scholarly journals Mandatory cost and other cost coming from the adoption of quality certifications in the hospitality business

2011 ◽  
Vol 17 (1) ◽  
pp. 153-169
Author(s):  
M. Victoria Sánchez Rebull ◽  
Ana Beatriz Hernández ◽  
Lucia Banchieri ◽  
Fernando Campa Planas ◽  
Matias Ginieis

The adaptation to the regulation of hospitality business implies a relevant cost in the profit and loss account. Additionally, some companies in this business decide to add some voluntary quality and environmental certification systems, which also yields to increased costs. The purpose of this paper is to quantify these costs and to analyse if the hotel size influences them. A total of 67 different costs were considered in hotels of all sizes, in the region of Catalonia as one of the most relevant touristic markets in Europe. Data were collected from the regulation applied to the hospitality sector, from specialised consultant companies and from a questionnaire supplied to 472 hotels in August and September 2008. The main results of this study show that the unitary cost by room, considering both, compulsory and voluntary costs, is lower in big hotels. On the other side, the smaller hotels are suffering high unitary costs. These results could be useful for the strategic orientation of hotels due to the relevance of costs to determine the competitive position of a firm. The main contribution of this work is to analyse the effects of compulsory costs and voluntary cost derived from the implementation of quality and environmental certifications in the hospitality sector, which could strongly affect the performance of this industry.

1989 ◽  
Vol 21 (6) ◽  
pp. 803-816 ◽  
Author(s):  
H Kohsaka

In this paper keenly-competing Japanese twin cities are examined and the competitive oscillations occurring between them is analyzed as a typical example of medium-term competitive processes. From an analysis of market shares for annual retail sales of women's and children's clothes it was found that there are certain oscillations between the twin cities. As these oscillations are derived from the strong competition between closely-located twin cities, they are called competitive oscillations. In order to analyze the generation of the competitive oscillations, an attempt to reproduce a strongly competitive condition by constructing a dynamic model of two-centre competition was made. As the twin cities share a large part of their populations, they are under strong competitive conditions in which major retail development at one city produces an absolute loss to the other city. Therefore, the twin cities seesaw through the introduction of innovations such as large shops in order to gain a more advantageous competitive position, resulting in competitive oscillations between them. This finding implies that the introduction of innovation to centres is a competitive device in the medium-term and is consistent with the view that the diffusion of innovation is closely related to the competitive process.


Author(s):  
Dedi Rustandi

In the third quarter of 2018, growth in the hospitality sector by 4, 31% suffered a decline compared to growth in the third quarter of 2017 by 5, 58%. This is due to the increasingly intense competition in the digital era. Reported by the economics of Warta, economist from the Institute for Economic and Financial development, Bhima Yudhistira argues that the competition of hospitality business is becoming increasingly tight due to the increasing small hotels and Airbnb. Due to the increasingly competitive price, the hospitality business is hard to get too high profit. In the face of fairly tight competition, XYZ Safari Resort performs strategy analysis using the SWOT, TOWS, and Blue Ocean analysis methods, so that the appropriate strategy recommendation is achieved within the next period of time


2018 ◽  
Vol 193 ◽  
pp. 05077
Author(s):  
Vadim Krivorotov ◽  
Aleksandr Tarasenko ◽  
Evgeniy Tikhanov ◽  
Petr Chepur ◽  
Alesya Gruchenkova

Assessment of competitiveness is an objective need of every business entity seeking to maintain or improve their own competitive position and make informed management decisions. The authors propose to classify the diversity of methods of assessment of the competitiveness of the enterprise through three main approaches: graphic, factor and value. In order to identify the advantages and disadvantages of each of the approaches described by the authors, the content of the main methods used in the study was analyzed. It is concluded that there is no universal tool for assessing the competitiveness of the enterprise, which is due to, on the one hand, the limited reliability and low estimates obtained by using matrix and product methods, and on the other hand, the complexity and cost of the estimates using existing multivariate models.


ILR Review ◽  
2019 ◽  
Vol 73 (2) ◽  
pp. 431-455 ◽  
Author(s):  
David B. Lipsky ◽  
Ariel C. Avgar ◽  
J. Ryan Lamare

This article examines the strategic underpinnings of firms’ use of alternative dispute resolution (ADR) practices. The authors argue that a firm’s strategic orientation and commitment to ADR shape its adoption of dispute resolution techniques—such as mediation and arbitration. Firms vary in the benefits they seek to gain from adopting ADR practices, and firm-level use is affected by these anticipated benefits. The authors also propose a link between a firm’s commitment to the diffusion, access, and their use of ADR, on the one hand, and employee usage on the other. They test their theory using survey data from Fortune 1000 corporations and identify four distinct strategic orientations toward ADR, which in turn help to explain use of ADR within firms. Finally, they also find that a firm’s commitment to ADR is also shown to affect the firm’s use of mediation and arbitration.


Author(s):  
Parvin Shaikh

<div><p><em>Organizational culture refers to the common beliefs and values that are present in the organization which guides the behavior of its members. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. The main purpose of this paper is to study the OCTAPACE Culture at two different organizations belonging to Hospitality sector in Nagpur. The paper also aims to find out if there are differences in the culture of the two organizations. OCTAPACE profile instrument developed by Udai Pareek was used to study the cultural ethos at the selected organizations. Data analysis was done using SPSS. Findings indicate that the both the organizations scored within the normative values on five dimensions (Collaboration, Trust, Autonomy, Pro action, Confrontation), whereas one organization had excellent scores on two dimensions (Authenticity, Experimenting), the other scored below the lowest normative value on Openness.</em></p></div>


2018 ◽  
Vol 2 (2) ◽  
pp. 1-2
Author(s):  
Marisa Bidois

The 2018 Restaurant Association Hospitality Report [1] shows Kiwis are eating out more often, for a wider range of occasions. The latest report finds that nationwide sales for the hospitality industry have continued to grow, with takeaway food recording the highest growth. In 2018, New Zealand’s hospitality sector achieved record sales of over $11.2 billion (year end, March). This represents sales growth of 3.6 percent over the previous year, which after two years of significant growth (8.2 percent from 2016–2017 and 9.7 percent from 2015–2016) settles at a more stabilised level in 2018. Conversely, EFTPOS data shows that grocery sales are continuing to slow, pointing to people eating out more often, replacing meals that may traditionally have been eaten at home. Over the past five years, there has been a slowdown in year-on-year supermarket sales growth from 4.9 percent in 2014 to 3.9 percent this year [2]. A recent My Food Bag and Stuff survey showed that only 52 percent of parents now eat at home every night.  Statistics NZ data [3] shows that more than a quarter (26 percent) of all food spending is now at restaurants and on ready-to-eat meals, such as takeaway hot drinks and takeaway pizzas (compared with 23 percent in 2014). The takeaway/food-to-go sector is recording the highest growth. Sales for the food-to-go sector grew 5.7 percent in 2018. In dollar terms, this translates to an increase in annual sales of $148 million. But it seems we Kiwis are still hooked on dining out, with restaurants and cafés the biggest winners and accounting for $5.6 billion of all hospitality sales. Consumer spending is highest in Auckland, Wellington and Christchurch. These three regions all have annual sales of more than $1 billion per annum. The Ministry of Business Innovation and Employment (MBIE) forecast an annual employment growth for the hospitality sector of 2.7 percent per annum through to 2026. For the period 2016–2017, however, the industry achieved employment growth of almost three times that, at 6.8 percent. The total number of people employed in hospitality is now just under 130,000, with more than 72,000 in restaurants and cafés. Hospitality business owners rank their number one challenge as the lack of skilled employees, followed by managing wage costs. This competition for skilled employees has the potential to drive wage rises in some regions, although operators also look for creative ways to retain employees to ensure their labour costs are kept under control. Wages have the potential to rise beyond customers’ expectation of price rises, and that’s a challenge and a balancing act that hospitality business owners must face. The challenge for hospitality owners to find staff is compounded by the number of new businesses opening every week, although to a certain extent this is offset by a comparable number of businesses closing. In 2017, while more than 2,700 new businesses opened, due to those closures, the volume of new outlets overall was an increase of 534 new establishments. The hospitality industry has performed exceptionally well in recent years and, although 2018 sees more restrained growth, the industry is well positioned to face the challenges of its competitive operating environment. Although a more cautious outlook is expected for the remainder of 2018, there are also opportunities for operators – particularly for those that deliver an exceptional offering to customers and for those that embrace both changing consumer dining trends and developments in technology to help grow their businesses. Highlights: Nationwide sales for the hospitality industry in 2018 (year end, March) increased by 3.6 percent, to exceed $11 billion. The sales growth in 2018 carried across all sectors, excluding the clubs sector, with takeaway/food-to-go recording the highest growth of 5.7 percent. Regionally, revenue growth in the Bay of Plenty region was highest for the second year in a row at 6.8 percent, followed by Auckland at 5.1 percent. In 2017, the number of hospitality businesses nationwide increased by 534 to 17,328. The industry currently employs almost 130,000 people. The top challenges identified by the industry are a lack of skilled employees, wage costs, and building and maintaining sales. Corresponding author Marisa Bidois can be contacted at: [email protected] References (1) Restaurant Association. Annual Hospitality Report 2018, 2018. https://www.restaurantnz.co.nz/product/2018-hospitality-report/ (2) Marketview. Consumer Spending Year Ending June 2018. https://marketview.co.nz/news/ (accessed Aug 18, 2018). (3) Stats NZ. Retail Trade Survey: March 2018 Quarter. https://www.stats.govt.nz/information-releases/retail-trade-survey-march-2018-quarter (accessed Sep 5, 2018).


2018 ◽  
Vol 117 (11) ◽  
pp. 1-14
Author(s):  
Mohamed Ahmed Ali

The hotel industry is often suffering from price wars, which have a number of reasons such as financial crises. Resulting from these reasons are going to reduce prices. The continued price reductions among hotels, resulting in price wars. So, this paper searches for developing and empirically testing a framework to examine which factors causes the price wars and the consequences of them. Using SEM to examine the data collected from a sample of 113 hotels, the results indicate supply, financial crises, pricing objectives based on discounts, and price sensitivity have a significant positive impact on price wars’ eruption. Price wars have a significant negative influence significantly on hotel profitability, hotel image, competitive position, brand loyalty. On the other hand, price wars may lead to exit from market. The results offer important implications for hoteliers and are likely to stimulate further research in the area of pricing.


2017 ◽  
Vol 20 (4) ◽  
pp. 143-157 ◽  
Author(s):  
Ryszard Piasecki ◽  
Janusz Gudowski

This article discusses the chances and vulnerabilities of corporate social responsibility (CSR) on two main levels: the small and medium sector at a local level; and big corporations at the macro and international levels. The modern understanding of the definition of CSR is also analyzed. This concept in the management sciences is often misunderstood because it is usually seen as one means in the struggle to achieve a better competitive position. On the other hand, for the development sciences CSR is an effective instrument of income redistribution and as an addition to state support for the underprivileged social groups.


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