Model vplivnih dejavnikov, ključnih za uspešno poslovanje malih hotelov v Sloveniji

Zupan Korže, Saša

| | SLO | ENG | Cookies and privacy

Bigger font | Smaller font

First page > Show document

Show document

Title:	Model vplivnih dejavnikov, ključnih za uspešno poslovanje malih hotelov v Sloveniji
Authors:	ID Zupan Korže, Saša (Author) ID Lebe, Sonja Sibila (Mentor) More about this mentor...
Files:	DOK_Zupan_Korze_Sasa_2016.pdf (5,48 MB) MD5: 7774C9A0B115CDCDA625F65ADBC5817A
Language:	Slovenian
Work type:	Dissertation
Typology:	2.08 - Doctoral Dissertation
Organization:	EPF - Faculty of Business and Economics
Abstract:	V nalogi smo se osredotočili na raziskovanje podjetništva v malih slovenskih hotelih, ki predstavljajo sestavni del gostinskega podjetništva. Po prelomu tisočletja so mali hoteli postali opazen segment trga turističnih nastanitev v Sloveniji. Po hitri rasti pa je nastop gospodarske recesije v 2009 pokazal, da vstop v hotelsko podjetništvo ni preprosta in varna pot do zaslužka in lagodnega življenja. Preveč optimistične poslovne odločitve iz let rasti so se ob pomanjkanju kompetenc hotelskih podjetnikov odrazile v poslovnih težavah in celo v prenehanju poslovanja nekaterih malih podjetniških hotelov. V nalogi raziskujemo, zakaj so nekateri mali podjetniški hoteli bolj uspešni od drugih. Ugotavljamo dejavnike, ki najbolj vplivajo na uspešnost njihovega poslovanja. Rezultate raziskave strnemo v model ključnih dejavnikov. V teoretičnem delu raziskave smo povezali obstoječe ugotovitve o gostinskem podjetništvu s posebnostmi hotelske dejavnosti. Analizirali smo dejavnike, ki v največji meri vplivajo na poslovno uspešnost malih hotelov, in ugotavljali, kako jih lahko merimo. Posebej smo se osredotočili na kompetence hotelskega podjetnika. Oblikovali smo shemo kompetenc in jo vključili v celovit teoretični model dejavnikov za uspešno poslovanje malih podjetniških hotelov. Veljavnost modela smo preverjali v empirični raziskavi. V raziskovalni vzorec smo vključili 62 malih podjetniških hotelov in enako število hotelskih podjetnikov. Podatke smo pridobili v pol strukturiranih intervjuji pri 50 hotelskih podjetnikih, 12 vodjih malih podjetniških hotelov, petih znanstvenikih in dveh hotelskih strokovnjakih. Anketirali smo 44 hotelskih podjetnikov ter 256 hotelskih gostov. Podatke smo analizirali z različnimi statističnimi in kvalitativnimi metodami ter testirali naše hipoteze o vplivu stopnje razvitosti kompetenc hotelskih podjetnikov na ekonomsko uspešnost malih podjetniških hotelov. V empirični raziskavi smo ugotovili, da se slovenski hotelski podjetniki za vstop v hotelsko podjetništvo, podobno kot njihovi kolegi v tujini, odločajo zaradi želje postati hotelir v kombinaciji z zmernim zaslužkom; torej zaradi poslovne priložnosti in ne zaradi potrebe. Za razliko od kolegov v tujini se je večina slovenskih hotelskih podjetnikov lotila hotelskega podjema s predhodnimi strokovnimi in podjetniškimi izkušnjami obenem, ali vsaj s podjetniškimi. Tretjina slovenskih hotelskih podjetnikov se ne osredotoča izključno na hotelski posel, še manj pa na dogajanja v dnevnem življenju njihovega hotela. V malem podjetniškem hotelu iščejo predvsem sinergijo s svojimi drugimi poslovnimi dejavnostmi (gradbeništvom, nepremičninami ipd.). To se odraža v slabši ekonomski uspešnosti njihovih hotelov glede na tiste, v katerih so podjetniki vsak dan prisotni v hotelu, so strokovno kompetentni, in sodelujejo pri hotelskih delih kot tudi pri dnevnih stikih z gosti Ugotovili smo, da so za uspešno poslovanje malih hotelov ključne kompetence hotelskih podjetnikov na treh različnih področjih: kot kreatorja oziroma ustanovitelja hotela, kot poslovodje, managerja, in kot izvajalca hotelskih storitev. V fazi ustanovitve in zagona hotela se postavijo temelji za kasnejšo poslovno uspešnost hotela, zato pomanjkanja kompetenc v tej fazi ni mogoče v celoti nadomestiti z dobrim poslovodenjem v času obratovanja in/ali s kompetentnim operativnim hotelskim delom. Kljub temu pa tudi kompetentnost hotelskega podjetnika na teh dveh področjih pomembno vpliva na poslovno uspešnost njihovih malih hotelov. V malih podjetniških hotelih so namreč hotelske storitve v mnogo večji meri kot v velikih hotelih povezane s konceptom gostoljubnosti in z osebnimi stiki z gosti, in to ne le hotelskega osebja, temveč predvsem lastnika. Osebno managiranje in sodelovanje hotelskega podjetnika pri vsakodnevnem hotelskem delu ni samo posledica majhnosti in vitke organizacijske strukture hotela, temveč je vgrajeno tudi v samo bistvo tržnega pozicioniranja in poslovne filozofije malega hotela.
Keywords:	mali podjetniški hoteli, dejavniki uspeha, merila uspešnosti, model kompetenc
Place of publishing:	[Maribor
Publisher:	S. Zupan Korže]
Year of publishing:	2016
PID:	20.500.12556/DKUM-57186
UDC:	640
COBISS.SI-ID:	12515100
NUK URN:	URN:SI:UM:DK:WKM9VFWN
Publication date in DKUM:	04.10.2016
Views:	3215
Downloads:	371
Metadata:
Categories:	EPF
:	ZUPAN KORŽE, Saša, 2016, Model vplivnih dejavnikov, ključnih za uspešno poslovanje malih hotelov v Sloveniji [online]. Doctoral dissertation. Maribor : S. Zupan Korže. [Accessed 5 April 2025]. Retrieved from: https://dk.um.si/IzpisGradiva.php?lang=eng&id=57186 Copy citation

Average score:	0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 (0 votes)
Your score:	Voting is allowed only for logged in users.
Share:

Similar works from our repository:

Similar works from other repositories:

Hover the mouse pointer over a document title to show the abstract or click on the title to get all document metadata.

Secondary language

Language:	English
Title:	Model of critical success factors for small entrepreneurially run hotels in Slovenia
Abstract:	We focus our research on Slovenian small hotel entrepreneurship that is an important constituting part of entrepreneurship in hospitality industry. After the turn of the millenium small entrepreneurially run hotels have become a noticable segment of Slovenian tourist lodging market. But after the boom years, the recession that started in 2009 has convincingly showed that entering small hotel business is not a simple and safe way to easy money and comfortable life. Too optimistic business decisions from the boom period together with the lack of professional competence have driven a substantial number of small hotels into financial troubles, some of them also out of business. In this study, we try to establish and identify key reasons why some small hotels are more successful than the others. The results are concentrated into key success drivers model. In the theoretical part of the research, we link the existing theory on hospitality entrepreneurship with specific characteristics of hotel business. We analize specific success drivers of small hotels and performace measurements. We focus and thoroughly research the competences of hotel entrepreneur. We develop a theoretical competence model that we further-on intergrate into the complete theoretical model of key success factors for small entrepreneurially run hotels. The validity of our theoretical model is then tested in our empirical research, in which we combine different qualitative and quantitative research methods. The sample consists of 62 small hotels and the same number of hotel entrepreneurs. The data are through semi-structured interviews collected from 50 hotel entrepreneurs, 12 small hotel managers (that are themselves not entrepreneurs), five academic researchers from the hospitality field and two hotel professionals. We poll 44 hotel entrepreneurs and 256 guests. We analyse the collected data using different statistical and qualitative methods and techniques, and test our hypotheses on the impact of hotel entrepreneurs' competence level on economic success of small hotels. Empirical evidence shows, that Slovenian hotel entrepreneurs, similarly to their foreign counterparts, decide to enter hotel business out of desire to become a hotel owner in combination with expectation of reasonable personal revenue. Their decision to run a amll hotel is therefore based on business opportunity not on the need. Differently from their peers abroad, important part of them do not focus exclusively on hotel business, much less to day-to-day life of its hotel. In their hotel venture, they mostly seek sinergies with their other business interests (contracting, real-estate, etc.) and tipically do not have previous experience in hotel business. The consequence of all this is worse performance of their hotels in comparison with entreprenurs that are continuously present in their hotels, have professional competence, and participate in hotel activities as well as in daily interaction with guests. We show that in order to have a successful hotel venture, the hotel entrepreneur has to have competences in three different areas – in starting the hotel venture, in managing the hotel and in providing certain operational hotel roles. In its hotel initiating phase, the entrepreneur set-up the basis for future success. Therefore the lack of competency in this area can not be fully compensated by competent day-to-day management or by serving in different operational roles. Nevertheless, these two areas of competency have still important influence on business success of small hotels where the service is much closely related to the concept of hospitality in personal interaction with guests, and not only of personnel but above all the owner. Personal engagement in day-to-day management is not only the consequence of hotel's smaller size and therefore lean organizational structure but is built in the core market positioning and business philosophy of the small hotel.
Keywords:	small entrepreneurially run hotels, success factors, performance measurement, competence model

Comments

Leave comment

You must log in to leave a comment.

Comments (0)

0 - 0 / 0

There are no comments!

Back