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– Thinking over the standardisation and customisation practices of the hotel – The performance indicators which should be paid more attention to – The way and reason for standardising and customising the processes of the hotel One of the most important findings of this research was that managers should not think that standardisation is a bad thing, which is not appreciated by the customers and only customisation matters. The results show that these two concepts are based on each other and in those hotels which would like to be successful, standardisation and customisation are both needed.
The second finding of the research raised the attention to the Tripadvisor evaluations and the correlation between loyal guest percentage and the number of foreign guests in a hotel. The Hungarian hotel managers need to consider Tripadvisor evaluations as essential tool which shows customer satisfaction but at the same time it has a correlation with important success indicators – revenue per available room, average room rate, occupancy rate, star rating. This finding proves the significance of Tripadvisor opposed to the booking evaluaPANNON MANAGEMENT REVIEW VOLUME 3 • ISSUE 4 (DEC 2014) tions, which were put into another factor, no other performance indicators belonged to. The other factor contains the loyal guest and foreign guest percentage, which means that foreign guests are likely to be loyal guests. This result suggests that hotel general managers should pay more attention to foreign guests since they tend to be loyal guests.
If the question of standardising or customising the service processes come up, the next result would help hotel managers to be convinced about the need for both of them. According to the findings all the performance indicators – revenue per available room, occupancy rate, average room rate, star rating, Tripadvisor evaluations, Booking.com evaluations, loyal guest percentage, foreign guest percentage – are higher when the standardisation is high, customisation is high or medium. It proves to the managers that it is worth standardising (high level) their processes but customising (medium or high level) them as well since the success of the hotel can count on it.
The research can help the stakeholders measure their own level of standardisation and customisation. They can check the processes provided by the paper and think about the groups which are not standardised and customised yet. They can easily count their standardisation and customisation level and determine the percentage they are standardised and customised. They can also identify the fields of improvement as well.
As the methodology of measuring standardisation and customisation is created and tested, the role of standardisation and customisation can be measured in other countries as well; the comparison between the results would provide valuable information for the researchers and practitioners as well.
In further research it would be beneficial to apply the method, detailed in this paper, in other service providers not only in hotels but in tourism or other service sectors.
The other aim would be to observe the usage of standardisation and customisation in hotels and determine which standards – not only the 44 groups but the whole book of standards – are easy or more difficult to keep and apply.
It would be also important to emphasise hotel employees more and define their role in standardisation and customisation since they can be the key to success as well.
Considering hotels and the tourism sector it would also be valuable to ask customers what their perceptions are and if they can recognise the standards (it is a bad thing or not) and which are more and less important for them.
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THE ROLE OF PROCESS STANDARDISATION AND CUSTOMISATION IN HOTEL MANAGEMENThttp://www.accor.com/en/brands/brand-portfolio/hotelf1.html 13/1/2015 http://www.accor.com/en/brands/brand-portfolio/sofitel.html 13/1/2015 http://www.hah.hu/files/5013/8355/8421/A_magyar_szllodaipar_helyzetnek_rtkelse2
012.pdf 10/1/2015 Petra Gyurácz-Németh is an assistant lecturer at the Department of Tourism, Faculty of Business and Economics, University of Pannonia, since 2011.
She graduated as an Economist specialized in Tourism and Hotel Management in 2005 at the University of Pannonia. She got her master’s degree two years later as an Economist specialized in Marketing management at the University of Pannonia.
Her main research field has been hotel quality and innovation;
she wrote her PhD thesis in the previous topic. She teaches subjects in connection with hotel operations and management, as well as service quality and the management of integrated tourism companies. Petra gained practical experience when she was working in an international chain member hotel, in tour operator and in a touriform office.
She also has international studying and teaching experiences. Petra spent a semester at the University of Derby as a PhD student in 2010. She has been a visiting lecturer there three times. She was an invited visiting lecturer in the University of Primorska in May 2014 where she taught BA and master students.
She is a founder member of the Education board of the Hungarian Hotel and Restaurant Association.
Petra can be contacted at email@example.com.
Editor: ZOLTÁN VERES
Executive director: ZOLTÁN TÓTH