engleski

Special-Interest Management in Emerging Hospitality Brands

All sectors of human development are constantly under pressure to perform better, in other words more efficient, minimizing costs while striving to achieve quality considered satisfactory from the demand side point of view. “Producing” service, specific in its creation and realization, hospitality is more subjective to influences of the business environment it operates in. While there is a human factor linking demand and the supply side of tourism market, the level of uncertainty and potential risk in communicating their supply to the right market segment increases. What could a hotel do in order to increase competitiveness and the level of responsiveness and adaptability to new trends? Mass-characteristic of tourism is still a reality but what differentiates the new, innovative and attractive hotels from the relicts of past times of hospitality is the ability to recognize new trends and reorganize structural pyramid in order to create such service-production process, satisfactory for both counterparts. Special interest tourism (SIT) opens a variety of niches for a hotel to realize its potential. Focusing on one (or a few) special interest is more demanding when adapting and transforming processes but also more rewarding if the hotel achieves optimal resource utilization. Sport is one of special-interest niches recognized by rising interest of the demand and profit generation ability for the hotel. Supporting the thesis, practice offers examples of hotel brand affiliations whose business results demonstrate market appreciation.

innovative hotel product; hospitality brands; special-interest tourism; hotel brand logistics

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