engleski

Management Development in Small Tourism and Hospitality Enterprises

The significance of small enterprises in delivering a substantial part of the total output of tourism and hospitality goods and services is a long established feature of this industry. While there are many small hospitality firms that do successfully compete in their local market, in general, small firms are losing their market share to larger firms. The main negative factors that influence small tourism and hospitality firms are: their own small economic strength, difficult access to capital, which limits the possibility of financing development activities, lack of adequate market information, limited access to specialized education, unsuitably trained workforce, poor management, etc. The management process is characterized by the highly personalized preferences and attitudes of the firm's entrepreneur owner and/or owner-manager. The paper examines the nature of management in small firms, and key issues affecting the development of small tourism and hospitality enterprises. Management development in small tourism and hospitality firms is also at a low level. The old SME strategy of focusing on price and working exclusively with quality is too uniform. SMEs need to review their strategies, so that they can reap the maximum benefit from their strong points. The problems arising from the small size of enterprises can be resolved by cooperation. Using their joint experience, tourism SMEs can lower their unit costs and reinforce their position on supply and customer markets. Choosing the right strategy for cooperation is decisive for the economic success of small tourism and hospitality firms, because going alone is no solution for the future. They need to study what the large-scale travel industry is doing. This should be their benchmark.

SMEs; tourism; strength; weakness; management; strategy

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