ارائه مدلی برای عملکرد هتلهای توریستی براساس جهتگیری بازار: نقش میانجی برنامههای استراتژیک بازاریابی )مورد مطالعه: هتلهای توریستی اصفهان(
محورهای موضوعی : مدیریت
امیر گندمکار
1
,
علی لوافان
2
,
مریم اشتر
3
1 - نویسنده مسئول، دانشیار مرکز تحقیقات گردشگری، گروه جغرافیا، واحد نجف آباد، دانشگاه آزاد اسلامی، نجف آباد، ایران.
2 - دکتری تخصصی مدیریت منابع انسانی، مدیرعامل و رئیس هیأت مدیره هتل پیروزی، اصفهان، ایران.
3 - کارشناس ارشد مدیریت اجرایی، واحد نجف آباد، دانشگاه آزاد اسلامی، نجف آباد، ایران.
کلید واژه: کلمات کلیدی: عملکرد هتل, جهتگیری بازار, نقش میانجی, برنامههای استراتژیک بازاریابی, هتلهای توریستی اصفهان,
چکیده مقاله :
چکیدهدر صنعت گردشگری که پیچیدگیهای مخصوص به خود را دارد، بی برنامگی نمیتواند جایی داشته باشد؛ زیرا اینصنعت دانشی، علمی و برنامه محور است و داشتن برنامه استراتژیک در بازاریابی این صنعت و بهویژه هتلداری ارضاءبررسی تاثیر جهتگیری بازار بر عملکرد مالی هتلهای و تقاضای بازار را تامین میکند. این پژوهش که با هدفانجام گرفته توریستی اصفهان با توجه به نقش میانجی معنیدار بودن برنامههای بازاریابی و تازگی برنامههای بازاریابیاست؛ از نظر روش، توصیفی- پیمایشی از نوع همبستگی با ماهیت کاربردی و از لحاظ زمانی مقطعی میباشد. جامعهآماری این پژوهش شامل کلیه هتلهای توریستی اصفهان است که با استفاده از روش سرشماری تعداد 111 هتل به عنواننمونه آماری انتخاب شد. ابزار اندازهگیری تحقیق، دو پرسشنامهای استاندارد از منابع معتبر برای متغیرهای جهتگیریبازار، عملکرد مالی، معنیداربودن و تازگی برنامههای بازاریابی بود که برای اندازهگیری روایی پرسشنامهها از روشصوری و محتوایی و برای تعیین پایایی آن آلفای کرونباخ محاسبه گردید که مقدار آن برابر 11911 برآورد گردید. تجزیهو تحلیل دادهها با استفاده از نرمافزارهای Spss26 و Amos24 انجام شد. برای بررسی نرمال بودن دادهها از آزمونکولموگروف اسمیرنوف و برای آزمون فرضیات از روش معادلات ساختاری استفاده شد. نتایج پژوهش نشان داد درهتلهای توریستی اصفهان جهتگیری بازار )مشتریمداری، جهتگیری رقبا و ادغام عملکردی( بر عملکرد هتل با نقشمیانجی برنامههای استراتژیک بازاریابی تاثیر دارد. همچنین با روش بارون و کنی مشخص شد که معنیدار بودن و تازگیبرنامههای بازاریابی در رابطه بین جهتگیری بازار با عملکرد هتل نقش میانجی ناقص دارد.
AbstractIn the tourism industry, which has its own complexities, lack of planning cannot have a place; Because this industry is knowledge-based, scientific and program-oriented, and having a strategic plan in the marketing of this industry, especially hotel industry, satisfies the market demand. This research was conducted with the aim of "investigating the impact of market orientation on the financial performance of tourist hotels in Isfahan according to the mediating role of the meaningfulness of marketing plans and the novelty of marketing plans"; In terms of the method, it is a descriptive-survey of the correlation type with an applied nature and cross-sectional in terms of time. The statistical population of this research includes all the tourist hotels in Isfahan, which was selected as a statistical sample using the census method of 110 hotels. The measuring tool of the research was two standard questionnaires from reliable sources for the variables of market orientation, financial performance, meaningfulness and novelty of marketing programs, which was calculated to measure the validity of the questionnaires using the form and content method and to determine its reliability, Cronbach's alpha was calculated. Its value was estimated as 0.910. Data analysis was done using Spss26 and Amos24 software. The Kolmogorov-Smirnov test was used to check the normality of the data, and the structural equation method was used to test the hypotheses. The results of the research showed that in Isfahan tourist hotels, market orientation (customer orientation, competitor orientation, and functional integration) has an effect on hotel performance with the mediating role of strategic marketing plans. It was also determined by Baron and Kenny's method that the meaningfulness and novelty of marketing programs have an incomplete mediating role in the relationship between market orientation and hotel performance.
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فصلنامه مطالعات کمی در مدیریت...................................................................... / 33
performance across the United States, Tourism Management, Volume 79, August 2020, 104094.
-Ellis, P. D. (2006). Market orientation and performance: A meta-analysis and cross-national comparisons. Journal of Management Studies, 43(5), 1089–1107.
-Ferreira, J., Coelho, A., & Moutinho, L. (2018). Dynamic capabilities, creativity and in- novation capability and their impact on competitive advantage and firm perfor- mance: The moderating role of entrepreneurial orientation. Technovation.
-Fischer, C., Malycha, C. P., & Schafmann, E. (2019). The influence of intrinsic motivation and synergistic extrinsic motivators on creativity and innovation. Frontiers in Psychology, 10(FEB), 1–15.
-Gholami, Y., & Khalaji, N., (2017). Developed and prioritize strategies for tourism development with a sustainable approach (Case study: Kashan). Urban tourism, 4(2), 17-30. (In Persian).
-Greenley, G. (1995). Market orientation and company performance: Empirical evidence from UK companies. British Journal of Management, 6(1), 1–13.
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