Research for this project was undertaken by means of a broad and comprehensive literature search, a field study and the development of four working papers. It has been quoted,The hospitality industry appears to be facing increasing competitive pressures to improve the quality of its delivery of products and services. For many hotels, success depends largely on the availability of qualified line associates who are able to translate and consistently maintain their company's operational standards of service. Hotel companies, thus, must take training programs for front line associates seriously to accommodate the growing pressure to provide qualified associates. Consequently, many hotels now highlight training activities for front line associates as a means of providing an outstanding service for their customers. However, there is often scepticism about whether training actually pays off for organisations. Despite the importance of the topic, there appears to be little research on evaluating training for front line associates in the hospitality industry, particularly in the hotel sector. Therefore, this project is arguably pioneering in its analysis of applying the model chosen. It has demonstrated through empirical evidence the usefulness of the model to the four hotels in Sydney. This project has investigated evaluating training programs by analysing the reaction of the trainees, learning gained by the trainees, transfer of learning to the workplace by the trainees and training outcomes. The research is expected to be useful to other training practitioners and/or scholars who are interested in taking further research in the hospitality industry, particularly in the hotel sector. / Doctor of Business Administration

There is a particular class of products where people must visit the point of production in order to be consumers, and these products are normally lifestyle, tourism or leisure services. Examples include environmentally-based leisure facilities, housing, and tourist accommodation. Frequently the assertion is made that location makes one product 'superior' to another, in terms of both its production and consumption. This study enquires into the asserted significance of location in product differentiation, with special reference to hospitality and tourism products. The study is particularly concerned with commercially tradeable products offered to a consumer market by a number of competitive firms, rather than being concerned with one-off markets for assets for exclusive use, such as houses. By the use of characteristics theory, this study shows that the role of geographic location within a product such as hotel accommodation is that of a product-differentiating characteristic, or set of characteristics. However, the location of such a product is an example of a fixed, or unalterable, characteristic, once a supplier has entered a market. With most product-differentiating characteristics, a supplier can attain an optimal business position by enhancing the differentiation for as long as customers' willingness to pay 'the extra' (marginal revenue) exceeds or equals the cost (marginal cost) of product enhancement. However, a supplier cannot easily do this for a fixed characteristic. So what is the value of a particular location to a supplier of this type of product? This study develops a model to identify the specific elements of a location that are important to consumers, and then to estimate their values. It is argued that the values of each specific element (locational characteristics) should contribute in a predictable way to the overall price of each product in the market place. It is also shown in this study that individual suppliers who cannot identify, or who incorrectly set, prices based on locational characteristics face a measurable variation in demand from the mean in the market place. The model and methodology are tested empirically in the market for international-standard hotel accommodation on the Gold Coast, Queensland. It is shown that this constitutes a single, coherent market as a tourist destination, where a limited number of producers compete with differentiated products. Those product characteristics that are important to the market are identified, and it is shown that elements of location and other characteristics can be valued accurately across the market. The relationship between suppliers' 'overpricing' or 'underpricing' of their product characteristics and variations in demand from the market average is explored. This study therefore has implications for pricing strategy, as well as for land valuation and planning. The study can be seen as contributing primarily to the economics literature, in the area of industrial economics, but also to the marketing, and hospitality and tourism literature.

Increasing market competition, globalisation, technological advancements and customers' awareness of service quality has contributed to environmental uncertainty within the hotel industry (Atkinson & Brander Brown, 2001; Brander Brown & Atkinson, 2001; Harris & Mongiello, 2001; Sanchez, 1997). Several researchers argue that managers' perceived uncertainty can be better managed if the general manager practises a transformational leadership style (i.e., the superior shares the organisational vision with subordinates and genuinely motivates them) (Hinkin & Tracey, 1994; Lockwood & Jones, 1989; Tracey & Hinkin, 1996; Zetie, Sparrow, Woodfield & Kilmartin, 1994; Zohar, 1994). Furthermore, the use of broad scope MAS (management accounting systems) information helps to reduce uncertainty and complexity, thereby improving decision-making (Biema & Greenwald, 1997; Chen, 1996; Chenhall & Morris, 1986; Gordon & Narayanan, 1984; Mia & Clarke, 1999; Sanchez, 1997). This study examined the relationship between hotel department managers' perception of the intensity of market competition, their general manager's (i.e., the superior's) transformational leadership style and the use of broad scope MAS information, and its effect on departmental performance (i.e., financial, non-financial and overall change in performance). In addition, this study investigated the moderating effect of national culture on the above relationship using Hofstede's (1980) theoretical framework including power distance and individualism dimensions, and undertaking the study in the Australian and Indian hotel industry. A cross-sectional design was used to present a snapshot of the relationship mentioned in the previous paragraph. In particular, two research methods-a self-administered postal survey questionnaire and face-to-face interviews-were used to improve the generalisation of the results. In total, 82 four and five star hotels (66 hotels in Australia and the remaining 16 in India) with more than 160 bedrooms returned completed and usable questionnaires. From each of the hotels and resorts, food and beverage as well as the room's department managers participated in the study. The data was gathered with the help of well-established instruments that were adapted for the hotel environment. For example, Gupta and Govindrajan's (1984) departmental performance scale; Khandwalla's (1972) market competition scale; Bass and Avolio's (1997) MLQ-5X transformational leadership scale; Chenhall and Morris's (1986) broad scope MAS information scale and Hofstede's (1980) national culture scale. In addition, major issues covered in the survey questionnaire were further discussed in face-to-face interviews with selected hotel department managers. While the quantitative data was analysed using standard descriptive statistics as well as inferential statistics (i.e., t-test and hierarchical multiple regression techniques), qualitative data was analysed using summary tables. The quantitative and qualitative analysis resulting from the survey questionnaire and face-to-face interviews with hotel department managers provided support for the two sets of findings. Firstly, the basic performance model revealed a significant and positive three-way interaction between market competition, transformational leadership style, broad scope MAS information use and departmental performance consisting of financial performance, overall change in departmental performance as well as change in departmental revenue in the past two years prior to the study. Further analysis confirmed that improvement in departmental performance was apparent when general managers practised high, rather than low transformational leadership style, with no change in the level of market competition and broad scope MAS information use. While a significant and positive direct effect of transformational leadership and broad scope MAS information use on departmental performance was evident, a significant and negative direct effect of market competition on departmental performance was also found. Secondly, Australian and Indian department managers exhibited, a significant difference in national culture, transformational leadership, market competition and MAS use, but no significant difference in departmental performance was evident. The moderating effect of national culture on the basic performance model showed that in India, culture had no effect on the three-way interaction. However, in Australia, a significant and positive three-way interaction was only evident for overall changes in departmental revenue. Perhaps this long-term favourable outcome in Australia is due to the high transformational leadership style of hotel general managers, department managers' perception of high market competition and their increased use of broad scope MAS information. The theoretical and managerial implications of the study's results, limitations and future research directions are also discussed in the thesis.

<p>The hotel industry in Stockholm is characterized by intense competition, and within the next couple of years the construction of a number new hotels is planed. As the number of hotels in Stockholm increase, the competition will increase and the importance of having well functioning strategies will become vital. The purpose of this essay is to examine how two hotels within the hotel industry in Stockholm experience and handle the competition. The two hotels that are included in the study are Clarion Hotel Stockholm and Scandic Continental. The essay derives from models and theories that are related to marketing and competition. Our study shows that the perception of competition varies, in addition to the fact that choice of competitive strategies varies dependent on the hotel’s concept. The hotel industry in Stockholm is divided into different areas, depending on which area hotels choose to serve the competitive environment will differ. A hotel with a specific niche will limit its competitors to a narrow number that operate within the same niche. The results of our study show evidence that the competition in the hotel industry in Stockholm is divided, and that this divisional competition will continue to increase as the industry develops. The building of new hotels in the next couple of years will aid the progress of a possible collaboration between the hotels in Stockholm in the future, and thus attract larger meetings and events.</p> / <p>Hotellbranschen i Stockholm kommun präglas av intensiva konkurrensförhållanden, och inom de nästkommande två åren planeras tio nya hotellbyggen i Stockholm kommun. I takt med att nyetableringarna ökar intensifieras konkurrensen mellan aktörerna och det blir allt viktigare att för aktörerna att hitta passande strategier för att hantera den rådande konkurrensen. Syftet med uppsatsen är att undersöka hur två aktörer inom hotellbranschen i Stockholm kommun uppfattar och hanterar konkurrensen. De aktörer som ingår i undersökningen är Clarion Hotel Stockholm samt Scandic Continental. De teorier och modeller som uppsatsen har utgått ifrån är relaterade till marknadsföring och konkurrens. Vår studie visar att uppfattningen om konkurrens, samt valet av strategier, skiljer sig åt beroende på vilken inriktning hotellen väljer. Hotellbranschen i Stockholm kommun är indelad i olika inriktningar och beroende på vilken inriktning man som aktör väljer att betjäna möts man av skilda konkurrensförhållanden. Ett hotell som väljer en specifik inriktning begränsar sina konkurrenter till ett få antal som är verksamma inom samma område. Resultaten visar tydliga tecken på en splittrad konkurrens inom Stockholm kommun samt att denna splittring troligtvis kommer att fortsätta öka i takt med utvecklingen av branschen. De nyetableringar som kommer att ske de nästkommande åren kommer att underlätta för ett möjligt samarbete mellan hotellen i Stockholm kommun för att locka till sig olika möten, kongresser och evenemang.</p>

Service quality occurs in service encounters where both customers and employees come together in an interaction. It is therefore important that the staff give their best because the interaction usually takes place in real time, which is referred to as the moment of truth. The aim of this study was to find out how luxury hotels are working to ensure good service quality, and how the staff are motivated to deliver this service. We wanted to examine this from a management perspective, and an employee perspective. Information was gathered through various interviews, where the staff at the Hotel Kämp in Helsinki and at the Sheraton Hotel Stockholm participated. Survey results show that employee motivation, training and empowerment have a significant impact to provide service in high quality. The results also show that the surveyed hotel, to certain level work in the same way, but it reveals some differences even when both hotels are part of the same concern. / Servicekvalitet uppstår i servicemöten där både kunden och anställda möts i en interaktion. Det är därför viktigt att personalen ger sitt bästa då mötet oftast sker i realtid, vilket benämns som sanningens ögonblick. Syftet med vår studie var att ta reda på hur lyxhotell arbetar för att kunna garantera en bra servicekvalitet och hur de anställda motiveras för att leverera denna service. Detta ville vi undersöka utifrån ett ledningsperspektiv samt ett personalperspektiv. Information samlades in genom olika kvalitativa intervjuer, där personalen på Hotel Kämp i Helsingfors och på Sheraton Hotel i Stockholm deltog. Undersökningens resultatet visar att personalens motivering, utbildning och empowerment har en betydande påverkan för att kunna leverera service i hög kvalité. Resultatet visar också att de undersökta hotellen till viss nivå arbetar på samma sätt, men det framkommer vissa skillnader, även då båda hotellen ingår under samma koncern.

Background/Problem: Sponsorship has grown a lot for the past twenty years, to become a part of the marketing activities not to say a full-fledged tool. Being now a major marketing tool, it is crucial to understand how the whole sponsorship process works, in order to control it perfectly. Purpose: To offer an overview of the whole sponsorship process, from the sponsoring side. Theory: In the theory part is a literature review about sponsorship. First a definition of sponsorship is presented. Then the different motivations to start a sponsorship activity are discussed, followed by the selection criteria. Finally, the evaluation methods of the activity are reviewed. Research questions: How do companies select their events and manage their portfolio? Which are the factors influencing the future decisions of continuing a sponsorship? Method: In order to identify what are the most relevant elements in the whole sponsorship-decision process, a quantitative approach was used. An online survey was created online in order to collect data that has been analysed through SPSS. Conclusion: Our results show that the selection of the event and the evaluation of the sponsorship activity are very important for the portfolio, although if there is a lack of evaluation among the companies.

A substantial literature has evolved focusing on the synergies generated by the strategic alliances (SAs). In this dissertation, the author chooses Starwood Hotels & Resorts Worldwide as the focal firm, and analyze the cases of SAs formed by its brands, including St.Regis, Westin, W Hotel and Element from year 2008 to 2010. First of all, this dissertation will discuss the development and the general condition of the hotel industry in the United States of America. And then present Starwood Hotels & Resorts Worldwide by analyzing its position in its brands. Also, this dissertation introduces the partner firms and then infers the reasons of the SAs and the synergies created by them. At last, gives the readers suggestions from those cases. According to the overall analysis, there are 5 kinds synergies generated by SAs are shown as follow. (1) synergies generated by brand alliance (2) synergies generated by CSR (3) synergies generated by social relation network (4) synergies generated by market (5) synergies generated by complementary abilities The managers can employ the 5 categories of synergies constructed by this literature when deciding partners, scopes and types of SAs. The categories and the practical cases presented will provide more directions and aspects for reference.

The overall aim of this study is to investigate the phenomenon of performance measurement in independently owned hotels in Ireland in order to understand the role of measurement in the management of the largest component of the hotel sector. The primary objectives of this study are to investigate the extent to which Irish hotel operators are utilising performance measurement techniques, to establish the rationale for the use of selected performance measures in independent hotels and to understand approaches to performance measurement in the management of independent hotels. A comprehensive investigation of existing performance management and measurement activity is provided in this study. A mixed methods approach to the research was undertaken to gather data on the phenomenon of performance measurement, allowing for a triangulation of data through multiple sources. A survey questionnaire was carried out within the hotels in Ireland followed by focus groups and indepth interviews carried out in a number of small and medium-sized hotels in Ireland. A number of key' performance measurement issues were investigated and include the rationale for performance measurement, the benefits of performance measurement, those responsible for carrying out the function, critical success factors impacting on the business and performance dimensions and measures utilised by hotel operators in the study. The findings of this research have implications for a number of stakeholders, however, the greatest impact will be on the small and medium-sized hotel operator. The research shows there is a need for these hotel operators to adopt a more structured formal approach to performance measurement. A number of models of performance measurement for small, medium-size and large hotels are proposed. These models will contribute to the management of performance in the hotel sector in Ireland, leading to increased effectiveness which is especially important in the current economic climate that the hotel and tourism sector is facing and will face into the future.

Academic research into economic restructuring in the tourist industry has solely focused on the strategies adopted by large chain hotel companies and little attention has been paid to the strategies adopted by small scale, family-run accommodation establishments. This sector is particularly significant for traditional resort areas in the UK. For example, in Torbay, Devon (as in most seaside resorts), there is an absence of large chain hotels and small-scale accommodation establishment pl ay an integral role in the local tourism economy.Consequently, an understanding of the competitive pressures and restructuring strategies in this sector is essential in maintaining the long-term health and prosperity of the resort. The aim of this study is therefore to examine the restructuring process occurring in the hotel industry and, in particular, to focus on the restructuring strategies in the small-scale accommodation s ector. To do so, this study will draw on empirical data obtained from a number of sources including a commercial register, holiday accommodation brochures, planning applications and a major questionnaire survey of all serviced and self-catering accommodation establishments o perating in Torbay. This study will show that the restructuring process within the accommodation sector has been influenced by a combination of factors within the internal and external resort environment, including free market forces and public sector intervention. Restructuring strategies have concentrated on the development of ensuite and leisure facilities, although provision has been influenced by the structural and locational characteristics of accommodatione stablishments. A review of the entrepreneurial characteristics of the accommodation providers highlights the complexity of the decision-making process and that business strategy is influenced by highly personalised and individualistic operating characteristics that are difficult to isolate and analyse. Therefore, any policy directives to guide the future development of the resort will depend on dealing with individual managemen strategies and business objectives.

This study seeks to answer the question of what significant barriers are present for women managers in the organisational structure of hotels in Australia and New Zealand that impedes their progress to top management positions. Women seem to be under-represented at senior management levels in hotel companies and this exploratory research endeavoured to find out why this is the case.The research was carried out in conjunction with a major international group represented by more than 30 hotels in both countries. It consisted of an online survey sent to the hotel group's female supervisors and managers and a series of 18 follow up interviews. There was a high response rate to the survey and from respondents wishing to be interviewed. Issues arising from the research included organisational culture, the Old Boy Network, geographical mobility, role models, and the pathway to General Manager.The research concluded that for female managers aspiring to proceed up the career ladder in Australian or New Zealand hotels, it would be difficult for them to combine family life and career in the same manner as their male colleagues. There were also negative aspects of hotel culture and organisational practices that disadvantaged women at various stages of their career life cycle. If hotels companies wish to retain more women, they need to review whether their organisations consist of 'opportunity 'structures' (Scully 2003) or 'inequality regimes' (Acker 2006) for women.