ࡱ> 5@ bjbj22 4XXH L8`/`/`/8/l0l11111#8&I8 U8 k"k"k"k"k"k"k$mRp\FkB8"#8BBFk  11k H H HB  11 k HB k H HH6ce11 `I`/EdTjk0ldypoF$yp8e    ypel]82;H H=?]8]8]8FkFk&.Gv.Ines Milohni, Ph. D., Assistant Professor Faculty of Tourism and Hospitality Management, Opatija, University of Rijeka COMPETITIVE ADVANTAGES OF SMALL HOTELS: QUALITATIVE APPROACH TOWARDS TOURIST DESTINATION IMPROVEMENT( This paper explores competitive advantages of small hotels and it is based on the vast interviews with managers of small hotels in Croatia. Aim of the research is recognized in the effort of grading the present state of small hotels positioning using the qualitative approach of the tourist destination improvement. Qualitative indicators as the applicative basis of the paper have been gathered using the following tools: SWOT matrix and Diamond of competitiveness. Results point to the need of constant investing in extra efforts in order to obtain a more quality offer of greater value which would ensure extra opportunities for creation of new market position of this important market segment. Key words: small hotels, competitive advantages, tourist destination INTRODUCTION Role of small entrepreneurs is extremely significant in a tourist destination. They are the ones with the initiative; they start the business and take risks. Quick noticing of the need for change, adapting to the demands of a modern guest are basic advantage of small hotels. Flexibility, creativity and dynamics form a strong basis for accomplishing competitive advantages of small hotels in a tourist destination. Present state in the offer structure, i.e., present tourist product does not enable including the Croatian tourism in the trends of global development of tourist market. Present position of lower quality level and lack of market recognition is not acceptable in a long run, both for hospitality companies and tourist destinations; so as an imperative of new market positioning in the future needs to accept the detachment from the existing model with the poor offer structure of the macro destination. Obtaining that strategic aim understands a step towards the quality improvement and differentiation at all levels. The need of creating new market position is inevitable to ensure further harmonious development. CHARACTERISTICS OF COMPETITIVE ADVANTAGES Competitive advantages are the answer to the question: How to improve your position compared to the competition in the future? Sources of competitive advantages lie in combining and enforcing skills and development of superior resources (assets) while creating value for the guest. Therefore, it is possible to divide resources to tangible and intangible. They are the outputs which enable an organization to practice all of their activities. Tangible resources include shares, material mechanisms, buildings, human resources, finances etc. Intangible resources include skills, knowledge, trademarks, copyrights, patent rights etc. It is possible to include free resources within the context of hospitality. Bull states that the base of tourism lies in combining 'free resources' (renewable resources) as well as the resources from private and public sector. Free resources in combination with rare resources make up what most of tourists understand as a 'product'. Managers in tourism and hospitality are faced with special challenges which can be recognized through: Resources immobility Resources replacement Conflict of resources and competitiveness Ownership and resources control Seasonality Low rewards Capacity limitations Time. Texts on strategy and tourism often use term maintenance connected to the idea of advantages. Maintenance is reached when those who are in advantage keep their position in spite of the competition. In other words, in order to reach final goal of maintenance competitive advantages, a company needs to resist copying or imitating other companies. In his work Competitive Advantage, Porter claims that competitive advantage rises from the value which the company is capable to create for their consumers, and it surpasses the expenses of its creation. Competitive advantages are formed by those activities, features and qualities of organization which are better than their competition. Competitive advantage creation is possible to define only compared to rivals-competitors meaning that the company needs to create more value than their competitors. There are two criteria of creating and maintaining competitive advantages: Activities which are unique for the company, and the company needs to produce goods or offer services which are valuated by the consumers Competitors cannot easily copy it. Competitive advantages of a company are not defined only from the aspect of products they produce. Mostly they are the companies which possess strength and capacities for quick transformation of production or services they offer. Key to success is complete consumer-guests' satisfaction by developing skills, knowledge and processes which can easily be adapted to their changeable demands. It is the very small hotels which have the power for faster accomplishing the competitive advantages in the tourism market. 2. POSITIONING OF SMALL HOTELS COMPETITIVE ADVANTAGES The way and to which extent have small entrepreneurs used the existing competitive advantages and the overall small hotels competitiveness will be described more in detail through a present business model with a detailed SWOT analysis. 2.1. SWOT analysis Based on the survey analysis and observing the area, key strengths, weaknesses, opportunities and threats to small entrepreneurship in hospitality have been noticed on the model of small hotels. SWOT matrix has been created in order to more precisely position the small hotels competitive advantages. Picture no 1. SWOT matrix of small entrepreneurship in hospitality strenghts Micro location of the object Specialities and specializations Quality staff Highly valuable service/product Tradition, kindness, family surrounding Strong strategies weaknesses Weak support to small entrepreneurship development Lack of quality tourist destination Lack of quality staff Large business expenses Overload by loans (credits, investments) Weak canals of promotion and market image Lack of accommodation capacityOPPORTUNITIES New markets creation New tourist products and facilities Selective forms of tourism Continuous staff education and professional development Possibility of all-year-around business Valorisation of cultural heritage Partnership Significant usage of Internet and e-saleTHREATS Lack of destination character Inadequate infrastructure (roads, beaches, promenades) Over-built areas (apartments) Constant changes and new law acts enforcement PollutionSTRENGTHS EMPHASIZED WEAKNESSES REDUCED OPPORTUNTIES - EXPLOITED THREATS - AVOIDED Source: authors research As it is already known, small entrepreneurship has started evolving quite late, in the nineties. Adaptation and reconstruction of the existing accommodation objects and the newly built ones have created a more quality structure of small accommodation objects which are mainly found on the attractive locations on the coast and in the continental part of our country. Specificity of these objects, small number of accommodation units, individual guests approach and the overall family atmosphere influences the recognition of this segment in the tourist market. Orientation towards personality and recognition of each object becomes more and more important and the objects in the market become to differ as family business, heritage, adventure, eco, all in favour of creation and preservation of their own competitive advantages. Unique service, interior decoration, gastronomic offer with traditional and autochthon meals enable forming the offer which more and more includes highly valuable products and services in a way that it can please the guests of 21st century, guests with various interests and wishes. Individual approach where the guest is not connected to the number but the name, personality and hospitality, and this is the main characteristic of small hotels business. Since this paper explores the competitiveness of small hotels, it is relevant to mention that this business usually takes place in a family circle, so strong strategy is also stressed as a significant competitiveness when compared to larger business subjects. It is necessary to explain the existing weaknesses in the small hospitality business, as an extremely important segment of Croatian tourism offer. On the contrary to the greater care towards small entrepreneurship development, still we can find everyday initiatives and specific decisions which can lead to poor development support, i.e., its slowdown, especially from the local community. Especially significant is the problem of non quality tourism destinations, as an important factor which makes the guest seek new and more quality destinations. In the last ten years world tourism literature and practice are intensively coping with the problem of running a tourism destination. Quality and efficiently organized destination management will enable innovations both on levels of destinations and business subjects, which create the necessary synergy of all the interested subjects (stakeholders). This problem is tightly connected to the problem of privatization and the need of carrying out the capitalisation of (mostly) large tourism economy subjects. On the contrary to the good network of education and scientific institutions, there is a constant lack of professional staff for hospitality, especially skilled chefs and waiters which is connected to inadequate process of staff renewal and inadequate investments in their permanent education. Since most of the objects have been adapted or newly built, there is a significant presence of loans and credits. Also, high expenses are present and they burden the small entrepreneurs business. Weak promotion and creating the market image is a lack which often comes up in the business of small entrepreneurs, and it also points to the yet unused possibilities of interconnecting and merging with the aim of going to the market together. In that field, a big step was made by the Association of family and small hotels when it got involved into activities of promoting the embers of the association by creating the catalogue and web portal. As the new opportunities in the entrepreneurship-hospitality, new markets emerge, especially: Scandinavian, French, American, Russian, Japanese and other. All the stated above, points to the openness towards far markets, and a step further from the presently primary market: European. Increasing the market share in the already existing markets and expanding to new markets using Internet and e-sale becomes an important aim. However, most of the business subjects do business all-year-around, trying to cut the seasonal oscillations, which can be obtained through active promotion of attractive programs through selective forms of tourism (hunting, fishing, congress, happening, religion, cultural and other). Continuous educating and professionalizing the staff are one of the possibilities which have not been used enough in the practice. Obtaining new knowledge and skills have become necessary if the trends which lead to specialized areas want to be followed (wine production, sommeliers, slow food, creative kitchen etc.) To improve creativity and innovations, on both levels: destination and business subjects, it is necessary to ensure the creation of the needed synergy by actions of all the interested subjects (partnership), which is recognized as a potential possibility which should be used to the benefit of all which are directly or indirectly connected to tourism and hospitality. The most noticeable threats to small entrepreneurs business come up, in the first place, because of the already mentioned lack of destination identity because it is clear that there is no long-term building of accommodation objects, with no adequate parallel following of the quality tourism destinations. Bad infrastructure is posed as one of the basic threats when discussing the small entrepreneurs business. Improving and building the roads, promenades, beaches, but also parking lots would greatly improve the competitiveness of the destination, and at the same time, business of small entrepreneurship-hospitality. The main idea is to attract the guests from more distant destinations, but the precondition for this is, improving the airports facilities and organizational level (Pula, Krk, Split, Bra ). Constant changes and new regulations decrease the competitiveness of small entrepreneurship even more. Processes of the so called  appartmanization of some tourist places on our coast stress this problem even more, and together with the overload of space, infrastructure and negative attitude of local community, cause visual pollution of the space, with extremely low effects on economy. It is possible to state that the basic aim of this analysis is stating the advantages and possibilities, which in interaction directly influence the strength of small hotels. With all the above, it is necessary to minimize and avoid the present downsides and threats. All the weaknesses, diagnosed in this manner, should be transformed into strengths and threats should be used as potential possibilities. Diamond of competitiveness Competitive advantage is necessary and useful, but in the same time inadequate to ensure the success in a long run. Small business subjects need to educate themselves, raise the quality of their products and services, perfect their knowledge and using technologies, as well as the ways they offer and promote their services. Experience has shown that specific areas (state, tourism destinations, companies) using the Diamond of competitiveness, have more efficiently given optimal conditions: companies, demand, production factors and public sector. Diamond of competitiveness tries to state the elements of the system which help pleasing the guest, in a way that it grades the state on four main components. Following picture clearly shows main weaknesses which directly influence the decrease the competitiveness of this sector. In that way, it is possible to state the direction of the effort of raising the competitiveness of the tourist market on a higher level. Competitiveness understands the appropriate Diamond of competitiveness, i.e. the atmosphere which stimulates the process of innovations and quality improvement, high operational effectiveness in creating competitive activities and high level of productivity in usage of resources. Picture no. 2. Diamond of competitiveness evaluation  Source: authors research 1. State of the company, considering mutual coordination, cooperation, merging, legal standing points, tax system etc. 2. State of the factors of production represents the second component of the Diamond of competitiveness, and it is connected to resource basis and attractions, staff quality, infrastructure, financial and other resources. 3. State of demand, as the third component which is being estimated is connected to motivation, needs and guests expectations, as well as the degree of the guests pleasure with the services provided and products, considering the facilities, attractions and experience. 4. Supporting factors functioning is connected to functioning of private and public sector, distributors and all stakeholders with the mutual aim: clear and successful development Evaluation of Diamond of competitiveness is shown in the Picture 2., where the most important weaknesses have been stressed and they should be taken into account in improving the overall competitiveness. Diamond of competitiveness is marked with certain downsides when considering extra facilities, activities and experiences which can be experienced in this segment. Attention should be focused on improving the target market focus and practice, and extra facilities, and among other, creating new experiences and stories. Taking everything into account, there is a low degree of cooperation and communication between public and private sector. Different interests, directions of development and inadequate cooperation between the key subjects with local and regional authorities, have a negative impact on the overall competitiveness when considering public services and private offer. 3. CONCLUSION Competitive advantages are obtained through possessing or creating certain specialties, those which are wanted and accepted by the guests. It is that very specialty that creates the basic difference from the competitors. Greater adaptability, flexibility and, in general, faster adaptation towards the changes is a basic characteristic of small hotels. Overall grade of the position of small entrepreneurship in hospitality is obtained through the tendency of transforming it according the resource basis, demands of the aimed market and qualitative model, respecting the real possibilities of positioning on the market. Overall picture points to the need of offer with greater values which would be gained by investing extra efforts in the repositioning of small entrepreneurship to create extra possibilities for creating new market position. REFERENCES Bahtijarevi-`iber, F.:Management ljudskih potencijala, Golden marketing Zagreb, Zagreb, 1999 Barney, J.B., Gaining and Sustaining Competitive Advantage; 2nd edition, Upper Saddle River, Prentice Hall-New York, 2002 Bull, A.; The Economics of Travel and Tourism, 2nd Edition, Longman, Melbourne, 1995. 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