This document discusses cooperation between small and medium-sized tourism enterprises (SMTEs) and tourism stakeholders in the Małopolska region of Poland. It presents the results of an email survey sent to CEOs, directors, and owners of SMTEs in the region focusing on the city of Cracow. The study analyzed differences in cooperation levels between companies based on company size, subsector, and age. It found that SMTEs generally cooperate with 1-5 partners from each stakeholder group, and surprisingly that almost a third of accommodation and catering firms collaborate with more than five competitors. The conclusions can provide insight for both SMTE managers and tourism policymakers.
First Economic Study of meeting industry (business tourism) conducted in Poland - with focus on City of Krakow!
This is the short version in Polish and English of the results.
For full version please search for two files - Polish or English language versions.
Jednym z kluczowych wydarzeń europejskiej turystyki było Europejskie Forum Turystyki, które w dniach 5-7października 2011 r. odbyło się w Krakowie. Wykorzystano to przedsięwzięcie do zbadania opinii jego uczestników odnośnie Krakowa jako miasta turystyki kongresowej.
This is the Executive summary of my book published in Polish. The Executive summary is in English.
Title of the book: Foresight in Tourism. Barriers of the implementation and development (2011). C.H. Beck Publisher.
Report in Polish and English. For free.
Report for year 2014 published in September 2015.
Authors: Borodako K, Berbeka J., Niemczyk A., Seweryn K.
Everything about meeting industry, statistics and supply side of the Krakow's market! Full and professional material about MI in this city.
Authors recommend both: this report and the City of Krakow as the destination :)
Tags: conferences, meetings, events, hotels, airport, culture, lodging, trade fairs, fair events, venues, museum, PCO, DMC, university, research, statistics, Krakow, FUEK,
turystyka biznesowa, przemysł spotkań, lotnisko, transport lotniczy,
The study aimed to define the impact of the meetings industry on Krakow's economy. It utilized 5 questionnaires distributed to organizers, facilities, participants, trade fair visitors, and exhibitors. Over 1,200 individuals provided data on 92 meetings in 2013, including congresses, conferences, corporate events, and trade fairs. The results estimated that over 420,000 meeting participants generated approximately €130 million for Krakow's economy that year through spending on registration fees, accommodation, food, shopping, and other local services. This impacted GDP, employment, tax revenues, and salaries in Krakow. The pioneering study provided insights into the scale and value of the meetings industry for the city.
Organizacja Piłkarskich Mistrzostw Europy EURO 2012 w Polsce była wydarzeniem
unikalnym, z racji pierwszego razu i biorąc pod uwagę fakt, że zapewne szybko się nie
powtórzy. Stworzyła więc niepowtarzalną szansę przeprowadzenia badań związanych z
wpływem wielkich wydarzeń na turystykę w danym regionie, w przypadku niniejszego
opracowania - w Krakowie.
First Economic Study of meeting industry (business tourism) conducted in Poland - with focus on City of Krakow!
This is the short version in Polish and English of the results.
For full version please search for two files - Polish or English language versions.
Jednym z kluczowych wydarzeń europejskiej turystyki było Europejskie Forum Turystyki, które w dniach 5-7października 2011 r. odbyło się w Krakowie. Wykorzystano to przedsięwzięcie do zbadania opinii jego uczestników odnośnie Krakowa jako miasta turystyki kongresowej.
This is the Executive summary of my book published in Polish. The Executive summary is in English.
Title of the book: Foresight in Tourism. Barriers of the implementation and development (2011). C.H. Beck Publisher.
Report in Polish and English. For free.
Report for year 2014 published in September 2015.
Authors: Borodako K, Berbeka J., Niemczyk A., Seweryn K.
Everything about meeting industry, statistics and supply side of the Krakow's market! Full and professional material about MI in this city.
Authors recommend both: this report and the City of Krakow as the destination :)
Tags: conferences, meetings, events, hotels, airport, culture, lodging, trade fairs, fair events, venues, museum, PCO, DMC, university, research, statistics, Krakow, FUEK,
turystyka biznesowa, przemysł spotkań, lotnisko, transport lotniczy,
The study aimed to define the impact of the meetings industry on Krakow's economy. It utilized 5 questionnaires distributed to organizers, facilities, participants, trade fair visitors, and exhibitors. Over 1,200 individuals provided data on 92 meetings in 2013, including congresses, conferences, corporate events, and trade fairs. The results estimated that over 420,000 meeting participants generated approximately €130 million for Krakow's economy that year through spending on registration fees, accommodation, food, shopping, and other local services. This impacted GDP, employment, tax revenues, and salaries in Krakow. The pioneering study provided insights into the scale and value of the meetings industry for the city.
Organizacja Piłkarskich Mistrzostw Europy EURO 2012 w Polsce była wydarzeniem
unikalnym, z racji pierwszego razu i biorąc pod uwagę fakt, że zapewne szybko się nie
powtórzy. Stworzyła więc niepowtarzalną szansę przeprowadzenia badań związanych z
wpływem wielkich wydarzeń na turystykę w danym regionie, w przypadku niniejszego
opracowania - w Krakowie.
Raport z badania branży spotkań (przemysłu spotkań) w Krakowie i Małopolsce (z wyłączeniem Krakowa) dla 2012 r.
Powyższy układ wynika z przesłanek merytorycznych. Badania dla Krakowa są pewną kontynuacją badań realizowanych systematycznie, na zlecenie Convention Bureau Urzędu Miasta Krakowa od 2009 roku. Dzięki temu można uzyskane wyniki porównywać z wcześniejszymi latami. Natomiast badanie Małopolski realizowane jest po raz pierwszy i jego głównym celem jest identyfikacja znaczenia przemysłu spotkań (jego rozmiarów i tendencji) w regionie. Uwzględnianie obszaru metropolitarnego miasta Krakowa zmieniałoby obraz, zawyżając wszystkie średnie wartości. Stąd przyjęcie takiego układu opracowania.
Od kilku lat władze miasta Krakowa poświęcają wiele uwagi rozwojowi turystyki biznesowej. Obrazem tego są coroczne badania przemysłu spotkań w tym mieście, kampanie promocyjne Krakowa na najważniejszych światowych targach turystyki biznesowej oraz inicjatywy lokalne przekazywania wiedzy przedstawicielom branży. Budowana współcześnie w Krakowie baza kongresowo-targowa (cztery nowe obiekty), jak również bogata oferta sal konferencyjnych w hotelach skłania do wykorzystywania tego potencjału. W pracy poddano analizie dostępne wyniki badań oraz dane statystyczne z GUS w kontekście określenia pozycji Krakowa w kluczowym segmencie tego rynku, tj. grupowej turystyce biznesowej (określanej coraz częściej przemysłem spotkań). Porównano Kraków do stolicy kraju Warszawy – głównego konkurenta w tej rywalizacji oraz innych wiodących miast, m.in Wrocławia, Poznania i Trójmiasta. Wykorzystano w analizie relacje między liczbą spotkań i liczbą ich uczestników, a takimi zmiennymi jak: liczba szkół wyższych, wielkość bazy noclegowej oraz liczba miejsc w salach konferencyjnych. Wyniki badań wskazały na pewne słabe aspekty rozwoju turystyki biznesowej w tym mieście oraz istniejący potencjał Krakowa na tle konkurencji.
Meetings Industry in Krakow 2015 (published 2016). Key data and latest updated information - only in this publication.
It is your "must have" source of information about MI in Krakow :)
Materiały warsztatowe przeprowadzone w ramach projektu: Sterowanie przemysłem spotkań w Krakowie:
ocena i monitorowanie wpływu ekonomicznego
przemysłu spotkań na gospodarkę Krakowa przy
wykorzystaniu dobrych praktyk ze Szwajcarii.
Do pobrania pełna wersja raportu "Wpływ ekonomiczny przemysłu spotkań na gospdarkę Krakowa".
Za darmo w formacie pdf.
Dokument ten prezentuje wyniki pierwszego w Polsce obszernego badania wpływu ekonomicznego przemysłu spotkań w czterech sferach: PKB, zatrudnienie, wynagrodzenia i podatki.
Więcej o projekcie na: www.krakowimpact.pl
Raport przygotowany WYŁĄCZNIE dla firm, które w 2010 r. wyraziły zgodę na udział w przedsięwzięciu i wypełniły ankietę. Po trzech latach został upubliczniony w sieci.
Book in Polish.
Książka będąca efektem kilkuletnich badań nad współpracą dostawców usług biznesowych z podmiotami branży spotkań w Krakowie. Gorąco polecam.
Książka jest do ściągnięcia za darmo w pdf.
How To Estimate Tourism’s Impact On Holiday Destinations: A Case StudyFrancesco Canzoniere
To date there has been very little consideration given to whether these impacts can be measured, valued and compared. This makes it difficult to understand the overall impact tourism is having on destinations and hampers efforts to manage impacts in a proactive way.
Over the past year, the Travel Foundation has worked with TUI Group and PwC to pilot a new, holistic method of impact measurement which quantifies and values the economic, tax, environmental and social impacts of tourism activities in a given destination. This report summarises the results and learnings from the pilot study, which has measured and valued the different impacts arising from TUI Group’s activities in relation to eight hotels in Cyprus in 2013.
Download the full report at: http://www.thetravelfoundation.org.uk/images/media/Tourisms_Impact_quality_no_bleed.pdf
Measuring tourism's impact: A pilot study in CyprusDavid Mora
Over the past year, the Travel Foundation has worked with TUI Group and PwC to pilot a new, holistic method of impact measurement which quantifies and values the economic, tax, environmental and social impacts of tourism activities in a given destination. This report
summarises the results and learnings from the pilot study, which has measured and valued the different impacts arising from TUI Group’s activities in relation to eight hotels in Cyprus in 2013.
This document summarizes a research report on how medium and large organizations in Kuta, Bali can adapt to the saturated tourism business environment. The research found that most medium and large organizations are struggling due to high competition, lack of collaboration, and saturation impacts. Saturation has led to an oversupply of tourism facilities, environmental issues, a deteriorating destination image, social pressures, and a competitive business climate. The report categorizes organizations and provides recommendations to help each category strengthen its competitive position, including improving collaboration, strategic management, marketing, and addressing saturation challenges. The overall recommendation is a cross-sectoral collaboration project to improve the destination's image and environment and the businesses' competitiveness.
Relatohsip Factors Affecting Loyaty: A Study on Agents Loyalty towards Hotels...IOSRJBM
The purpose of this study is to investigate the relationship related factors the effect loyalty between hotels and its agents in the tourism Industry of Maldives. A combination of causal and descriptive research designs was used. The research is carried on 199 research respondents in the Maldivian tourism Industry. The independent variables are Trust, Reliability, Commitment and Communication and dependent variable is Loyalty. The research employed descriptive statistics, Pearson correlation coefficient and multiple linear regressions and the findings shows Reliability, Commitments and Communication have a significant impact on Loyalty. While Trust is the only factor that founds an insignificant impact on loyalty. Furthermore, it is recommended that other specific factors can also be used with wider respondents to gauge the effect of relationship factors on loyalty. This Study will eventually benefit the marketing managers to define an efficient marketing Strategy and also the research community by providing new knowledge regarding the relationship factors effecting loyalty. Though, other major economies can also be examined with different other industries to check the deviation of effecting relationship factor on Loyalty
Thank you for the presentation. Here are a few thoughts:
- Consider including proxies or indicators to directly measure the constructs in your framework (e.g. specific metrics for readiness, intensity, impact) rather than relying solely on perceptions. This will strengthen validity.
- For methodology, clearly defining your sample frame, sample size calculations, and data collection/analysis plans will help evaluate feasibility. Pilot testing your instruments is important.
- Refining your research questions to be more focused and testable may help drive a clearer methodology. Consider tying questions directly to your framework.
- Addressing challenges up front like access issues and generalizing frameworks is wise. Partnerships may help address some barriers.
Overall the topic
The document discusses marketing strategies for national travel and tourism authorities in international markets. It reviews literature on strategic marketing approaches, including consumer-oriented, competitor-oriented, and trade-oriented strategies. It also examines industry/market positioning as market leader or niche player. The research uses a case study methodology with 19 cases from Australia, New Zealand, Germany and the UK to identify successful marketing and distribution strategies for different positioning.
The document analyzes the competitiveness of Morocco's tourism industry compared to its main competitors Tunisia, Egypt, and Turkey. It uses a shift-share analysis of tourist arrivals data to these countries to understand Morocco's relative competitive position. The results show that Morocco has not performed as well attracting tourists compared to the other countries. This is attributed partly to focusing on markets with less growth potential. The document also examines different pillars of competitiveness like prices, government priorities for tourism, and human/cultural resources, finding that Morocco is less competitive than its peers on certain factors like prices and government spending on tourism.
This study aimed to investigate the impact of mobile phone, land phone and internet (ICTs) on sales, market performance, room occupancy, profitability and credit facilities in the hospitality sector of tourism in the tourist city of Livingstone in Zambia. The study used multiple regression models to find out the relationship between dependent and independent variables. The study found that there was positive impact of ICTs usage on sales, marketing performance, room occupancy, profitability and credit facilities. The study found negative relationship between internet and profitability of the firm due to higher costs of internet access. The study suggested that the firms should work together as a pool to reduce internet costs, such as, the use of trivago.co.zm; booking.co.zm; hotels.com; agoda.com; expedia.com; etc.
All documents are reproduced with the permission of the copyrighAzaleeRutledge285
All documents are reproduced with the permission of the copyright owner. Further reproduction or distribution is prohibited without permission.
Please do not reply directly to this email.
annette tyler sent you the following:
Email 1 of 1
Table of contents
Document 1 of 1
US hotel industry revenue: an ARDL bounds testing approach
Author: Chen, Han1; Chen, Rui2; Shaniel Bernard3; Rahman, Imran31 Lester E. Kabacoff School of Hotel, Restaurant and Tourism Administration, University of New Orleans, New Orleans, Louisiana, USA2 Department of Agricultural Economics and Rural Sociology, Auburn University, Auburn, USA3 Department of Nutrition, Dietetics and Hospitality Management, Auburn University, Auburn, USA
Publication info: International Journal of Contemporary Hospitality Management ; Bradford Vol. 31, Iss. 4, (2019): 1720-1743.
Abstract:
Purpose
This study aims to develop a parsimonious model to estimate US aggregate hotel industry revenue using domestic trips, consumer confidence index, international inbound trips, personal consumption expenditure and number of hotel rooms as predictor variables. Additionally, the study applied the model in six sub-segments of the hotel industry – luxury, upper upscale, upscale, upper midscale, midscale and economy.
Design/methodology/approach
Using monthly aggregate data from the past 22 years, the study adopted the auto-regressive distribute lags (ARDL) approach in developing the estimation model. Unit root analysis and cointegration test were further utilized. The model showed significant utility in accurately estimating aggregate hotel industry and sub-segment revenue.
Findings
All predictor variables except number of rooms showed significant positive influences on aggregate hotel industry revenue. Substantial variations were noted regarding estimating sub-segment revenue. Consumer confidence index positively affected all sub-segment revenues, except for upper upscale hotels. Inbound trips by international tourists and personal consumption expenditure positively influenced revenue for all sub-segments but economy hotels. Domestic trips by US residents added significant explanatory power to only upper upscale, upscale and economy hotel revenue. Number of hotel rooms only had significant negative effect on luxury and upper upscale hotel sub-segment revenues.
Practical implications
Hotel operators can make marketing and operating decisions regarding pricing, inventory allocation and strategic management based on the revenue estimation models specific to their segments.
Originality/value
It is the first study that adopted the ARDL bound approach and analyzed the predictive capacity of macroeconomic variables on aggregate hotel industry and sub-segment revenue.
Links:
Full text:
1. Introduction
The tourism industry has positioned itself as one of the nation’s largest employers representing 8.0 per cent of US GDP (World Travel and Tourism Council (WTTC), 2015). The lodging industry, being one of its ...
Computer usage in hotel and foodservice management educationRobbinson Willis
This document discusses the importance of technology and the internet for the tourism and hospitality industries. It provides two strategic frameworks for analyzing the impact of the internet - the 4Ps model and a PEST analysis. The 4Ps model addresses how consumer expectations are shifting with the internet as a product. The PEST analysis looks at the political, economic, social and technological factors affecting the development and use of the internet in these industries. An example is also given of how Hilton Hotels Group uses technological innovations and information systems to gain benefits. Overall, the document analyzes how the tourism and hospitality sectors can leverage information technologies and the internet to improve operations, marketing and gain competitive advantages.
This PhD proposal explores using a multi-agent system to enable dynamic and context-aware composition of e-tourism services. The goal is to provide users with relevant high-level services based on their context and needs. Basic tourism services will be semantically described. Agent technologies will allow for discovery and enhancement of services to meet interests or roles. The architecture will implement a multi-agent system on the JADE platform using web service standards like XML-RPC and SOAP to support composition. This approach aims to simplify and intuitize user interactions in a reconfigurable tourism environment through adaptable service aggregation.
This PhD proposal explores using a multi-agent system to enable dynamic and context-aware composition of e-tourism services. The goal is to provide users with high-level services tailored to their context and needs by aggregating basic services. Agents will discover and enhance their capabilities using semantic descriptions of services from various sources. This approach aims to fill the gap between low-level services and user activities and needs. The multi-agent system will be implemented using JADE and web service standards like SOAP and XML-RPC to support a distributed tourism infrastructure providing functions like search and document ordering between tourism agencies.
This document summarizes a research paper about a new collaborative destination marketing model called the ASR model. The ASR model leverages information and communication technologies (ICTs) and collaboration between public and private stakeholders to attract tourists, increase their length of stay, and encourage return visits to the destination. It consists of three parts: 1) an ICT infrastructure for collecting, sharing and analyzing tourism data; 2) an operational marketing structure to implement strategic plans and processes; and 3) a destination marketing strategy focused on attracting, retaining and re-attracting tourists. The model is applied to a case study of Mantua, Italy and results are analyzed to evaluate the model's effectiveness.
Raport z badania branży spotkań (przemysłu spotkań) w Krakowie i Małopolsce (z wyłączeniem Krakowa) dla 2012 r.
Powyższy układ wynika z przesłanek merytorycznych. Badania dla Krakowa są pewną kontynuacją badań realizowanych systematycznie, na zlecenie Convention Bureau Urzędu Miasta Krakowa od 2009 roku. Dzięki temu można uzyskane wyniki porównywać z wcześniejszymi latami. Natomiast badanie Małopolski realizowane jest po raz pierwszy i jego głównym celem jest identyfikacja znaczenia przemysłu spotkań (jego rozmiarów i tendencji) w regionie. Uwzględnianie obszaru metropolitarnego miasta Krakowa zmieniałoby obraz, zawyżając wszystkie średnie wartości. Stąd przyjęcie takiego układu opracowania.
Od kilku lat władze miasta Krakowa poświęcają wiele uwagi rozwojowi turystyki biznesowej. Obrazem tego są coroczne badania przemysłu spotkań w tym mieście, kampanie promocyjne Krakowa na najważniejszych światowych targach turystyki biznesowej oraz inicjatywy lokalne przekazywania wiedzy przedstawicielom branży. Budowana współcześnie w Krakowie baza kongresowo-targowa (cztery nowe obiekty), jak również bogata oferta sal konferencyjnych w hotelach skłania do wykorzystywania tego potencjału. W pracy poddano analizie dostępne wyniki badań oraz dane statystyczne z GUS w kontekście określenia pozycji Krakowa w kluczowym segmencie tego rynku, tj. grupowej turystyce biznesowej (określanej coraz częściej przemysłem spotkań). Porównano Kraków do stolicy kraju Warszawy – głównego konkurenta w tej rywalizacji oraz innych wiodących miast, m.in Wrocławia, Poznania i Trójmiasta. Wykorzystano w analizie relacje między liczbą spotkań i liczbą ich uczestników, a takimi zmiennymi jak: liczba szkół wyższych, wielkość bazy noclegowej oraz liczba miejsc w salach konferencyjnych. Wyniki badań wskazały na pewne słabe aspekty rozwoju turystyki biznesowej w tym mieście oraz istniejący potencjał Krakowa na tle konkurencji.
Meetings Industry in Krakow 2015 (published 2016). Key data and latest updated information - only in this publication.
It is your "must have" source of information about MI in Krakow :)
Materiały warsztatowe przeprowadzone w ramach projektu: Sterowanie przemysłem spotkań w Krakowie:
ocena i monitorowanie wpływu ekonomicznego
przemysłu spotkań na gospodarkę Krakowa przy
wykorzystaniu dobrych praktyk ze Szwajcarii.
Do pobrania pełna wersja raportu "Wpływ ekonomiczny przemysłu spotkań na gospdarkę Krakowa".
Za darmo w formacie pdf.
Dokument ten prezentuje wyniki pierwszego w Polsce obszernego badania wpływu ekonomicznego przemysłu spotkań w czterech sferach: PKB, zatrudnienie, wynagrodzenia i podatki.
Więcej o projekcie na: www.krakowimpact.pl
Raport przygotowany WYŁĄCZNIE dla firm, które w 2010 r. wyraziły zgodę na udział w przedsięwzięciu i wypełniły ankietę. Po trzech latach został upubliczniony w sieci.
Book in Polish.
Książka będąca efektem kilkuletnich badań nad współpracą dostawców usług biznesowych z podmiotami branży spotkań w Krakowie. Gorąco polecam.
Książka jest do ściągnięcia za darmo w pdf.
How To Estimate Tourism’s Impact On Holiday Destinations: A Case StudyFrancesco Canzoniere
To date there has been very little consideration given to whether these impacts can be measured, valued and compared. This makes it difficult to understand the overall impact tourism is having on destinations and hampers efforts to manage impacts in a proactive way.
Over the past year, the Travel Foundation has worked with TUI Group and PwC to pilot a new, holistic method of impact measurement which quantifies and values the economic, tax, environmental and social impacts of tourism activities in a given destination. This report summarises the results and learnings from the pilot study, which has measured and valued the different impacts arising from TUI Group’s activities in relation to eight hotels in Cyprus in 2013.
Download the full report at: http://www.thetravelfoundation.org.uk/images/media/Tourisms_Impact_quality_no_bleed.pdf
Measuring tourism's impact: A pilot study in CyprusDavid Mora
Over the past year, the Travel Foundation has worked with TUI Group and PwC to pilot a new, holistic method of impact measurement which quantifies and values the economic, tax, environmental and social impacts of tourism activities in a given destination. This report
summarises the results and learnings from the pilot study, which has measured and valued the different impacts arising from TUI Group’s activities in relation to eight hotels in Cyprus in 2013.
This document summarizes a research report on how medium and large organizations in Kuta, Bali can adapt to the saturated tourism business environment. The research found that most medium and large organizations are struggling due to high competition, lack of collaboration, and saturation impacts. Saturation has led to an oversupply of tourism facilities, environmental issues, a deteriorating destination image, social pressures, and a competitive business climate. The report categorizes organizations and provides recommendations to help each category strengthen its competitive position, including improving collaboration, strategic management, marketing, and addressing saturation challenges. The overall recommendation is a cross-sectoral collaboration project to improve the destination's image and environment and the businesses' competitiveness.
Relatohsip Factors Affecting Loyaty: A Study on Agents Loyalty towards Hotels...IOSRJBM
The purpose of this study is to investigate the relationship related factors the effect loyalty between hotels and its agents in the tourism Industry of Maldives. A combination of causal and descriptive research designs was used. The research is carried on 199 research respondents in the Maldivian tourism Industry. The independent variables are Trust, Reliability, Commitment and Communication and dependent variable is Loyalty. The research employed descriptive statistics, Pearson correlation coefficient and multiple linear regressions and the findings shows Reliability, Commitments and Communication have a significant impact on Loyalty. While Trust is the only factor that founds an insignificant impact on loyalty. Furthermore, it is recommended that other specific factors can also be used with wider respondents to gauge the effect of relationship factors on loyalty. This Study will eventually benefit the marketing managers to define an efficient marketing Strategy and also the research community by providing new knowledge regarding the relationship factors effecting loyalty. Though, other major economies can also be examined with different other industries to check the deviation of effecting relationship factor on Loyalty
Thank you for the presentation. Here are a few thoughts:
- Consider including proxies or indicators to directly measure the constructs in your framework (e.g. specific metrics for readiness, intensity, impact) rather than relying solely on perceptions. This will strengthen validity.
- For methodology, clearly defining your sample frame, sample size calculations, and data collection/analysis plans will help evaluate feasibility. Pilot testing your instruments is important.
- Refining your research questions to be more focused and testable may help drive a clearer methodology. Consider tying questions directly to your framework.
- Addressing challenges up front like access issues and generalizing frameworks is wise. Partnerships may help address some barriers.
Overall the topic
The document discusses marketing strategies for national travel and tourism authorities in international markets. It reviews literature on strategic marketing approaches, including consumer-oriented, competitor-oriented, and trade-oriented strategies. It also examines industry/market positioning as market leader or niche player. The research uses a case study methodology with 19 cases from Australia, New Zealand, Germany and the UK to identify successful marketing and distribution strategies for different positioning.
The document analyzes the competitiveness of Morocco's tourism industry compared to its main competitors Tunisia, Egypt, and Turkey. It uses a shift-share analysis of tourist arrivals data to these countries to understand Morocco's relative competitive position. The results show that Morocco has not performed as well attracting tourists compared to the other countries. This is attributed partly to focusing on markets with less growth potential. The document also examines different pillars of competitiveness like prices, government priorities for tourism, and human/cultural resources, finding that Morocco is less competitive than its peers on certain factors like prices and government spending on tourism.
This study aimed to investigate the impact of mobile phone, land phone and internet (ICTs) on sales, market performance, room occupancy, profitability and credit facilities in the hospitality sector of tourism in the tourist city of Livingstone in Zambia. The study used multiple regression models to find out the relationship between dependent and independent variables. The study found that there was positive impact of ICTs usage on sales, marketing performance, room occupancy, profitability and credit facilities. The study found negative relationship between internet and profitability of the firm due to higher costs of internet access. The study suggested that the firms should work together as a pool to reduce internet costs, such as, the use of trivago.co.zm; booking.co.zm; hotels.com; agoda.com; expedia.com; etc.
All documents are reproduced with the permission of the copyrighAzaleeRutledge285
All documents are reproduced with the permission of the copyright owner. Further reproduction or distribution is prohibited without permission.
Please do not reply directly to this email.
annette tyler sent you the following:
Email 1 of 1
Table of contents
Document 1 of 1
US hotel industry revenue: an ARDL bounds testing approach
Author: Chen, Han1; Chen, Rui2; Shaniel Bernard3; Rahman, Imran31 Lester E. Kabacoff School of Hotel, Restaurant and Tourism Administration, University of New Orleans, New Orleans, Louisiana, USA2 Department of Agricultural Economics and Rural Sociology, Auburn University, Auburn, USA3 Department of Nutrition, Dietetics and Hospitality Management, Auburn University, Auburn, USA
Publication info: International Journal of Contemporary Hospitality Management ; Bradford Vol. 31, Iss. 4, (2019): 1720-1743.
Abstract:
Purpose
This study aims to develop a parsimonious model to estimate US aggregate hotel industry revenue using domestic trips, consumer confidence index, international inbound trips, personal consumption expenditure and number of hotel rooms as predictor variables. Additionally, the study applied the model in six sub-segments of the hotel industry – luxury, upper upscale, upscale, upper midscale, midscale and economy.
Design/methodology/approach
Using monthly aggregate data from the past 22 years, the study adopted the auto-regressive distribute lags (ARDL) approach in developing the estimation model. Unit root analysis and cointegration test were further utilized. The model showed significant utility in accurately estimating aggregate hotel industry and sub-segment revenue.
Findings
All predictor variables except number of rooms showed significant positive influences on aggregate hotel industry revenue. Substantial variations were noted regarding estimating sub-segment revenue. Consumer confidence index positively affected all sub-segment revenues, except for upper upscale hotels. Inbound trips by international tourists and personal consumption expenditure positively influenced revenue for all sub-segments but economy hotels. Domestic trips by US residents added significant explanatory power to only upper upscale, upscale and economy hotel revenue. Number of hotel rooms only had significant negative effect on luxury and upper upscale hotel sub-segment revenues.
Practical implications
Hotel operators can make marketing and operating decisions regarding pricing, inventory allocation and strategic management based on the revenue estimation models specific to their segments.
Originality/value
It is the first study that adopted the ARDL bound approach and analyzed the predictive capacity of macroeconomic variables on aggregate hotel industry and sub-segment revenue.
Links:
Full text:
1. Introduction
The tourism industry has positioned itself as one of the nation’s largest employers representing 8.0 per cent of US GDP (World Travel and Tourism Council (WTTC), 2015). The lodging industry, being one of its ...
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1. US hotel industry revenue: an ARDL bounds testing approach
Bibliography
Document 1 of 1
US hotel industry revenue: an ARDL bounds testing approach
Author: Chen, Han1; Chen, Rui2; Shaniel Bernard3; Rahman, Imran31 Lester E. Kabacoff School of Hotel, Restaurant and Tourism Administration, University of New Orleans, New Orleans, Louisiana, USA2 Department of Agricultural Economics and Rural Sociology, Auburn University, Auburn, USA3 Department of Nutrition, Dietetics and Hospitality Management, Auburn University, Auburn, USA
Publication info: International Journal of Contemporary Hospitality Management ; Bradford Vol. 31, Iss. 4, (2019): 1720-1743.
ProQuest document link
Abstract:
Purpose
This study aims to develop a parsimonious model to estimate US aggregate hotel industry revenue using domestic trips, consumer confidence index, international inbound trips, personal consumption expenditure and number of hotel rooms as predictor variables. Additionally, the study applied the model in six sub-segments of the hotel industry – luxury, upper upscale, upscale, upper midscale, midscale and economy.
Design/methodology/approach
Using monthly aggregate data from the past 22 years, the study adopted the auto-regressive distribute lags (ARDL) approach in developing the estimation model. Unit root analysis and cointegration test were further utilized. The model showed significant utility in accurately estimating aggregate hotel industry and sub-segment revenue.
Findings
All predictor variables except number of rooms showed significant positive influences on aggregate hotel industry revenue. Substantial variations were noted regarding estimating sub-segment revenue. Consumer confidence index positively affected all sub-segment revenues, except for upper upscale hotels. Inbound trips by international tourists and personal consumption expenditure positively influenced revenue for all sub-segments but economy hotels. Domestic trips by US residents added significant explanatory power to only upper upscale, upscale and economy hotel revenue. Number of hotel rooms only had significant negative effect on luxury and upper upscale hotel sub-segment revenues.
Practical implications
Hotel operators can make marketing and operating decisions regarding pricing, inventory allocation and strategic management based on the revenue estimation models specific to their segments.
Originality/value
It is the first study that adopted the ARDL bound approach and analyzed the predictive capacity of macroeconomic variables on aggregate hotel industry and sub-segment revenue.
Links: Full Text
Full text:
1. Introduction
The tourism industry has positioned itself as one of the nation’s largest employers representing 8.0 pe ...
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Cooperation of small and medium sized tourism enterprises
1. ENCONTROS CIENTÍFICOS - TOURISM & MANAGEMENT STUDIES, Nº 7, International English Issue, ISSN: 1646-2408, (JAN. – DEZ. 2012)
COOPERATION OF SMALL AND MEDIUM-SIZED TOURISM ENTERPRISES (SMTES) WITH
TOURISM STAKEHOLDERS IN THE MAŁOPOLSKA REGION – TOP MANAGEMENT
PERSPECTIVE APPROACH
KRZYSZTOF BORODAKO
PhD, Senior Researcher, Cracow University of Economics
krzysztof.borodako@uek.krakow.pl
Submitted: 20.07.2011
Accepted: 25.09.2011
ABSTRACT RESUMO
O objetivo deste trabalho é compreender a
The purpose of this paper is to understand the diferença no número de relações de pequenas e
difference in number of relations of small and
médias empresas (PME) de turismo com agentes de
medium-sized tourism enterprises (SMTE) with
turismo (stakeholders) na região. Esta pesquisa
tourism stakeholders in the region. This research
utilizou um questionário enviado por e-mail para
used an email survey sent to tourism CEOs, CEOs de turismo, diretores ou proprietários de
directors or owners of SMTEs in the Małopolska
pequenas e médias empresas de turismo na Região
Region, focusing on its capital city - Cracow Małopolska, com foco na sua capital - Cracóvia
(Poland). All three groups of respondents in SMTEs
(Polónia). Todos os três grupos de inquiridos de
were understood in the research as the top
PME de turismo foram considerados na pesquisa
management of these companies. como a gestão de topo dessas empresas.
The study conducted made it possible, on the basis O estudo realizado tornou possível, com base nos
of the statistically significant results, to analyze the
resultados estatisticamente significativos, analisar as
differences as regards the level of cooperation diferenças quanto ao nível de cooperação entre
between companies depending on the company
empresas, dependendo do tamanho da empresa, as
size, micro firms and SMTEs, their belonging to
micro, pequenas e médias empresas, a sua pertença
different subsectors and the company age.
a diferentes segmentos e a idade da empresa. As
Observations show that such differences exist and
observações mostram que tais diferenças existem e
should be used by the SMTEs managers and devem ser utilizadas pelos gestores de pequenas e
tourism policy makers. médias empresas de turismo e responsáveis políticos
The largest part of the researched sample usually da área do turismo.
cooperates with one to five partners from each A maior parte da amostra pesquisada geralmente
stakeholder group. A surprising conclusion was the
coopera com 1-5 parceiros de cada grupo de
high level of cooperation with competitors from the
interessados. Uma conclusão surpreendente foi o
same subsector – almost one third of the
alto nível de cooperação com concorrentes do
accommodation and catering firms collaborate with
mesmo segmento - quase um terço das empresas de
more than five competitors. alojamento e restauração colabora com mais de
KEYWORDS cinco concorrentes.
Tourism, Cooperation, SMTE, Network, Top PALAVRAS-CHAVE
Management.
Turismo, Cooperação, PME de Turismo, Rede,
Gestão de Topo.
24
2. COOPERATION OF TOURISM ENTERPRISES WITH TOURISM STAKEHOLDERS - KRZYSTOF BORODAKO: 24 - 32
1. INTRODUCTION
The dynamic development of tourism industry is various skills and resources usually within a short
possible mainly due to the creation and usage of the period of time. In such a situation the owners or
network benefits. The participation in the network managers of SMTEs see their chance in close
is particularly important in case of small and cooperation with other tourism stakeholders. The
medium-sized tourism enterprises (SMTEs) and is aim of this article is to provide an insight into
particularly supported in the rural areas, but tourism density of cooperation and to critically analyze
plays an important role also in the city. At the same cooperation of SMTEs with other regional
time the significant part of the tourism and stakeholders in the tourism industry from the point
hospitality industry are SMTEs (Morrison 1998; of view of the number of relations. This gives rise
Page, Forer& Lawton, 1999), which usually do not to three main objectives focused on the dependence
possess enough resources to run businesses of cooperation on the subsector, size and age of the
separately. For that reason it is the SMTEs that are company. The outcome is better understanding of
most interested in cooperation with stakeholders in the field, the rules and the interdependences of the
the tourism and hospitality industry. According to SMTEs‟ networking activities on the regional level.
the statistical data, in 2009 in the Accommodation Finally, the conclusion critically reflects on the
and Catering sector there were 55 271 micro firms significance of the results for other tourism regions.
with up to 9 employees in Poland (about 3.32% of
all micro firms in the country), with around 150 000 2. METHODOLOGY
employees in total (CSO, 2010:4). According to the
On the basis of statistical data which confirmed that
available data about tourism in the Małopolska
the key players in the tourism sector are the SMTEs,
region, in 2008 there were 10 705 micro companies
the research was based on that group of enterprises.
in the Hotels and Restaurants sector, which was
The process of collecting telephone and address
3.75% of all micro firms in the region. But the share
data of tourism companies in the Małopolska
of micro companies in the Hotels and Restaurants
Region was conducted by means of three key
sector in Małopolska shows a significant role of this
methods: a) recording the contact data of the
kind of companies. In the aforementioned sector, in
tourism companies that cooperate with the research
2008, the micro and small companies (up to 50
team, b) the Snowball sampling after a contact with
employees) constituted 99.51% of all companies of
companies that cooperate with the research team
that sector and SMTEs are a part of 99.94% of all
and c) searches in company databases at popular
companies in the Hotels and Restaurants sector
internet sources. The collected database of the
(CSO, 2009).
companies consisted of 1812 unique e-mail
One of the key attributes of cooperation between addresses of different businesses in tourism industry
different partners is the number of relations during in the region. The main subsectors selected in the
a particular time period. The number of different research were: accommodation, catering, transport
contacts, mostly among the SMTEs owners or companies (passenger transport), private tourism
managers, is the most popular characteristic of attractions, travel agents, tour operators, bicycle
cooperation. It is necessary to mention many rental shops etc.
reasons why owners or managers decide to
The inquiry form was prepared in an electronic
cooperate with other entities in the tourism industry
version on the internet website with access granted
– mostly within a close range (local or regional
to companies that were invited by a special e-mail
environment). The most popular motivation for
invitation. At the beginning there was a pilot project
such cooperation is lack of the required resources:
- 150 e-mails with invitations to database records
information, knowledge, human resources, but also
selected at random. After the assessment of the
financial or organizational resources. In many cases
response, a decision was made to change the
SMTE are too small or too weak to buy or lease the
invitation text. Afterwards 150 records selected at
missing resources on competitive conditions. To
random were sent emails with the modified
prepare and offer an interesting product on the
invitation. A few days later after the evaluation of
tourism market, the companies need to possess
the response, the invitation was sent for the first
25
3. ENCONTROS CIENTÍFICOS - TOURISM & MANAGEMENT STUDIES, Nº 7, International English Issue, ISSN: 1646-2408, (JAN. – DEZ. 2012)
time to the remaining entities from the tourism considered as accepted and allow preparing a
industry in the amount of 1512. After receiving an statistical analysis and drawing conclusions.
automatic failure delivery response, selected emails
addresses were carefully checked again by means of 3. LITERATURE REVIEW
telephone contacts with the company or by careful
Nowadays SMTEs play a very important role in the
internet pages scanning. Finally, out of 1812 emails
tourism market in providing tailored products and
sent to unique addresses, 198 addresses were
services to tourists by responding to their high
incorrect, so the final number of the delivered
expectations and specific needs (Novelli, Schmitz &
invitations was 1614. As a result of filling the
Spencer, 2006). As Erkkila stated (2004:23), SMTEs
inquiry forms we received 195 completed records
can be compared to the „life blood of the travel and
from SMTEs companies fulfilled by the owner,
tourism industry world-wide‟ and should be treated
CEO or director of the companies. In that research
as a key player in the destination development
we assume that all those people represent the top
process. Among small and medium-sized
management in micro, small and medium-sized
enterprises with limited resources, cooperation with
companies in the tourism industry. The collected
other firms could be a considerable opportunity to
data were analyzed by statistical methods. The
overcome the existing development barriers. The
number of relations with the tourism stakeholders,
key barriers could be identified as: the cost of
divided by groups of companies according to
technology, financial and human resources,
features of the companies participating in the
reluctance to change and standardization of tourism
research, was analysed by means of Chi2 (the chi-
services (Buhalis, 2002; Ndou & Passiante, 2005). In
squared statistic) and V-Cramer. In this research the
particular, relations of managers and entrepreneurs
Chi2 statistics was utilized in the form of
could be seen as a main aspect of cooperation
contingency tables to hypothesis testing, where the
(Crick & Spence, 2005; Kontinen & Ojala, 2010).
null hypothesis assumes that there is no association
The specific disadvantage of SMTEs is their size,
between the two variables. In the research the
which could be mitigated by the development of
statistical significance in the analyzed cases was
strong collaboration with other actors on the
lower than 0.05 (p0.05). The hypotheses were market (Bieger, 2004). All stakeholders in the
prepared during the analysis as an intermediary step tourism destination are interdependent in terms of
and finally they are not included in this paper. V- their information access, distribution, supplies, sales
Cramer is a statistic measuring the strength of and at the same time they are interdependent in
dependency, if any, between two categorical relation to other companies in the tourism
variables (number of relations and feature of destination (Ford, Gadde, Håkansson & Snehota,
company) in a contingency table. V-Cramer could 2003:6).
be between 0 and 1 and the closer V is to 0, the
smaller the association between the variables is. If V In recent decades SMTEs faced essential changes in
is closer to 1, it means a strong association between the technological and structural sphere, which
variables. forces them to increase innovation and
competitiveness (e.g. Ndou & Passiante, 2005). All
Some limitations of the method should be noted. those activities aim at securing the development of
First of all, the structure of the SMTEs sample does the companies and destinations as well. It is a
not exactly reflect the reality structure of the difficult task to secure the increase of the tourism
companies in the Małopolska region, although high arrivals, because tourism stakeholders are
participation of micro enterprises could be seen as interdependent and differentiated regards their main
very valuable. Usually the owners or managers are market segment, their financial possibilities,
not interested in participation in scientific research company size and their development goals.
and reject such invitations. Secondly, the dominant Additionally in most cases they are deprived of a
part of the sample came from the city and district of generally accepted leader responsible for the future
Cracow, so the metropolitan area is imperceptibly of the tourism region (Lemmetyinen & Go, 2009).
overrepresented. That could be affected by a well-
known good reputation of the Tourism Department From this point of view a key word is stakeholders.
of CUE in that area. All those limitations can be They are defined as a group or individuals who can
26
4. COOPERATION OF TOURISM ENTERPRISES WITH TOURISM STAKEHOLDERS - KRZYSTOF BORODAKO: 24 - 32
affect or who are affected by the achievement of the development policy in competitiveness and
organisation‟s objectives (Freeman, 1984: 25). In innovation improvement.
literature many definitions can be found, which,
according to Mitchel et al. (1997), are classified by The sustained relations in case of small and
two dominating dimensions: power and legitimacy. medium-sized firms have to be perceived as
The structure of the stakeholders in the tourism strategic resources in terms of intangible assets
destinations can be understood very widely (Timur (Frew & O‟Connor, 1999; Denicolai, Cioccarelli &
& Getz, 2008) as all actors connected through direct Zucchella, 2010).
and indirect business or social relationships within
The central aspect of the network is cooperation
tourism industry. One of the important groups of
among destination organizations, companies,
stakeholders is tourism firm owners, who operate
authorities and communities. It is a key condition
the most part of the SMTEs (Ateljevic, Milne,
for sustainable planning and development of the
Doorne & Ateljevic, 1999). In the study of Getz
destinations (Bramwell & Lane, 2000), but as well as
and Carlen (2000), more than 96 per cent of their
for successful completion of a tourism project
respondents were the owners of tourism
(product launching, new distribution channels
enterprises. Significant is that the rest of the
creation etc.).
examined group were members of the family that
managed those firms. 4. RESULTS
The SMTEs owners and/or managers have to Table 1 shows the basic characteristics of the
overcome the operational and strategic barriers by sample and demonstrates key features of the
using available resources. Because their activities are respondents. 97 presidents (CEOs) and 66 directors
not isolated and independent in the tourism of the tourism companies participated in the
destination‟s network, unconsciously they are value research which constituted 49.74% and 33.85%
creators for tourists (March & Wilkinson, 2009: respectively, of the people who completed the
455). inquiry form. The rest of people did not indicate
their position in the company, but they were in the
Additionally, there is clear evidence that SMEs
group of respondents who classified themselves as
actively network (Lee & Mulford 1990; Bryson,
the owners of companies.
Wood & Keeble, 1993; Gilmore et al., 2001;
Gilmore, Carson & Rocks, 2006). As an element of That group consists of 161 persons (82.56%); the
a wide network of relations they have to benefit remaining respondents selected themselves as
from a wide range of cooperation, but the level of employees. It was a lower level than the results of
advantages depends, among others, on the number the research of Getz and Carlsen (2000), who had
and kind of the relations with other stakeholders. owners as 96% of the sample.
Erkuş-Öztürk & Eraydın (2010) emphasized four The majority of respondents were people with
essential kinds of benefits for all stakeholders in the significant life experience, because 29.74% of them
tourism industry from cooperation and network were between 41-50 years old, 23.58% - between
development: reduction of transaction costs, 51-60 years old and 27.69% between 31-40 years
support in avoidance of cost arising, better old. Also respondents could be described as highly
coordination in policy actions and participation in a experienced tourism businessmen/women, because
decision-process with limited resources. almost one-fourth have been in the tourism industry
for 6-10 years.
Many benefits received by SMTEs are related to the
density of the network which describes the number Almost one fifth have been in the tourism business
of relations connected to the actor. Gulati (1995) for 11-15 years and over 30% have been active for
identified additional benefits from participation in over 15 years.
the tourism stakeholder‟s network – namely
acquisition of trust and reputation, which, in case of A significant part of the researched group has
SMTEs, could be a strategic attribute in a long-term higher education (68.91%) and almost one third
graduated from secondary schools (30.05%). A
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5. ENCONTROS CIENTÍFICOS - TOURISM & MANAGEMENT STUDIES, Nº 7, International English Issue, ISSN: 1646-2408, (JAN. – DEZ. 2012)
comprehensive range of disciplines is represented in technology (23.08%), tourism (22.05%), business
profiles of respondents‟ education including (21.54%) and humanities (17.44%).
Table 1. Characteristics of the respondents
Position Status Education
President 59.51% Owner 82.56% Higher education 68.91%
Director 40.49% Employee 17.44% Secondary basic vocational school 30.05%
No indication 19.63% Basic vocational education 1.04%
Experience in
Age Profile of education
tourism sector
21-30 years old 14.36% Under 1 year 1.54% Tourism 22.05%
31-40 years old 27.69% 1-2 years 6.67% Business 21.54%
41-50 years old 29.74% 3-5 years 16.92% Technical 23.08%
51-60 years old 23.59% 6-10 years 24.10% Law 1.54%
Over 60 years old 4.62% 11-15 years 19.49% Humanities 17.44%
over 15 years 30.26% Others 14.36%
Source: Data elaborated on the basis of the results of own research
The researched companies sample consists of companies, we see significant overrepresentation of
40.51% accommodation entities and 26.67% the companies from Cracow (understood as the city
catering companies. Within this group almost 60% and district together) – 46.15%. Others companies
were micro enterprises with maximum 9 employees, were located in other parts of the Małopolska
the rest of participating companies were small and region. Very important in the research was the
medium-sized enterprises with 10-249 employees. feature of the membership in the tourism chamber
The age of the firm within 3-5 years and over 15 or tourism organizations. As regards this criterion,
years dominated, and such companies constituted only 27.46% declared such membership, while
nearly half of the examined companies. Over one others (72.54%) were not members of any tourism
fifth of all questioned companies were between 6-10 chamber or organization (Tab. 2).
years old. As we consider the location of the
Table 2. Characteristics of the researched companies from the Małopolska Region
Subsector Number of employees Age of firm
Accommodation 40.51% micro firms (1-9) 59.49% under 2 years 11,34%
Catering 26.67% small and medium-sized firms (10-249) 40.51% 3-5 years 25,77%
Others 32.82% 6-10 years 21,65%
11-15 years 17.53%
over 15 years 23.71%
Member of tourism chamber or organization Part of the region
Yes 27.46% Cracow (city and district) 46.15%
No 72.54% Other part of the Małopolska region 53.85%
Source: Data elaborated on the basis of the results of own research
The research into the cooperation area was Tab. 3 are statistically significant at the level of 1%.
conducted with emphasis on three features of the That is why collaboration of the examined firms
companies participating in the study: the level of with accommodation, catering, transport
employment, the subsector of the tourism industry companies, private attractions, professional
and the age of the company. All analyzed results in conference organizers (PCO), and marketing
28
6. COOPERATION OF TOURISM ENTERPRISES WITH TOURISM STAKEHOLDERS - KRZYSTOF BORODAKO: 24 - 32
agencies was not analyzed in terms of the number one to five public authorities, whilst only 47%
of employees. The largest part of micro firms (45%) SMTEs cooperate with them. More than half (52%)
cooperates with one to five travel agencies; whilst of micro firms do not cooperate with any university,
the SMTEs mostly cooperate with a higher number but 47% of SMTEs cooperate with one to five.
of them (53% cooperate with more than 5 Over half of the micro firms (53%) do not
agencies). The largest percentage of the examined cooperate with training or consulting companies,
micro firms and SMTEs cooperates with maximum and only one of twenty analysed micro firms (5%)
five tourist organisations – respectively the half of cooperates with more than 5 such companies. Half
the micro firms and 59% of the SMTEs. It must be of the SMTEs cooperate with at least one training
explained here that tourism associations, tourism or consulting company (but not more than with five
chambers and tourism organizations were companies). One-fourth of micro firms do not
understood jointly in the study as tourism collaborate with any financial institution (bank,
organizations. Important may be an observation leasing or insurance company). Almost three
that micro firms do not cooperate to a large extent quarters (73%) of the SMTEs cooperate at least
with any tourism organizations. This figure is with one financial institution (but not more than
significantly higher than in the case of the SMTEs – with five) – Tab. 3.
only 23%. Two thirds of micro firms cooperate with
Table 3. SMTEs cooperation in relation to the level of employment*
Cooperation Cooperation with Cooperation with Cooperation with Cooperation with Cooperation
with travel tourism public authorities higher education training or with financial
agency organizations institutions consulting institutions
companies
Coope- p= 0.00220 p= 0.00493 p= 0.00007 p= 0.00547 p= 0.00024 p= 0.00045
rate V= 0.2565434 V= 0.2416381 V= 0.3164247 V= 0.2399167 V= 0.2977360 V= 0.2832762
with: Micro SMTEs Micro SMTEs Micro SMTEs Micro SMTEs Micro SMTEs Micro SMTEs
firms firms firms firms firms firms
none
27% 17% 43% 23% 22% 14% 52% 32% 53% 29% 25% 6%
1 to 5
45% 29% 50% 59% 66% 47% 40% 47% 43% 50% 67% 73%
over 5
28% 53% 6% 18% 12% 38% 8% 22% 5% 21% 8% 21%
total
100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
* Micro firms – one to nine employees; MSTEs – ten to two hundred and forty nine employees.
Source: Data elaborated on the basis of the results of own research
Only four categories of stakeholders were taken for regards cooperation with catering companies
research in relation to the subsector of the (restaurants, bars, pubs, etc.) looks differently.
examined companies (Tab. 4), namely cooperation Almost two thirds of the examined accommodation
with accommodation firms, catering firms, tourism companies cooperate with at least one catering firm
organizations and private tourism attractions. The (but not more than with five), and only 9% of them
accommodation and catering companies in the cooperate with more than five catering firms. The
majority of cases cooperate with at least one and result confirms SMTEs‟ need for cooperation,
not more than five other accommodation because only 44% of catering companies indicated
companies, respectively 53% and 46%. Other kinds no cooperation with other catering firms and almost
of examined companies cooperate mostly with a one third declare collaboration with more than five
greater number of accommodation firms – over half companies which are competitors. A considerable
of them (53%) indicated more than five part of catering companies (45%) does not
accommodation firms they cooperate with. cooperate with tourism organizations, but one-
Important are the results in the event of fourth of other firms should be also negatively
cooperation between the competitors – nearly one assessed, because they do not have such
third (32%) of accommodation companies cooperation. Although that kind of companies
cooperate with their competitors. The situation as under analysis was negatively evaluated, at the same
29
7. ENCONTROS CIENTÍFICOS - TOURISM & MANAGEMENT STUDIES, Nº 7, International English Issue, ISSN: 1646-2408, (JAN. – DEZ. 2012)
time they cooperate to the highest degree (68%) the same time over half of catering firms do not
with tourism organizations compared to cooperate with those attractions. Over one third of
accommodation and catering companies. Half of other kinds of firms collaborate with more than five
accommodation firms cooperate with some private attractions and 41% with one to five of them.
tourism attractions (between one and five) and at
Table 4. SMTEs cooperation in relation to the subsector*
Cooperation with Cooperation with Cooperation with Cooperation with private
Accommodation Catering tourism organizations tourism attractions
Coope-
p= 0.00012 p= 0.00000 p= 0.02475 p= 0.00092
rate
with: V= 0.2491663 V= 0.3024805 V= 0.1751565 V= 0.2269834
AC CA OT AC CA OT AC CA OT AC CA OT
none 15% 37% 10% 27% 44% 10% 37% 45% 25% 25% 53% 25%
1 to 5 53% 46% 37% 64% 27% 51% 53% 36% 68% 51% 16% 41%
over 5 32% 17% 53% 9% 29% 40% 10% 18% 7% 25% 31% 34%
total 100
100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
%
* Abbreviations used in the table: AC – Accommodation, CA – catering, OT – Others
Source: Data elaborated on the basis of the results of own research
One of the factors that influenced the relations in catering companies. Cooperation with tourism
collaboration is the age of the company. In the organizations is not important for almost two-thirds
research only three categories were statistically (62%) of the youngest companies, they do not
significant (at the level of 2.5%) in the following cooperate with such organizations. Half of the
aspects: cooperation with catering companies, companies aged 3-5 years cooperate with one to five
tourism organizations and financial institutions. The companies and only one of twenty examined oldest
youngest companies did not manage to build firms cooperates with more than five tourism
numerous links with catering companies, because organizations. None of youngest firms collaborate
over one third (38%) do not cooperate with such with more than five financial institutions and over
kind of partners. We can notice a similar result in half of them (52%) do not cooperate with any such
the case of 11-15 year old companies – 35%. Two- institutions. In the case of companies in the range
thirds (66%) of the companies at the age between 3 of 3 to 10 years old, over 70% cooperate with at
and 5 years cooperate with one to five catering least one such institution (but not more than with
companies. The results are in conformity with the five). Almost one-tenth of the oldest companies
learning curves, because with time there should be cooperate with more than five financial institutions
more companies cooperating with at least six – Tab. 5.
Table5. SMTEs cooperation in relation to the age of the company
Cooperation with catering Cooperation with tourism organizations Cooperation with financial
companies institutions
Coope- p= 0.00797 p= 0.01149 p= 0.00078
rate V= 0.2353074 V= 0.2333461 V=0.2646296
with: <2 3-5 6-10 11-15 > 15 <2 3-5 6-10 11-15 > 15 <2 3-5 6-10 11-15 > 15
years years years years years years years years years years years years years years years
none
38% 15% 24% 35% 25% 62% 37% 41% 23% 23% 52% 12% 14% 15% 13%
1 to 5
62% 66% 54% 35% 36% 38% 50% 44% 58% 73% 48% 76% 71% 59% 78%
over 5
0% 19% 22% 29% 39% 0% 13% 15% 19% 5% 0% 12% 14% 26% 9%
total 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100%
Source: Data elaborated on the basis of the results of own research
30
8. COOPERATION OF TOURISM ENTERPRISES WITH TOURISM STAKEHOLDERS - KRZYSTOF BORODAKO: 24 - 32
5. CONCLUSIONS Report No.7, School of Business and Public
Management, Victoria University, Wellington.
The results in this paper point to some implications
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collaborating partners. Noticeable is the difference
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budget for science in 2009-2011 as a research
ERKUŞ-ÖZTÜRK, H., AND ERAYDIN, A. (2010),
project.
“Environmental governance for sustainable tourism
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