ࡱ> CE@AB` bjbj 8 V  0r0r0r0r$Ts| ntttttwV́giiiiii$hf U"wttc J t tgg ott &G0rƓ8l `0t,J8,poo, x  \g GLS LS  BENCHMARKING AND QUALITY OF SMALL HOTELS IN CROATIA: An explorative Study Ines Milohni, Ph.D.; University of Rijeka, Croatia Zdenko Cerovi, Ph.D., University of Rijeka, Croatia ines.milohnic@fthm.hr zdenko.cerovic@fthm.hr ABSTRACT This work explores co-dependency of benchmarking and quality based on numerous interviews with 60 managers of small hotels in Croatia. Aim of this research is to state different ways and possibilities of benchmarking method usage as one of the modern, efficient methods which give the opportunities of adapt to changes and needs of modern market. In its first part the research covers comparison of business standards of small hotels in Croatia and small and medium hotels in European Union. Second part refers to positioning role of quality in business of small hotels within the context of 'Strategy of quality' implementation, certificate of quality possession and measurement of influence of quality on competitive advantages increase in small hotels in Croatia. The research has shown that management of small hotels rarely applies the comparison of business success regarding domestic and foreign competitors, without understanding that this is the way to improve one's business. The reasons for this could be found in the fact that our country still hasn't accepted standard methodology of recording and analysing business results and management of results in hotel industry (USALI), although it has been accepted in most developed countries of the world. Although the quality has been stated as the basic strategic aim of small hotels management, the research showed that the present 'declarative' level should be lifted to the highest possible level in reality. At the end, the thesis of strong influence of quality on competitive advantages increase in small hotels in Croatia has been proved using simple and multivariate regression analysis. The facts and propositions of implementation measures of benchmarking and quality of hotel management with the aim of competitive advantages increase have also been stated. Keywords: quality, benchmarking, small hotels, competitive advantages INTRODUCTION In their efforts to increase the business success, managers of small hotels quite often have a problem with measuring competitiveness, competitive advantages and, in general, business success. They meet two obstacles: firstly, managers of hotels do not know the answer to the question: What creates competitive advantages and, therefore, they have difficulties, or even choose the wrong strategies which could create and maintain competitive advantages. Secondly, managers of small hotels do not have proper and reliable tools of measuring competitive advantages (competitiveness) and success in tourist market. It is a well-known fact that the implementation of quality understands the continuity of following market trends and the need of constant comparison with the best competitors in the tourist market. Great number of authors agrees with the fact that benchmarking is an effective tool of identifying the performances of micro-subjects compared to their competitors, and in that way, represents the implementation of changed processes which lead the company towards the better results. Following text shows the results of research results on small business subjects comparison with the domestic and foreign competitors, quality strategy implementation and the role of quality in increase of competitive advantages of small hotels. METHODS OF RESEARCH This paper will show part of the research results on small hotels management. It is a descriptive research, carried out on a once occurring, on purpose chosen sample. Target groups in this research are managers/owners of small hospitality companies. The results were obtained through interview method, on a sample of 60 managers/owners of small hospitality companies, on a model of Republic of Croatia. Data was collected by a specially structured questionnaire, and the research was carried out for 18 days, in period from June 24th till July 11th 2005. Basic group was defined using the database of Ministry of sea, tourism, traffic and development (11). Database contains all categorized accommodation objects (companies and trades) in Republic Croatia. Hotel accommodation most commonly falls into the following three categories (2): Small hotels (5 - 50 rooms) Medium sized hotels (51 - 200 rooms) Large hotels (more than 200 rooms). Accommodation objects from the sample fall into the category of small hotels, and have less than 50 accommodation units. Criterion which was set while forming the sample is based on the remarks on Trade law (12) and Accounting law (13) which define the criteria for small companies which, in Croatia, are companies that do not exceed two of three following criteria: Income in 12 months before balance 16 mil. kn (2,2 mil. ) Sum of balance after the loss deduction shown in active 8. mil kn (1,1 mil. ) Average number of employees in a year 50 Elements were taken out from the database within each of the counties separately, to obtain the best possible global proportionate picture on a national level of Republic of Croatia. The number of elements in the sample obtained in the described manner was n=60. Small business subjects are, according to legal form of their business a majority (40 or 66,7%) registered as a private legal person i.e.(d.o.o.), while a third of the sample is registered as a trade (20 or 33,3%). Largest number of small entrepreneurs employ up to 20 people (86,7 %). The greatest group, also in the structure, is from 10-19 employees (38,3 %), followed by entrepreneurs who employ 6-9 employees (31,7 %), and 1-5 employees(16,7 %). The largest number of employees in the sample was 43. When comparing the type and category of accommodation objects, it is possible to conclude that the largest number is small hotels categorized with 3* (65 %). On second place are those with 4*(23,2 %). Therefore, hotels with 3* and 4* make 88,2 % of the sample, although objects from the Other objects for accommodation category were taken into account. Research methods are based on two basic principles which understand the use of descriptive and inferential analysis. Methods of simple and multiple regression analysis were used to show the role of quality in increase of competitive advantages of small hotels in Republic of Croatia. The SPSS package version 11.0 (9) was used to analyze the data. Reliability was assessed using Cronbach's alpha coefficient, which represents a measure of the internal consistency. RESEARCH RESULTS Research also explored managers strategies: a) Strategy of benchmarking and b) Strategy of quality Strategy of benchmarking tried to stress the following: - Use of benchmarking in small hotels business - Comparison of benchmarking standards of small hotels in Republic of Croatia with the standards of foreign small and medium hotel business. Strategy of benchmarking of small hotels Only 26,7 % of small entrepreneurs compare themselves with domestic and foreign competitors, and surprisingly 48,3% of small entrepreneurs no not compare their business to anybody, not in Croatia nor in foreign countries. Results of business standards comparison in small hotels in Croatia with small and medium hotels in European Union show that the comparison is quite flat rate. It understands comparison analysing price, interior, or trends which appear in the market. There are multiple reasons for, so-called, flat rate comparison with the competitors and they refer to: Inexistence of unique comparison markers inaccessibility of markers a) Markers are considered to be a business secret b) There is no conscience of advantages and the use of comparison. Comparison which takes into account only final results benchmarking based on results, uses explicit, measurable and quantitative data (10). Financial results were shown only partially according to system of business grading which is common in tourism industry Uniform System of Accounts for Hotels, since this system is not accepted widely as a dominant system in Croatia when presenting business results. Comparative example (Table 1.) of benchmarking markers in small hotels success compared to a Boutique hotel, categorized with 4* (3) and used as a example model of a foreign hotel, shows that: Table 1. Standards of business in small accommodation objects example model SMALL HOTELS (SAMPLE)Boutique Hotel **** (EXAMPLE MODEL- EU)Average size of hotel (number of rooms) 2528Average business per year (in months)1112Average price of the room in 9080Average rate of room occupancy per year (in %)6060 Small hotels with 3* i 4* in Croatia have, in average, a bit smaller number of accommodation units (number of rooms) compared to Boutique hotel example model Individual prices of accommodation are higher than the competitors Average full capacity days in a year are equal and are 60% Average business time per year is one month shorter in Croatia than the competitors Comparing the business standards of small hotels in Croatia with the standards of medium sized hotels in Emilia-Romagna region (5), it has been concluded that: Average business time per year for hotels with 3* i 4* stars in Croatia is equal, or even a bit longer in hotels with 3* in Croatia than in Emilia-Romagna. Average prices are higher in Croatia, especially in hotels with 4* Average full capacity is equal in 4* hotels, while the hotels with 3* are occupied more than those in Emilia-Romagna. Table 2: Benchmarking standards of small and medium sized accommodation objects in Small business subjects (sample) *Emilia- RomagnaHOTELS WITH 4*Average hotel size (number of rooms) 22180Average business per year (in months)1212Room usage span rate in 50 - 23050 - 205Average price of the room in 12260 - 80Average rate of room occupancy per year (in %)55%55  60%HOTELS WITH 3*Average hotel size (number of rooms) 25150Average business per year (in months)108 - 9Room usage span rate in 50 -12050 - 130Average price of the room in 7350 - 60Average rate of room occupancy per year (in %)60%45 -50% * Remarks: -all data has been analysed on a year basis and refers to 2004 - Room usage span rate shows span between the lowest and the highest accommodation price -average prices refer to accommodation units (rooms, apartments), excluding food, including overnight stay and breakfast -with the aim of a quality comparison, larger accommodation units (hotels), with 3* and 4*, in competitive region (Emilia-Romagna). To get the full and more quality analysis and benchmarking, different factors (structure of incomes and expenditures, investments, guests structure etc.) should be taken into account through a longer period of time (10). Accordingly, managers of small hotels should recognize benchmarking as a tool of improving and making own business more successful, and to show the indicators of business to public. Quality strategy of small hotels Paper also researched, (and within the exploration of strategy quality): Average grade of small hotels quality compared to all accommodation capacity in Croatia and Implementation of quality in small hotels business (quality certificates, quality as a strategic aim) Concept of quality gains on importance only in case that the product or services meet the needs and expectations of the guest. That is the reason that all strategies are based on quality standards based on excellent knowledge about the consumer-guest. Hotels quality grading and raking are measured on a scale from 1* to 5*. Criteria of obtaining average grade of accommodation objects are number of hotels and its category (1). Table 3: Average hotel and other accommodation objects quality grade in Republic of Croatia and small business subjects  * ** *** **** *****StandardComfortTotalAverage gradeRepublic of CroatiaHotels371882243312--4872,62Other objects53115455-2132422,11Small business subjects sampleHotels 013914---543,23Other objects--112263,50 Average grade of quality, according to stated comparison, for all Croatian categorized hotels is 2,62, and is relatively low, when taking into consideration the needs of a modern and demanding guest. Example of small hotels in Croatia shows that the average grade of quality is higher than the Croatian average (it is 3,23). This is the result of investment in present objects and quality improvement of hotel offer by building new accommodation objects. Most managers of small hotels stress quality as a strategic aim in business. None of the small hotels management chose only one of the offered aims of their business, they chose combinations of two or more aims. This is how a circle of small hotels strategic aims was created, with quality in the highest possible place. Figure 1: Circle of small hotels strategic aims   SHAPE \* MERGEFORMAT  Special quality, under the type Hotel, can be measured on hotels management or entrepreneur of the hotel company (in hospitality). Special quality is measured in an object which offers more content, devices, equipment or services, of those who have been regulated for a certain category, but as well for those that standout with their level of service and service quality. Special designation mark Q is used, and it is awarded by the Ministry of sea, tourism, traffic and development (7). Although the research has shown that the quality has been stated as the basic strategic aim of small business subjects, none of the small entrepreneurs has the special Q label. Certificates have been awarded to 6,7 % or 4 business subjects, which have been finished the implementation of HACCP standard, but also to those subjects who have finished special courses (Certificate of Royal Institute of Great Britain in chefs category) of for special services etc. (Gold Award, awarded by some tourist agencies). Number of small hotels without a certificate for their business is greater (93,3% or 56). In general, small business subjects take care of their quality by themselves (96,7% or 58), while only 3,3 % of managers/owners use exterior consultant services in quality. Although management of small hotels points out that quality is their basic strategic aim, the research has shown that quality strategy has been practiced only on a declarative level. All of the above show that the management of small hotels have a permanent task of implementing and comparison of quality in business. Influence of quality on small hotels competitive advantages increase Inferential statistical analysis of data has two basic aims: (1) to verify the possibility of obtaining a reliable Index of competitive advantages of small hotels and (2) to verify the role of quality as a predictor of small hotels competitive advantages. Scale which has been formed from questions about competitive advantages, has reliability =0,72. Therefore, the Index of competitive advantages can be considered a reliable measurement of competitive advantages. With the purpose of obtaining more important guidelines and competitive advantages correlates, a standard multiple regression analysis has been carried out and the Index of competitive advantages has been set as a criterion variable. Results prognosis in criterion variable has been formed on the basis of a larger number of predictors. Table 5: Multivariate regression analysis carried out on characteristics and correlates of competitive advantages Predictors:  Non-standard regression coefficients Standard regression coefficients t  p  Correlations B std. mistake Beta r partial semi-partialConstant a-4,0342,904-1,389,171Object categorization (*)1,321,747,2301,768,083,266,245,177Months in a year,306,155,2161,971,054,240,271,198Used PR1,844,624,3132,955,005,406,389,297Have a certificate of quality3,4351,053,4093,263,002,507,422,327Compare themselves with domestic competition-,120,664-,022-,181,857,236-,026-,018Compare themselves with foreign competition,412,734,071,561,577,275,080,056Average price of two-bed bedroom-,012,009-,190-1,343,186,125-,188-,135Average occupation per room,016,017,108,968,338,260,137,097Staff limitations-,035,105-,036-,334,740-,220-,048-,033Need for better cooperation,870,306,3332,848,006,097,377,286R=0,712, p<0.01 R2=0,507Source: author's adaptation Used predictors explained 50,70 % of results variance in criterion variable. Among the statistically relevant predictors (p<0.10) Quality Certificate possession is specially explained. Connection between Quality Certificate possession and competitive advantages is r=0.507. It means that, based on the Quality Certificate possession for private hotels business, 25.10 % of variance differences can be explained in competitive advantages of small hotels. It is possible to conclude that the relation between Quality Certificate possession and competitive advantages is quite complicated and related to measures which were used in predictors status. That is the reason why a multiple regression analysis has been chosen, to set the independent effort of Quality Certificate possession in small hotels on Index of competitive advantages increase. When all the mentioned relating variables are controlled, semi partial correlation is decreased to r=0.327. It can be concluded that the independent effort of Quality Certificate possession in small hotels is in the explanation of variance results of Index of competitiveness of 10.69%. Parameters from multiple regression analysis show that after control of all relating measures, the greatest effect on competitive advantages has the Quality Certificate possession, which increases the Index of competitive advantages for 3,435 points, i.e. 63,85 % of average competitive advantages. Percentage of average competitive advantages increase is calculated as (B/Mkp)*100 (8). CONCLUSION In todays, more and more open and integrated world economy, competitiveness has the central place in economy thinking in both, developed countries and transition countries. It is well-known that small hospitality companies are the basis of development, core of new employment and export strength of the country. Small hotels are especially emphasized with their adaptation and flexibility in the market by opening space to the search of new solutions which would furthermore increase competitiveness of this sector. Croatian hotel industry still has not accepted the USALI standard methodology of following, analysis of business and business results leadership which has been accepted worldwide. Only use of standard benchmarking indicators can ensure the right choice of managerial strategies in small hotels business. Benchmarking does not offer real support to strategic management, if there is no comparison which takes into account lack of new business perceptions, which thereafter could be extremely harmful when making own strategic decisions. Co-dependency of business strategies and quality lies in the fact that benchmarking is a kind of investment with the purpose of increasing activity quality. Small hotels competitive advantages improvement could be ensured by continuous following and adaptation to the modern guest market needs. By raising the offer quality, small hotels will directly contribute better quality of the tourist destination itself. Declarative level of quality, which is now present, should be transferred to the highest possible level in reality, ensuring the following: To stimulate the labelling quality to ensure guests receive greater value To increase present quality of services offer in small hotels To ensure competitions with best Mediterranean destinations with the aim of creating high quality standards To integrate accommodation into quality system. The research which has been carried out opened many questions and is only a small step towards what is offered, and, is that way, represents the basis for future researches. 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REFERENCES Avelini Holjevac, I. (2002). Upravljanje kvalitetom u turizmu i hotelskoj industriji, Fakultet za turisti ki i hotelski menad~ment Opatija, 123. Cerovi, Z., Gali i, V., Ivanovi, S. (2005). Menad~ment hotelskog domainstva, Fakultet za turisti ki i hotelski menad~ment Opatija, Opatija, 30. Cetinski,V. (2005). Strateako upravljanje razvojem turizma i organizacijska dinamika, FTHM Opatija, 98. 4. Kozak, M., (2004). What is Benchmarking? Understanding its Philosophy, Benchmarking Forum, Texas, USA, (ppt), http//www.rpts.tamu.edu 5. Master Plan razvoja turizma, (2004 2012). Istra (2003), THR & Horwath Consulting Zagreb 6. Praanikar, J., Debeljak, }., Ah an.A. (2005), Benchmarking as a Tool of Strategic Management, Total Quality Management, 16 (2), 257-275. 7. Pravilnik o razvrstavanju, kategorizaciji, posebnim standardima i posebnoj kvaliteti smjetajnih objektata iz skupine Hoteli, (NN RH 48/02, 108/02, 132/03, 73/04) 8. Rosnow, R.L.,Rosental, R., Rubin, D.B. (2000), Contrasts and correlations in effect-size estimation, Psychological science, 446-453. 9. SPSS (2002). Complete and to-end analysis with SPSS 11.0 Technical Report, 1-34 available at http:// www.spss.com/home_ page/up107.htm 10. toZ2pr~vNPlnvx| (LPhǸָָ֩~t~gt~hbWhKH mH sH h lKH mH sH hbWhKH mH sH h lmH sH hbWhmH sH hbWh0~mH sH hbWhMQCJaJmH sH hbWh!xYCJaJmH sH hbWh*XCJaJmH sH h lCJaJmH sH hbWh CJaJmH sH hbWh~CJaJmH sH #Z~vF7m xz|~$a$gdj & F gdjgdN h^h`gdVTa h^h`gdN h^h`gdN & F hh^hgdN8DFHLPdf $./Ǹǩ֚֚֚֚|֚l]hbWhU@CJaJmH sH hbWh/d>*CJaJmH sH hbWhM[TCJaJmH sH hbWhGCJaJmH sH hbWh/dCJaJmH sH hbWhZZDCJaJmH sH hbWhLWCJaJmH sH hbWh8vCJaJmH sH h lCJaJmH sH hbWhUCJaJmH sH hbWh0~CJaJmH sH /13578;<MbĸpapRpBhbWh>*CJaJmH sH hbWh}BCJaJmH sH hbWhCJaJmH sH hbWhCJaJmH sH hCJaJmH sH hbWhZo CJaJmH sH hbWht CJaJmH sH hbWhO{CJaJmH sH h lCJaJmH sH hbWhUCJaJmH sH hbWh0~CJaJmH sH hbWh/dCJaJmH sH hbWh/CJaJmH sH bdlmnqNPRtzĵ}qa}R}ChbWhCJaJmH sH hbWhU@CJaJmH sH hbWhVi>*CJaJmH sH h lCJaJmH sH hbWhCJaJmH sH UhbWhViCJaJmH sH h <9CJaJmH sH hVTaCJaJmH sH hbWhUCJaJmH sH hbWhw=CJaJmH sH hbWhVTaCJaJmH sH hbWh}BCJaJmH sH hbWhCJaJmH sH kovi, I.(2004), Benchmarking u turizmu, Ekonomski pregled, 1 (2), Zagreb, 66-84. 11. www.mmtpv.hr 12. 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