Strategic Planning in Hotel Industry (Case Study: Parsian Evin Hotel)

Subject Areas : Geography and tourism planning, geography and urban planning, urban planning, architecture, geography and rural planning, political geography

Zeinab Rajabi ¹ , Amin Pir Mohammad Zadeh ² , Mina Zarepour ³ , Fatemeh Doozandeh Zibary ⁴

1 - M.A. of Tourism Management, Allameh Tabataba'i University, Tehran, Iran
2 - Ph.D. Student of Geography and Urban Planning, Semnan Branch,Islamic Azad University, Semnan, Iran
3 - M.A. of Geography and Tourism Planning, Rasht Branch, Islamic Azad University, Rasht, Iran
4 - M.A. of Geography and Tourism Planning, Rasht Branch, Islamic Azad University, Rasht, Iran

Received: 2018-09-02 Accepted : 2018-09-02 Published : 2018-03-01

Keywords:

Abstract :

In this research, we try to determine the strategic planning and the most appropriate strategic options for hotels through a case study, considering the current situation of hotel industry in Iran. For this purpose, Parsian Evan hotel, a four star located in Tehran was selected as a case study. Initially, the mission and vision of the hotel were expressed; then a questionnaire was prepared for investigating the internal and external environment of hotel and determining its strengths, threats and opportunities of the hotel and distributed among 5 senior managers in Evin Hotel. In the next step, the information of the questionnaires was extracted and the evaluation matrices of internal and external factors were formulated based on that information. Next, the related strategies were provided after comparing the weaknesses, strengths, opportunities and threats. The most important strategic options were identified based on the views and comments of the above-mentioned senior managers and consultations with two of the elites of the hotel industry in Iran, according to which the SWOT matrix and internal and external factors (IE) were prepared. Finally, the related strategies were introduced and the quantitative strategy planning matrix (QSPM) was formulated by identifying the hotel’ position in the IE matrix. The results of the matrices indicated that Evin Hotel is currently in an aggressive position and can use the most important strategies related to the comparison of strengths and opportunities (SO) to overcome the competitors. In addition to Evin hotel, the top managers of other hotels can also use the presented process for their strategic planning according to their capabilities.

References:

Noller, T. (2009) Strategic Management in Hospitality Industry: Ali Akbar Farhangi & Saeed Shahbaz Moradi. Tehran: Azma.

Hunger c. Violin, t. (2007) Strategic Management Basics. Mohammad Arabi and Davoud Yazidi. Tehran: Office of Cultural Research.

Armstrong M. (2007) Strategic Human Resources Management Mohammad Arabi and Davoud Izadi Tehran: Office of Cultural Research.

Arabi, M. (2010) Strategic Planning Manual Tehran: Office of Cultural Research.

Ahmadi, AS Fatah, M. Tajeddin, A. (2009) A Comprehensive Approach to Strategic Management. Tehran: Knowledge Production Publishing.

Pearce, J. A., and Robinson, R. B. (1988). Strategic management: Strategy formulation and implementation. Irwin, Georgetown, Ontario.

Zhao, J., and He, W. (2008). Competitive methods of multinational hotel companies in the new millennium. In: Oslen, M., Zhao, J. (eds) Handbook of Hospitality Strategic Management. Elsevier, 149-179.

Kaiser, S., and Ringlstetter, M. (2011). Strategic management of professional service firms. Germany: Springer.

Law, R., and Jogaratnam, G. (2005). A study of hotel information technology applications. International Journal of Contemporary Hospitality Management, 17 (2/3), 170 – 180.

Martin, L. M. (2004). E-innovation: Internet impacts on small UK hospitality firms. International Journal of Contemporary Hospitality Management, 16 (2), 82 – 90.

Magnini, V. P., Honeycutt, E. D., Jr., and Hodge, S. K. (2003). Data mining for hotel firms: Use and limitations. Cornell Hotel and Restaurant Administration Quarterly, 44 (2), 94 – 105.

Sigala, M., Lockwood, A., and Jones, P. (2001). Strategic implementation and IT: Gaining competitive advantage from the hotel reservations process. International Journal of Contemporary Hospitality Management, 13 (7), 364 – 371.

Knox, A., and Walsh, J. (2005). Organizational flexibility and HRM in the hotel industry: Evidence from Australia. Human Resource Management Journal, 15 (1), 57 – 75.

Tracey, J. B. (2003). Human resources roundtable 2003: Current issues and future developments. Cornell Hotel and Restaurant Administration Quarterly, 45 (4), 373 – 375.

Presbury, R., Fitzgerald, A., and Chapman, R. (2005). Impediments to improvements in service quality in luxury hotels. Managing Service Quality, 15 (4), 357 – 373.

Candido, C. J. F. (2005). Service quality strategy implementation: A model and the case of the Algarve hotel industry. Total Quality Management and Business Excellence, 16 (1), 3 – 14.

Keating, M., and Harrington, D. (2003). The challenges of implementing quality in the Irish hotel industry. Journal of European Industrial Training, 27 (8/9), 441 – 453.

Lai, K. K., and Ng, W. L. (2003). A stochastic approach to hotel revenue optimization. Computers and Operations Research, 32 (5), 1059 – 1072.

Holverson, S., and Revaz, F. (2006). Perceptions of European independent hoteliers: Hard and soft branding choices. International Journal of Contemporary Hospitality Management, 18 (5), 398 – 413.

Jain, R., and Jain, S. (2005). Towards relational exchange in services marketing: Insights from hospitality industry. Journal of Services Research, 5 (2), 139 – 150.

Cai, L. A., and Hobson, J. S. P. (2004). Making hotel brands work in a competitive environment. Journal of Vacation Marketing, 10 (3), 197 – 208.

Dimou, I., Chen, J., and Archer, S. (2003). The choice between management contracts and franchise agreements in the corporate development of international hotel firms. Journal of Marketing Channels, 10 (3, 4), 33 – 52.

Crook, T. R., Ketchen, Jr, D. J., and Snow, C. C. (2003). Competitive edge: A strategic management model. Cornell Hotel and Restaurant Administration Quarterly, 44 (3), 44 – 53.

Costa, J. (2008). Scanning the business environment. In: Oslen, M., Zhao, J. (eds) Handbook of Hospitality Strategic Management. Elsevier, 15-37.