2007
DOI: 10.20867/thm.14.1.4
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Company Competitiveness and Competitive Advantages in Tourism and Hospitality

Abstract: Connection between competitive strategies and competitive advantages is described in details in this paper. Model of the research is located on the company level in tourism and hospitality. Applicative basis of the paper is founded on the Diamond of Competitiveness (Case Study) usage and is based on the qualitative research of small entrepreneurship in tourism and hospitality. The fact that every strategy is based on creating and sustaining competitive advantages implies that the principal task of company mana… Show more

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Cited by 6 publications
(3 citation statements)
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“…These core ideas focus on understanding one’s competition, the negotiation power of the company or operation, and developing connections with suppliers (Porter, 1979). While building off the relationship between advantage and strategy, Cetinski and Milohnic (2008) explained this by valuing competitiveness in the market, focusing on guest needs and expectations, building relationships with stakeholders (suppliers, other businesses, local connections), and coordinating within constraints of legal factors. Though, some keys to increasing focus and advantage may come from the people (or employees) involved in the delivery and execution of the company’s operating plans to the guest (Dawson & Abbott, 2011).…”
Section: Considerations With Competitive Advantagementioning
confidence: 99%
“…These core ideas focus on understanding one’s competition, the negotiation power of the company or operation, and developing connections with suppliers (Porter, 1979). While building off the relationship between advantage and strategy, Cetinski and Milohnic (2008) explained this by valuing competitiveness in the market, focusing on guest needs and expectations, building relationships with stakeholders (suppliers, other businesses, local connections), and coordinating within constraints of legal factors. Though, some keys to increasing focus and advantage may come from the people (or employees) involved in the delivery and execution of the company’s operating plans to the guest (Dawson & Abbott, 2011).…”
Section: Considerations With Competitive Advantagementioning
confidence: 99%
“…(2) Rising Compensation: Goa has witnessed a significant increase in per capita income over the years, and Gross Local Hold finances have reached an unbeatable high of 28%. [34].This rise in income has led to a change in consumption patterns, with a perceptible shift from spending on standard orders like food and staple, dress and jewels, to lifestyle categories like unwinding and hopeful things and organizations. This is a significant opportunity for the hotel industry in Goa, as it can cater to the growing demand for luxury and lifestyle experiences.…”
Section: Page 268mentioning
confidence: 99%
“…O planejamento no nível da gestão estratégica é ferramenta básica de os gestores vislumbrarem possibilidades da normatização à realização das ações, em maior tempo e flexibilidade. Tal percurso favorece o crescimento sustentável do negócio em longo prazo ao incluir, o investimento, a produtividade e a competitividade (Cetinski & Milohnic, 2008).…”
Section: Nível Estratégico (Ne)unclassified