The hospitality industry

Résumé du document

In today's highly competitive business environment, budget orientated planning is insufficient for a large corporation to survive and prosper. Indeed, rapid-paced changes in trade, technology and investment patterns are elements that are impacting each business in one way or another. That is why, to ensure the permanence of their business, each firm must embark on an efficient strategic planning process. A strategic plan is a "road map" which leads an organization from where it is now to where it would like to be in five or ten years. In other words, "strategic planning is a disciplined effort to produce decisions and actions that guide and shape what the organization is, what it does, and why it does it" (Bryson, 1995). Moreover, hospitality and leisure industries are increasingly recognised as important to the competitiveness of the worldwide economy that is why, "strategic Planning is essential to survival in food service and hospitality today" (Feltenstein, 1992). The following report is going to critically analyse the view that managing the strategic planning process in the hospitality industry is no different to any other industry. "It is rarely clear whether hospitality should be conceived as a product, a process, an experience, or all three!" (Brotherton, 1999, p. 165) As it is seen in the literature, many definitions are related to the hospitality concept. Thus, Cassee and Reuland (1983, p. 144) proffered a definition of hospitality as "a harmonious mixture of food, beverage, and/or shelter, a physical environment, and the behaviour and attitude of people".

Extraits

[...] The fact is, in hospitality organizations, employees are the most important industry's asset producing the service experience for or with the guest. That denotes that each employee must have several characteristics: firstly, they require the necessary knowledge to know how to produce the service; secondly they must have the ability to listen to the customer to find out what specific service is desired and then they need strong skills to identify and solve the customers' problems in real time. Thus, it can be maintained that compare to manufacturing organizations, the hospitality industry requires a strong Human Resource Management to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce. [...]

[...] (Eds),The Management of Hospitality, Pergamon, Oxford, pp.13-22. Feltenstein, T. (1992), “Strategic planning for the 1990s: "exploiting the inevitable." (Hospitality industry) Publication: Cornell Hotel & Restaurant Administration Quarterly Grönroos, C. (2001), “Service Management and Marketing: A Customer Relationship Management Approach”, 2nd ed., Wiley, New York, NY Hannam, K. (2004), “Tourism & development Progress in Development Studies, Vol No.3, pp.256-63. Ingram, H. (1995), “Hospitality and tourism international industries experiencing common problems” International Journal of Contemporary Hospitality Management Volume 7 Number pp. 44-54 Jones, P. [...]

[...] That is why, marketing and promotion is clearly essential for successful tourism and hospitality development (Hannam, 2004). In order to achieve their marketing objectives every company need to have a marketing mix approach. The most common variables used in constructing a marketing mix are price, promotion, product and place. Nevertheless, if most of the manufacturing firms have to use the 4P's strategy the fact is that for the service industry as the hospitality industry this strategy has been expanded to the 7P's. [...]

[...] (1998) “Service quality and human resource management: a review and research agenda”, Personnel Review, 57–77. Williams, A. (2006), “Tourism and hospitality marketing: fantasy, feeling and International Journal of Contemporary Hospitality Management, Volume 18 Number pp. [...]

[...] Moreover, hospitality and leisure industries are increasingly recognised as important to the competitiveness of the worldwide economy that is why, “strategic Planning is essential to survival in food service and hospitality today” (Feltenstein, 1992). The following report is going to critically analyse the view that managing the strategic planning process in the hospitality industry is no different to any other industry. Hospitality definition & characteristics is rarely clear whether hospitality should be conceived as a product, a process, an experience, or all three!” (Brotherton p. 165) As it is seen in the literature, many definitions are related to the hospitality concept. Thus, Cassee and Reuland (1983, p. [...]