Warianty tytułu
Języki publikacji
Abstrakty
Objective: Tourist regions are characterized by a very high complexity and micro-enterprises are the largest group of entities which determine the competitiveness of the destination. However, management of such businesses has a strong specificity. The goal of this paper is to identify the capabilities of managing competitiveness and marketing of this group of entities.
Methodology: Literature review, examining and discussing the current knowledge regarding the competitiveness of family tourist micro-enterprises.
Findings: On the one hand, small companies have significant limitations compared to larger companies. However, the family nature of the company allows for high flexibility of management. Decisions can usually be made faster and easier, which means that they are able to adapt their offer to the expectations of customers faster and better than large entities. Also, an atmosphere of hospitality and friendship can be easily created. What is more, cooperation with other local entities should result in the ability to offer higher value to consumers.
Value Added: Authors, on the bases of literature review have proposed a model that shows relations as an element of building competitiveness of a family tourist micro-enterprises. It appears that these firms have unique opportunities to develop relationships with their customers. Cooperation, quality and communication have been described as key variables responsible for this process, that should result in generating the benefits of re-selecting the services of the company as well as giving them positive recommendations.
Recommendations: In the area of family businesses in tourism, there is still lack of empirical studies. That is why, the issues presented in this work should be subjected to empirical verification. Future research should concentrate on the specificity of managing a tourist family micro-enterprise and on possible sources of competitive advantage of a tourist family micro-enterprise in the eyes of customers. Especially, described model should be empirically verified. (original abstract)
Methodology: Literature review, examining and discussing the current knowledge regarding the competitiveness of family tourist micro-enterprises.
Findings: On the one hand, small companies have significant limitations compared to larger companies. However, the family nature of the company allows for high flexibility of management. Decisions can usually be made faster and easier, which means that they are able to adapt their offer to the expectations of customers faster and better than large entities. Also, an atmosphere of hospitality and friendship can be easily created. What is more, cooperation with other local entities should result in the ability to offer higher value to consumers.
Value Added: Authors, on the bases of literature review have proposed a model that shows relations as an element of building competitiveness of a family tourist micro-enterprises. It appears that these firms have unique opportunities to develop relationships with their customers. Cooperation, quality and communication have been described as key variables responsible for this process, that should result in generating the benefits of re-selecting the services of the company as well as giving them positive recommendations.
Recommendations: In the area of family businesses in tourism, there is still lack of empirical studies. That is why, the issues presented in this work should be subjected to empirical verification. Future research should concentrate on the specificity of managing a tourist family micro-enterprise and on possible sources of competitive advantage of a tourist family micro-enterprise in the eyes of customers. Especially, described model should be empirically verified. (original abstract)
Czasopismo
Rocznik
Tom
Numer
Strony
59--76
Opis fizyczny
Twórcy
autor
- Społeczna Akademia Nauk
autor
- Amsterdam School of International Business - AMSIB; Amsterdam University of Applied Sciences
Bibliografia
- Armstrong G., & Kotler P. (2011). Marketing an introduction. Essex: Pearson Education.
- Bartkowiak P., & Niewiadomski P. (2012). Efektywne zarządzanie firmą rodzinną - kompetencyjne wyzwania sukcesji. Research Papers of the Wrocław University of Economics, Issue 262, pp. 11-24.
- Bradley P. (2010). Be where the conversations are: The critical importance of social media. Business Information Review, 27(4), pp. 248-252.
- Chaffey D. (2016). Global social media research summary 2016. Smart Insights.
- Getz D., Carlsen J., & Morrison A. (2004). Family business in tourism and hospitality. CABI Publishing, Oxfordshire.
- Hanna R., Rohm A., & Crittenden V.L. (2011). We're all connected: The power of the social media ecosystem. Business Horizons, Vol. 54, Issue 3, pp. 265-273.
- Hankinson G. (2009). Managing destinations brands: establishing a theoretical foundation. Journal of Marketing Management, vol. 25, issue 1-2, pp. 97-115.
- Harms H. (2014). Review of Family Business Definitions: Cluster Approach and Implications of Heterogeneous Application for Family Business Research. International Journal of Financial Studies, 2, pp. 280-340.
- Heinonen K. (2011). Consumer activity in social media: Managerial approaches to consumers' social media behavior. November [online] , http://onlinelibrary.wiley.com/doi/10.1002/cb.376/full, access: 2nd November, 2016.
- Hitchcoch M., & Wesner S. (2009). Vietnamese values, networks and family businesses in London. Asia Pacific Business Review, Vol. 15, Issue 2, pp. 265-282.
- Konkurencyjność małych i średnich przedsiębiorstw na polskim rynku turystycznym (2006). M. Bednarczyk (red). Kraków: Wydawnictwo Uniwersytetu Jagiellońskiego.
- Kotler Ph., Halin M., Rein I., & Haider D. (2002). Marketing Asian Places. Singapore: John Wiley&Sons.
- Kulawik-Dutkowska J. (2014). Prawidłowe określenie statusu MŚP w kontekście korzystania z pomocy publicznej przez przedsiębiorstwa. Internetowy Kwartalnik Antymonopolowy i Regulacyjny, No 9 (3), p. 73.
- Petric L. (2003). Small and family business in the tourism and hospitality industry - challenges and obstacles. In: Proceedings of the 5th International Conference on Enterprise in Transition Split: Faculty of Economcs, pp. 1747-1770.
- Practice W.B. (2017a). What we know about marketing on Instagram. WARC.
- Practice W.B. (2017b). What we know about marketing on Twitter. WARC.
- Presas P., Munos D., Guia J. (2011). Branding familiness in tourism family firms. Journal of Brand Management, Vol. 18, Iss. 4/5, pp. 274-284.
- Raport o stanie małych i średnich przedsiębiorstw w Polsce w latach 2013-2014 (2015). Warszawa: PARP, p. 15.
- Richardson P.S., Choong P., & Parker M. (2016). Social Media Marketing Strategy: Theory and Research Propositions. Journal of Marketing Development and Competitiveness; West Palm Beach, 11.
- Sułkowski Ł. (2011). Definicje i typologie małych firm rodzinnych - wnioski z badań. Przedsiębiorczość i Zarządzanie, tom XII, zeszyt 6, Firmy rodzinne - determinanty funkcjonowania i rozwoju. Współczesne aspekty zarządzania. Łódź: SWSPiZ.
- Tassiopoulos D. (2008). New Tourism Ventures. An Entrepreneurial and Managerial Approach. Juta, Cape Town.
- Warnaby G., Bennisson D., & Davies B. (2005). Marketing town centres: Retailing and town centre management. Local Economy, Vol. 20, No 2, pp. 183-204.
- Zapalska A., & Brozik D. (2007). Managing family businesses in the tourism and hospitality industry: the transitional economy of Poland. Journal of Economics and Business, Vol. 25, Issue 1, pp. 141-165.
Typ dokumentu
Bibliografia
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Identyfikator YADDA
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