Hotel Strategy Research Articles

ОСОБЛИВОСТІ УПРАВЛІННЯ ІННОВАЦІЙНИМИ ТЕХНОЛОГІЯМИ НА ПІДПРИЄМСТВАХ ГОСТИННОСТІ

The article examines the features of the functioning of mechanisms for managing innovative technologies in hospitality enterprises. The key trends of the domestic hotel and restaurant business are identified: the growth of the level of specialization of hospitality enterprises, which helps to better focus on certain segments of tourists; there is a personification of service and absolute attention to the needs and requests of tourists; expansion of means of information transfer and development of modern information technologies that allow conducting socio-economic analysis; implementation of modern innovative technologies in hotel strategy, first of all use of the Internet for active promotion of various information hotel products and services. Among the most popular today innovative developments in the field are electronic hotel management. That is, for the hotel under the corresponding order the specialized system to which all employees are connected is developed. Yes, based on the web resource, employees can timely receive the information they need about the hotel at any time; in the on-line mode to review the changes that have taken place in it; to book rooms for all tourists; access sales channels. To increase the level of competitiveness of the hotel business, it is necessary to analyze and monitor the process of forming a management system for hospitality enterprises; use scientific approaches at the stage of development and management decisions; to introduce socio-economic innovations and to form the price level and quality of services. The main recommendations at the stage of solving problems in the field of hospitality development are the following: development of an effective organizational and economic mechanism for direct management of the quality of services provided by hotels; formation of a comprehensive system of quality control of such services at the national level; introduction of international standards, as well as other legal documents directly into the practice of hotels; carrying out of the organization of system of training and advanced training of personnel for realization of questions of management of activity of the enterprises of hospitality.

The Hotel Strategy During the Pandemic of COVID-19: the Case of Secondary Cities

The pandemic of COVID-19 has given a disaster to the business industry. Many businesses have to concede that they have to suffer financially because of this situation. One of those businesses that suffered is the hotel business. Many hotel companies have to find a strategy to ensure their relationship between the main city (head office) and secondary cities (branch office) working seamlessly to mitigate this crisis. The primary purpose of this study is to investigate how the hotel industry is handling the challenges during pandemic COVID-19 in the secondary cities. This study adopted qualitative research with 12 semi-structured interviews from various hotel managers in multiple cities. The result showed some discrepancies in the interrelationship between the head office and the branch office in secondary cities, creating uncertainties among them. This study contributed to the crisis management literature in hospitality and tourism industry by exploring the challenges from the pandemic of COVID-19 among cities in Indonesia.

The Hotel Strategy during the Pandemic of COVID-19: The Case of Secondary Cities

The pandemic of COVID-19 has given a disaster to the business industry. Many businesses have to concede that they have to suffer financially because of this situation. One of those businesses that suffered is the hotel business. Many hotel companies have to find a strategy to ensure their relationship between the main city (head office) and secondary cities (branch office) working seamlessly to mitigate this crisis. The primary purpose of this study is to investigate how the hotel industry is handling the challenges during pandemic COVID-19 in the secondary cities. This study adopted qualitative research with 12 semi-structured interviews from various hotel managers in multiple cities. The result showed some discrepancies in the interrelationship between the head office and the branch office in secondary cities, creating uncertainties among them. This study contributed to the crisis management literature in hospitality and tourism industry by exploring the challenges from the pandemic of COVID-19 among cities in Indonesia.

Analisis Penerapan Prinsip Hotel Syariah Pada Hotel Satria Syariah Batusangkar

The main problem in this thesis is that there are differences in the application and there has been no implementation of sharia principles at the Satria Syariah Batusangkar Hotel. This hotel was only established as a guest house in 2016, then renovated and made into a hotel in 2019. The purpose of this study was to analyze the application of sharia at the Satria Syariah Batusangkar hotel with the tourism and creative economy PERMEN approach number 2 in 2014.The type of research that the author uses is field research, in this study the author will discuss the differences in the application and what sharia principles have not been applied to at the Hotel Satria Syariah Batusangkar based on PERMEN tourism and creative economy number 2 of 2014. Data collection techniques used the authors use is through observation, interviews, and documentation. Data processing was carried out in a qualitative descriptive manner.From the research that the author conducted in the field, it can be concluded that, from the aspect of management, product, service according to the new moon 1 (which is absolute) there are still differences in the application or even not applying sharia principles at all, the first aspect of management is business management, the second aspect products, namely public toilets, kitchens, and prayer rooms. The three service aspects are housekeeping, food and beverages. Based on the results of the SWOT analysis using a graph, it can be concluded that the hotel is in quadrant 3 which means it has a very large opportunity from the outside environment in the application of sharia principles but the hotel has weaknesses from the internal resources of the hitel itself. The focus of a hotel's strategy in this condition should be to eliminate internal weaknesses so that it can concentrate on pursuing available environmental opportunities in order to implement sharia principles.

Evaluating the effects of hotel location on the adoption of green management strategies and hotel performance

Previous researchers have found a trade-off between the implementation of proactive environmental strategies and company performance. But far less is known about the role of locational factors in this context. This study proposes a theoretical model demonstrating that hotel location plays a relevant role in the implementation of green strategies and hotel performance. We identify locational characteristics associated with a peer effect in the hotel industry and geographic proximities from hotels to external facilities. Using unique web scraped data on a disaggregated point-level data sample of hotels in Barcelona, Spain, we find that spatially concentrated areas with a greater density of green hotels and geographic proximity from green hotels to places of interest and natural resources play fundamental roles in the likelihood of implementing sustainable management practices. Our analysis shows the need to consider locational factors when green management strategies in hotels are examined. Locational variables show higher explanatory coefficients than some variables representing internal hotel characteristics. Our study contributes to green management literature in the tourism sector by highlighting the importance of including external networks and locational characteristics in the design of sustainable hotel management practices

Hotel strategies in times of COVID-19: a dynamic capabilities approach

ABSTRACT The aim of this research is to explore the positive effect of dynamic capabilities on firm performance in Spanish hotels to further expand the ongoing knowledge of management strategies in a dynamic environment. It also embraces novel issues by linking uncertain changes with the current literature on the COVID-19 crisis. This study also emphasizes the mediation effect of innovation capability as a key hotel strategy in today’s world. The final sample is composed of 212 hotels in Spain. The results reveal a positive and significant influence of dynamic capabilities on hotel performance, which is mediated by innovation capability (partial mediation effect). Both theoretical and practical implication of this research can help navigate the economic consequences of the COVID-19 pandemic.

Hotel Strategy in Facing the Covid-19 Pandemic (The Westin Resort Nusa Dua Experience)

Purpose: This research is conducted with the aim of examining the management strategy of a hotel in a Covid-19 pandemic situation. Research methods: The research method used is descriptive qualitative with virtual interview techniques and literature study. Findings: The strategy adopted by the hotel, in this case The Westin Resort Nusa Dua is a generic strategy and a corporate functions strategy. Implication: The strategy is expected to become a reference for other hotels during the Covid-19 pandemic so that the hotels can still operate even in abnormal conditions.

Crisis Management Strategies in Jordanian Hotel Industry

The aim of the current study is to identify the crisis management strategies in five-star hotels in Jordan. The most world wild crisis management strategies in hotel industry were synthesized from the literature. Data for this study were collected from 50 managers in five-star hotels in Amman. Self-administrated questionnaires were distributed to the targeted sample. SPSS was used to analyse the data and test the hypotheses. The findings showed that the strategies used to manage crises are coping and response strategies; furthermore, the most common strategy is the changing path strategy. This study offers some new insights about crisis management in Jordanian hotels. So, it aims to contribute to this growing area of research in developing countries.

The application of hotel strategies based on factor analysis to improve the number of events at The Trans Resort Bali

This research was conducted at The Trans Resort Bali, a 5-stars hotel located in Seminyak, Badung, Bali. The purposes of this research was to found out the factors affected the customers’ decision to hold an event, found out the most dominant factor and found out the strategies should be applied to maintain the factors and improve the number of events at The Trans Resort Bali. The sample was 74 respondents using cluster sampling technique. The steps taken in data processing was looking for the results of the validity test and the reliability test of the data, after that factor analysis consist of 6 steps. Based on the results of the research, there were 4 factors affecting the customers’ decision to hold events at The Trans Resort Bali. These factors are facility and environmental factors with a percentage of the variance of 46.193%, service quality factors with a percentage of the variance of 5.928%, information factors with a percentage of the variance of 5.503% and promotion factors with a percentage of the variance of 5.294%. The value of the accuracy of the model is 60% with a residual of 40%. From the 4 factors were found the most dominant factor which is facilities and environment factors consist of 4 variables, namely (1) Ballroom & Boardroom that is luxurious and spacious, (2) attractive and luxurious venue design, (3) strategic hotel location and (4) complete meeting and event facilities.

Data driven pricing strategies for hotels during COVID-19 pandemic

Pandemics such as COVID-19 can challenge many of the very well-established strategies of revenue management. The purpose of this paper is to subject the four widely used strategies of revenue management in the hotel industry into an empirical analysis for their suitability at the time of crisis. The data driven approach to modelling has been adopted in this research based on the real-life data obtained from the property management system of nine of the 5-star hotels in Qatar. The results indicate that four of these hypotheses are supported. This revelation has been the basis for drawing implications to the finance and marketing managers of hotels to enhance customer satisfaction and maximise hotel revenue during the COVID-19 or any such pandemic. The results are based on real-life data and have the foundation of well-established pricing strategies in use at the hotels.

Data driven pricing strategies for hotels during the COVID-19 pandemic

Data driven pricing strategies for hotels during the COVID-19 pandemic

Sustaining a Hotel Business during Crisis: A Singapore Luxury Hotel's Journey during COVID-19

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?

Water management strategies in hotels in arid regions: results and implications from a case study on Gran Canaria island (Spain)

Hotels are water-intensive businesses, and water scarcity presents a pressing problem for managers who rely on an uninterrupted supply of water to meet guests’ needs and maintain profitability. The purpose of this qualitative case study was to explore strategies that hotel managers used to successfully maintain adequate water supplies in arid regions. Data were collected from semistructured interviews and hotel water usage reports from three hotels in Spanish island of Gran Canaria. This study may contribute to business practice by illuminating processes that hotel managers, employees, guests, and partners, can take to improve environmental performance and align practices with water governance.

Differentiation and pricing strategies for hotels in sun and beach destinations

This paper develops a theoretical model for oligopolistic competition in the hotel industry for sun and beach destinations. The aim of the model is to identify in which cases the market structure is biased towards luxury hotels with high‐quality investment levels or towards medium and low‐quality hotels with cheaper prices. The willingness to pay and the number of customers in each income‐level segment and hotels' location are the most relevant factors in understanding the market structure. These determinants of market structure are relevant not only for market participants but also for policymakers with responsibilities in designing tourism policies.

Identifying Determinants of Foreign Guests’ Satisfaction and Management Strategies for Hotels in Seoul Using Online Data Mining

Identifying Determinants of Foreign Guests’ Satisfaction and Management Strategies for Hotels in Seoul Using Online Data Mining

Features of organization of production at the enterprises of hotel business

The purpose of the article is to study the peculiarities of the organization of production at the enterprises of the hotel business. Methodology of research. The theoretical and methodological basis of the research are developed by domestic and foreign scientists and practitioners on the issues of strategic management and processes of strategic planning and forecasting of entrepreneurial activity of the hotel business enterprises. Findings. The main positive and negative factors of the decision to open a hotel business have been identified, the recommendations for the development of a hotel strategy and three organizational basic values on which the main components of the hotel business (manageability, customer orientation and innovation) are built. Practical value. The modern approach to the effective management of the hotel business must also take into account the diverse and ever-changing needs of customers, which can only be met by tailoring each workplace not only to the needs of the client, but also to the needs of the employee himself. The article substantiates that the implementation of the suggested recommendations for the development of the hotel strategy and taking into account basic organizational values will contribute to the growth of the hotel business, the expansion of the number of customers, the search for new business partners. The measures identified and described in the article are aimed at improving the efficiency of the whole enterprise, which will ultimately increase its economic and financial results. Adhering to a strategy of increasing profits by creating an image, advertising, effective management structure will help to realize further entrepreneurial goals. The basic scientific provisions of the article can be used in the practice of hotel business enterprises. Keywords: hotel business, hotel product, hotel services, marketing system, management functions. REFERENCES 1. Vlashchenko, N. M. & Nosko, S. O. (2018). Rozvytok malykh hoteliv v hotelnomu biznesi Ukrainy. Proceedings from ́18: ХI Vseukrainskoi studentskoi naukovo-tekhnichnoi konferentsii «Stalyi rozvytok mist». (Рart 4, pp. 46–50). Kharkiv : KhNUMH im. O. M. Beketova Retrieved from https://eprints.kname.edu.ua/29603/1/40.pdf (accessed 14.11.2019) [in Ukrainian]. 2. Gostenina, T. N. & Rodionov, A. S. (2008). Aktualnye problemy industrii gostepriimstva. Sovremennye aspekty ekonomiki, 23 (51), 65–73 [in Ukrainian]. 3. Kuprina, S. V. (2018). Hotelnyi biznes yak skladova rehionalnoi ekonomichnoi infrastruktury. Proceedings from ́18: ХI Vseukrainskoi studentskoi naukovo-tekhnichnoi konferentsii «Stalyi rozvytok mist». (Рart 4, pp. 46– 50). Kharkiv: KhNUMH im. O. M. Beketova [in Ukrainian]. Retrieved from https://eprints.kname.edu.ua/52977/1/%D1%874-64-65.pdf (accessed 14.11.2019) [in Ukrainian]. 4. Malska, M. P. & Pandiak, I. H. (2012). Hotelnyi biznes: teoriia ta praktyka. (5th ed.). Kyiv : Tsentr uchbovoi literatury [in Ukrainian]. 5. Nechaiuk, L. I. & Telesh, N. O. (2003). Hotelno-restorannyi biznes: Navchalnyj рosibnyk. Kyiv : Tsentr navchalnoi literatury [in Ukrainian]. 6. Orhanizatsiia hotelnoho biznesu. Retrieved from http://e-works.com.ua/work/978_Organizaciya_gotelnogo_biznesy.html (accessed 14.11.2019) [in Ukrainian]. 7. Bailik, I. (Еd). (2015). Orhanizatsiia hotelnoho hospodarstva: Рidruchnyk. I. Pysarevskyi (Comps.). Kharkiv : KhNUMH im. O. M. Beketova [in Ukrainian]. 8. Samoilova, V. (2010). Malyi hotel: perspektyvno, ale problematychno. Ukrainskyi turyzm, 4, 70–73. Retrieved from http://infotour. in.ua/samojlova.htm (accessed 14.11.2019) [in Ukrainian]. 9. Smerichevska, S. V. & Lichman, T. D. Stratehichnyi menedzhment yak instrument pidvyshchennia rynkovoi stiikosti pidpryiemstv restorannoho biznesu u kryzovyi ta postkryzovyi period: svitovyi dosvid. Retrieved from http://www.rusnauka.com/7_NND_2009/Economics/43118.doc.htm (accessed 14.11.2019) [in Ukrainian]. 10. Tymoshenko, Z. I., Munin, H. B. & Dyshlevyi, V. P. Marketynh hotelno-restorannoho biznesu. Retrieved from https://tourismbook.com/pbooks/book-37/ua/chapter-1831/ (accessed 14.11.2019) [in Ukrainian]. 11. Upravlinnia suchasnym hotelnym kompleksom : navchalnyj рosibnyk. Munin, H. B., Zmiiov, A. O., Zinov’iev, H. O., Samartsev, Ye. V., Hatsa, O. O., Maksymets, K. P., & et. al. (2005). Dorohuntsova, S. I. (Еd). Kyiv : Lira-K [in Ukrainian]. Published: 2020-03-28

Proposed Business Strategy for Hotel in Airport City (Case Study: Kualanamu International Airport)

This final project is made to analyze the current business of PT Angkasa Pura II (Persero), by analyzing the internal and external factors of the Hotel business environment in the Airport City area of Kualanamu International Airport today. Then, it is expected to analyze the Hotel Business Model Strategy that is appropriate for hotel businesses in the Airport City Area of Kualanamu International Airport to be developed and the final step is to analyze the results of the implementation hotel strategies in the Airport City Area of Kualanamu International Airport in the face of competition in the current era of global competition. To achieve the objectives of this study, the proposed business strategy used by the author is SWOT Analysis, then proceed with the decision-making stage. The technique in question is the quantitative Strategy Planning Matrix (QSPM) technique. QSPM analysis tool is an analysis tool used to evaluate alternative strategic choices objectively according to internal and external factors that have been identified previously. Finally, the conclusion is based on the results of the analysis that has been done.

A influência do contexto na incorporação de estratégias sustentáveis em hotéis

O crescente investimento do setor hoteleiro em certificações de sustentabilidade evidencia os benefícios proporcionados tanto para o empreendimento, como para os hóspedes e o contexto no qual o hotel está inserido. Pois, além de contribuir para um meio ambiente mais saudável, torna-se um diferencial competitivo para os hotéis e atrai novos hóspedes que compartilham com esta preocupação ambiental (turismo sustentável). Porém, muitas vezes, o uso de estratégias sustentáveis está vinculado aos hotéis em um contexto mais rural. Desta forma, buscou-se analisar a aplicação de estratégias sustentáveis no ramo hoteleiro em dois estudos de caso com características e contextos opostos, estudando ambas as situações e visando a pesquisa e o incentivo da inserção de estratégias sustentáveis ao projeto de hotéis. Para isso, são apresentados dois hotéis que incorporaram a sustentabilidade desde o projeto até o funcionamento diário. Trata-se do Cambará Eco Hotel localizado em Cambará do Sul–RS, sendo um estudo de caso desenvolvido in loco e o Venit Mio Barra Hotel localizado na Barra da Tijuca-RJ, compreendendo uma pesquisa bibliográfica. O Cambará Eco Hotel encontra-se relativamente afastado da cidade, possui uma grande área destinada à prática de caminhadas em meio à vegetação nativa preservada e possui certificação da NBR 15401(2014). Em contrapartida, o Venit Mio Barra Hotel está locado em meio à intensa urbanização, possui certificação Procel e incorpora duas tipologias hoteleiras em seu programa, a ala de negócios (curta estadia) associada à agitação do dia a dia e o setor voltado aos hóspedes que buscam tranquilidade, contando com vista para a Lagoa de Marapendi. Como pesquisa complementar, é apresentado um hotel na Alemanha, vencedor de um concurso, também implantado em um contexto urbano, de forma a verificar as estratégias empregadas e estabelecer um comparativo com os exemplos nacionais. Os estudos revelaram que ambos os hotéis são reconhecidos pelas práticas sustentáveis, evidenciando que aplicar a arquitetura sustentável contribui com resultados positivos independente do contexto no qual for implantada.

Adopting a network marketing model as a distribution channel for hotels in the maldives: An exploratory study

ABSTRACT Although hoteliers are looking for new ways to distribute their products and services, the concept of network marketing as a method of distribution has yet to be widely adopted by the hotel industry. This study aims to explore the feasibility of adopting the network marketing distribution model for hotels. Results from semi-structured interviews conducted with the sales and marketing managers/directors of selected hotels and resorts in the Maldives indicated that the network marketing concept can be deployed in the distribution strategies for hotels. However, the association of network marketing with illegal pyramid schemes and a lack of available resources are identified as possible barriers to the implementation of such a concept. This study proposes several recommendations to overcome those barriers.

SUSTAINABLE HOTEL STRATEGY EXECUTION: A REVIEW AND WAY FORWARD

Tourism, the third largest industry in the world, is worth US$ 1.4 trillion, and represents 10 per cent of the world’s GDP. Tourism is also responsible for five per cent of the world’s carbon dioxide emissions, of which hotels and other types of accommodation account for one per cent. In this context, a sustainable hotel strategy execution is essential for maintaining and improving our planet’s socio -economic and ecological balance. This systematic review lays the foundation for the development of a sustainable hotel strategy decision and execution support tool. Systems thinking and system dynamics allow the modelling of the interdependent elements of a complex hotel system, followed by a scenario simulation for proper strategy – analysis and strategy-decision. The execution of the chosen strategy can then be compared with the expected results. With a view to appraising the potential development of such a sustainable hotel strategy execution model for any tourism destination, a systematic literature review was carried out on existing sustainable strategy execution models and tools, as well as the existing use of systems thinking and system dynamics in the tourism and hotel sector.