi.org/10.1177/1467358419848136.

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This paper examines the choice of affiliation or no affiliation to a large hotel chain from the viewpoint of luxury hotel property owners in Germany. Grounded in transaction cost theory, this study identifies how uncertainty and frequency influence the owners’ choice of unaffiliated operation and affiliation. The study augments the traditional governance literature in the field of the hotel by shedding light on the market/hierarchy decision of property owners rather than on the market entry strategies of international hotels firm. Through a multiple regression analysis on a sample of 122 existing five-star hotels in Germany, this study provides new empirical evidence that a frequent contract conclusion with the same hotel chain and a “hotel unrelated” background of the owner increases the likelihood of affiliation. In contrast to what transaction cost theory traditionally predicts, our results reveal that uncertainty is not influencing the owners’ market/hierarchy decision.

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Ben Aissa, Sami, and Mohamed Goaied. "Determinants of tourism hotel market efficiency." International Journal of Culture, Tourism and Hospitality Research 10, no. 2 (June 6, 2016): 173–90. http://dx.doi.org/10.1108/ijcthr-11-2013-0080.

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Purpose The purpose of this paper to study the hotel performance determinants by examining the impact of the internal and the external environment of the hotel on its performance. Design/methodology/approach A bootstrapped truncated regression model is used following the evaluation of efficiency score for hotels using data envelopment analysis (DEA). The effects of the cited variables are discussed to determine the best development strategy for increasing hotel performance. Findings This paper has four major contributions. First, the test results confirm that macro-contextual factors, such as international attraction and market competition, have a direct influence on hotel efficiency. Second, hotel efficiency depends on hotel characteristics, such as hotel age, hotel type, management type and the location of the hotel. Third, the tenure of the general manager, education level of the board staff and number of managers influence hotel efficiency. Finally, general tourism wages increase the efficiency score of the corporate hotel performance. Research limitations/implications Tourism employment studies require further improvement, and their challenges should be highlighted when countries develop tourism strategies. Moreover, hiring employees with a better educational background appears to be an effective human resource strategy to reduce inefficiency in the hotel sector. Tourism performance and development need a thorough investigation into tourism wages to attract the best students and the best graduates to the tourism sector to bring out the needed number and skills of employees. Practical implications The conclusions of this paper are consistent with the literature results. However, it is important to separate market concentration from market competition for whose literature concluded an opposite influence on the hotel performance. The authors explain this contrast by the measure choice. Social implications The performance of the hotel depends not only on the physical resources and on the destination characteristics but also on the management characteristics. Originality/value This paper is the first to test empirically the influence of destination attractiveness, competition level, hotel size, hotel age, management contract, hotel type, location, advertising, manager’s tenure, tourism education and wages on the hotel performance in Tunisia.

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Dimou, Irini, Jean Chen, and Simon Archer. "The Choice Between Management Contracts and Franchise Agreements in the Corporate Development of International Hotel Firms." Journal of Marketing Channels 10, no. 3-4 (May 23, 2003): 33–52. http://dx.doi.org/10.1300/j049v10n03_03.

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Zeng, Xiaoyan, Pengcheng Shi, and Wei Xie. "Contract design for a multi-channel hotel service supply chain." Nankai Business Review International 11, no. 3 (December 11, 2019): 371–92. http://dx.doi.org/10.1108/nbri-10-2018-0059.

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Purpose This paper aims to reduce the confliction between different retail channels. Design/methodology/approach By investigating a game-theoretic model consisting of a dominant hotel, a promoter and an OTA, the authors analyze the optimal amount of reserved rooms on the hotel's official website and realize the coordination between the hotel and the promoter with an appropriate contact. Findings When the gap between promoter’s reservation profits under different promotion cost coefficients is reasonable, complete coordination can be achieved in the supply chain. In addition, numerical examples are conducted to show that the profit of hotel and supply chain can be maximized with a moderate amount of reserved rooms on OTA. Research limitations/implications The authors only focus on one OTA scenarios, which overlooks the competition between OTAs. Practical implications Coordination strategy can fierce the increase on profit when the customer conversion rate increases. Originality/value The authors propose a contract menu to help the hotel avoid the profit loss under asymmetric promotion cost information.

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Lamei, A., E. von Münch, P. van der Zaag, and E. Imam. "Optimum contracted-for water supply for hotels in arid coastal regions." Water Science and Technology 59, no. 8 (April 1, 2009): 1541–50. http://dx.doi.org/10.2166/wst.2009.151.

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Hotels in arid coastal areas use mainly desalinated water for their domestic water demands, and treated wastewater for irrigating green areas. Private water companies supply these hotels with their domestic water needs. There is normally a contractual agreement stating a minimum requirement that has to be supplied by the water company and that the hotel management has to pay for regardless of its actual consumption (“contracted-for water supply”). This paper describes a model to determine what value a hotel should choose for its contracted-for water supply in order to minimize its total annual water costs. An example from an arid coastal tourism-dominated city is presented: Sharm El Sheikh, Egypt. The managers of hotels with expected high occupancy rates (74% and above) can contract for more than 80%. On the other hand, hotels with expected lower occupancy rates (60% and less) can contract for less than 70% of the peak daily domestic water demand. With a green area ratio of 40 m2/room or less, an on-site wastewater treatment plant can satisfy the required irrigation demand for an occupancy rate as low as 42%. Increasing the ratio of green irrigated area to 100 m2/room does not affect the contracted-for water supply at occupancy rates above 72%; at lower occupancy rates, however, on-site treated wastewater is insufficient for irrigating the green areas. Increasing the green irrigated area to 120 m2/room increases the need for additional water, either from externally sourced treated wastewater or potable water. The cost of the former is much lower than the latter (0.58 versus 1.52 to 2.14 US$/m3 in the case study area).

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Martínez Cañellas, Anselmo. "El contrato de gestión hotelera." Revista de Derecho de la UNED (RDUNED), no. 14 (January 1, 2014): 829. http://dx.doi.org/10.5944/rduned.14.2014.13291.

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Premio de artículos jurídicos «GARCÍA GOYENA» (Curso 2013-2014). Segundo premio El presente trabajo analiza el régimen más utilizado por las cadenas hoteleras para su expansión nacional e internacional: el contrato de gestión hotelera. Es un contrato en el que el propietario del hotel encarga la gestión del mismo a una empresa hotelera, que recibirá una compensación por su gestión y entregará los beneficios de la misma al propietario del hotel. Su régimen jurídico se asemeja al del contrato de arrendamiento de servicios cuando el interés del gestor se limita a la mera gestión. No obstante, lo más frecuente es que el gestor, además de la gestión, esté interesado en integrar el hotel en su cadena hotelera, y haga uso de un know how estandarizado y utilice una marca propia, en cuyo caso, su naturaleza es más próxima al contrato de mandato mercantil, es decir, el contrato de comisión, o mejor, al contrato de agencia, al ser un mandato duradero en el tiempo. En este caso, la legislación sobre el contrato de agencia es aplicable, aunque nunca imperativamente, pues el gestor hotelero que actúa como agente tiene una posición de fuerza que no merece mayor protección legal que el propietario del hotel.The present work analyses the regime of the hotel management agreement (HMA), the contract used more fequently by hotel chains in order to achieve an international and national expansion. In the HMA, the hotel owner puts the manager in charge of the hotel, paying him a management fee, and the manager gives the hotel owner the benefits. Its legal regime is similar to the contract of services when the interest of the manager is solely the management. Nevertheless, in the most common HMA, the manager is interested in integrating the hotel in its hotel chain, and in using an standarized know how and its own trademark. In this case, the legal nature of the contract is similar to the agency contract, so the Agency contract Act is applicable, but never as a compulsory norm, because the hotel manager is preponderant in the HMA, and does not deserve more legal protection than the hotel owner.

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Alsetoohy, Omar, and Baker Ayoun. "Intelligent agent technology." Journal of Hospitality and Tourism Technology 9, no. 1 (March 12, 2018): 109–24. http://dx.doi.org/10.1108/jhtt-04-2017-0028.

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Purpose This paper aims to empirically investigate the influence of the intelligent agent technology (IAT) on hotels’ food procurement practices (FPPRs) and food procurement performance (FPP). The study also explores the influence of FPPR on FPP in hotels. Design/methodology/approach Data from a survey of managers at luxury hotels in Florida, which yielded an effective sample of 78, were subjected to partial least squares structural equation modeling analysis. Findings IAT usage has statistically significant positive effect on both FPPR and FPP. Additionally, the results indicated that PPR has a positive influence on FPP. Research limitations/implications The study provided academia with a comprehensive review of the prior research on IAT benefits in food supply chain management (FSCM) and a comprehensive explanation of how the hotel FPPR are being performed by IAT. It also offers industry and technology specific insights. Practical implications Hotel managers should pay more attention to IAT application regarding the FPPR, specifically gathering information, supplier contract, contacting, requisitioning and intelligence and analysis. Moreover, hotel managers should enhance their employees’ abilities to be technology-oriented to maximize IAT benefits in FPP. Originality/value The results represent an extension to the technological innovation literature of the hospitality industry to bridge the gap of IAT in hotel FP. The framework used in the study serves as a foundation for future research studies in the hospitality industry, in FSCM in particular.

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Santhanam, Nivethitha, Kamalanabhan T.J., Lata Dyaram, and Hans Ziegler. "Impact of human resource management practices on employee turnover intentions." Journal of Indian Business Research 9, no. 3 (August 21, 2017): 212–28. http://dx.doi.org/10.1108/jibr-10-2016-0116.

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Purpose This paper aims to explore the relationship between human resource management practices, breach of psychological contract and employee turnover intentions among hotel frontline employees, considering the scant research attention to frontline employee’s perspectives in Indian hospitality industry. Design/methodology/approach A survey design was used to collect responses from 294 frontline employees (front-office and food and beverage services). Multiple regression analyses have been used to test the hypothesized relationships. Findings Selection, training and compensation practices were found to influence employee’s turnover intentions. In addition, psychological contract breach was found to enhance employee’s turnover intentions, despite the implementation of effective human resource management practices. Originality/value This study examines the role of psychological contract breach as a moderator in the relationship between human resource management practices and turnover intentions in a highly labour-intensive context, the hospitality industry.

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Chen, Tso-Jen, and Chi-Min Wu. "Improving the turnover intention of tourist hotel employees." International Journal of Contemporary Hospitality Management 29, no. 7 (July 10, 2017): 1914–36. http://dx.doi.org/10.1108/ijchm-09-2015-0490.

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Purpose This study aims to explore the high turnover intention issue in Taiwan’s tourist hotel industry. Due to a lack of empirical research regarding front-line employees’ psychological contract breach perceptions in tourism literature, this study develops an integrated model to examine the causal relationship among transformational leadership behaviors, leader–member exchange (LMX), psychological contract breach and turnover intentions. Design/methodology/approach Data from the 226 frontline employees in Taiwan’s tourist hotel industry were employed to examine the proposed hypotheses by using a series of structural equation modeling analyses. Findings Statistic results revealed that transformational leadership behaviors influence LMX and LMX in turn influences psychological contract breach, which consequently leads to lower turnover intention. Practical implication The results of this study suggest that hospitality organizations should recruit individuals who have the potential to exhibit transformational leadership skills, along with designing leadership training programs for middle- and high-level managers. Originality/value This study provides hospitality organization leaders with the necessary information to formulate a beneficial relationship with their front-line employees, which, in turn, weakens their perception of psychological contract breaches and reduces their willingness to leave the organization.

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Lam, Christina, Zahidah Raimy, Yi Ling Teo, Valentino Tan, Yin Kai Ng, and Johnathan Tan. "Sustaining a Hotel Business during Crisis: A Singapore Luxury Hotel's Journey during COVID-19." Muma Case Review 6 (2021): 001–20. http://dx.doi.org/10.28945/4862.

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Richard Ang, a Singaporean general manager at Hotel J, aimed to be a strong leader during COVID-19 disruption. Richard sat in his office deep in thought as earlier in the day, he had attended a board meeting with his management team to discuss strategies, he wanted to ensure safety of in-house guests and employees whilst effectively managing cost to sustain the hotel business during the crisis. Leaning back in his chair, Richard thought to himself about the potential strategies presented by his team and the effectiveness of the current critical situation. Richard knew that this was not an easy decision to make, and how could he choose among the three options based on the uncertainty of the pandemic. Hotel J enjoyed and experienced the prosperity of the economy in Singapore since it opened in 2015. Tourism business was continually growing and doing well, according to Singapore Tourism Statistics 2019, Singapore recorded a total of 18.5 million international visitors who came to Singapore in 2019, they spent a total of S$27.1 billion in 2018 (Singapore Tourism Board, 2019). With a strong inbound arrival, Hotel J kept running over 85% occupancy with a decent average daily rate (ADR) at S$460. Hotel J has grown to become one of Singapore's leading luxury hotels. However, in early 2020, the spread of COVID-19 virus had caused many countries to implement nationwide lockdowns and restricted international travel to curb the proliferation of the virus. Singapore experienced a strong impact from this unprecedented event with the number of infected people increasing, fear of the unknown being unsettling, and unforeseeable disruptions to business and life in general thus leading to panic. As a result, the Singapore government imposed stringent measures in response. These measures include an increase in health, hygiene and sanitation measures, halting of social activities, compulsory donning of masks in public, and compulsory quarantine for anyone traveling to Singapore. The Singapore government employed the help of hotels to act as quarantine facilities to house individuals returning from overseas who are required to take fourteen days Stay-Home Notice (SHN). Many hotels expressed interest in accommodating SHN guests, as this option offered hotels a source of revenue, due to the fact that the government remunerated the hotels accordingly. Thus, becoming an SHN hotel was a good option for Hotel J. After signing a contract with Singapore Tourism Board, Hotel J was employed as a dedicated quarantine / SHN facility and overhauled its amenities to cater to the safety measures set out by the government. As COVID-19 infection rates in Singapore declined, the government began reducing stringent lockdown measures and to allow for small social gatherings. Additionally, hotels that were used as quarantine facilities could restart its F&B operations albeit restricted to serve in-house dining. This created a spur in the market where many hotels began to return to regular operations to recuperate losses incurred during the pandemic. Concurrently, the government offered Hotel J an extension of the SHN hotel contract until late 2021. Upon hearing the news, Richard gathered the team leaders to begin discussions on the possible strategies for Hotel J. The meeting ended at a stalemate where there was no conclusion on an agreed strategy and decided to adjourn the meeting to the following day. As the general manager of Hotel J, the final decision on the hotel strategy lies with him. Richard must consider the pros and cons of each option thoroughly. If you were Richard, what would you decide?

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Lacmanović, Darko. "NEGOTIATION TECHNIQUES IN SELLING HOTEL ROOMS." Tourism and hospitality management 11, no. 2 (December 2005): 99–110. http://dx.doi.org/10.20867/thm.11.2.9.

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Traditional sales management duties are being dramatically changed by buyer behavior dynamism, sales automatization, salesperson empowerment, and shifts to new marketing channels. Sales executives in the hospitality market face many challenges as they combat operating with less administrative help and dealing with tighter-fisted clients. With appearance of paradigm the relationship marketing, negotiation can be noticed as consumer effort (I) which take part in developing the desired configuration of products, (2) provide valuable marketing information, and (3) become long term coproducent of marketing mix in company. The negotitation and negotiation techniques are constituent part in manner of performance sale activities, specially in hotel business. The negotiation in essence could be based on conflict or nonconflict situation. The example of conflict negotiation is overbooking situation. The example of non-conflict negotiation is selling hotel rooms, specially selling by allotment contract.

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