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호텔企業의 國內需要에 대한 經營環境과 經營戰略에 관한 硏究
천재권 東亞大學校 經營大學院 1984 국내석사
Since 1960s, Korean government has laid a great stress on fostering tourism as a national strategic industry, aiming at acquisition of foreign currency and attraction of foreign tourists But now in the 1980s, due to the increase of national income and leisure, demand for domestic tourism has recorded 20% annual growth, thereby forming a part of national life. Furthermore, domestic tourism pattern has been shifted into a high-paid and diversified one, by the increase of leisure expenses, rise of national income, and change of viewpoint. And a lot of change have taken place both in people's preference of deluxe hotel and in quality and quantity of domestic tourism. A fierce competition arose among hotel industry because of surplus of accomodation of facilities. And the gap between them has been ever-widened. As a result, there have been winners and losers at the same time. Taking a look at the hotel management in Korea, Koreans make up about 70% of the total numbers of hotel users, and contributes about 53% of the total income of hotels. In terms of financial structure, because hotel industry poured much of money into fixed investment, they are always under pressure of slow circulation of operating expenses. So that stability and profitability of hotel industry are eroded by high debt-to-assets ratio and large payment of interest. Here are some suggestions which are conducive to forster a healthy hotel industry under above-mentioned social and environmental circumstances. 1. To develop managerial structure systematicaly by using commodities, multilateral service strategy and by strengthening co-operations between the concerned business. 2. To establish efficient principles of the management for the security and maintenance of growth of enterprises. 3. To facilitate marketing-oriented management by collecting information, planning of commodities sales and booting of sales. 4. Instead of negative and reduction management to establish a positive and active growing strategy by reducing the management expenses. 5. To preserve superiority to the other enterprises by strengthening the competitive position based on the differential strategy in the grown-up society. 6. To develop new commodities which meet needs and expectations of customers by anticipating the change of tendency, for example group traveling and strengthening the co-operation with the travel agencies of the traveling groups. 7. Small-scale hotel enterprises are profitable by strengthening the direct sales system and by cooperating with the agencies of the traveling groups and by developing the specified and peculiar commodities. 8. To raise customers expenses by promoting the technical services on management, commodities, planning and sales. 9. To research and develop the service of the superior commodities to be purchased satisfactorily on the part of the customers through the synthetic quality control and activities. 10. To push ahead a synthetic management to establish an unique image of the enterprise. In above-mentioned different situation surrounding hotel industry, a hotel can survive and prosper only by pursuing adequate management strategy. Among other things, a positive management should be on top priority.
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