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Benchmarking to Improve the Strategic Planning Process in the Hotel Sector

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  • Paul Phillips
  • Kwaku Appiah-Adu

Abstract

Gaining the knowledge of a firm's relative position in key qualitative processes should be an essential objective of the strategic planning process. This article shows how the managerial technique of benchmarking can be used to go beyond traditional quantitative analysis and penetrate underlying qualitative processes. Benchmarking is used to assess the quality of four key strategic planning design parameters (formality, participation, sophistication and thoroughness) among 63 hotel units representing eight UK hotel groups. Results indicate that there is a significant gap between the quality of current planning processes with theoretical best practice.

Suggested Citation

  • Paul Phillips & Kwaku Appiah-Adu, 1998. "Benchmarking to Improve the Strategic Planning Process in the Hotel Sector," The Service Industries Journal, Taylor & Francis Journals, vol. 18(1), pages 1-17, January.
    • Handle: RePEc:taf:servic:v:18:y:1998:i:1:p:1-17
    DOI: 10.1080/02642069800000001
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    Cited by:

    1. Rhodri Thomas & Jonathan Long, 2000. "Improving Competitiveness," Local Economy, London South Bank University, vol. 14(4), pages 313-328, February.
    2. Nadja Hatzijordanou & Nicolai Bohn & Orestis Terzidis, 2019. "A systematic literature review on competitor analysis: status quo and start-up specifics," Management Review Quarterly, Springer, vol. 69(4), pages 415-458, November.
    3. Hokey Min & Hyesung Min & Seong Jong Joo, 2007. "A data envelopment analysis on assessing the competitiveness of Korean hotels," The Service Industries Journal, Taylor & Francis Journals, vol. 29(3), pages 367-385, November.

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