Group Report: Strategic Management Stakeholder Analysis (MGM3107)

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This report presents a stakeholder analysis focused on the Pullman hotel within the tourism and hospitality industry. It identifies and examines the interests of key stakeholders, including customers, staff, suppliers, creditors, and the government. The analysis emphasizes the importance of customer service, staff motivation, and maintaining good relationships with suppliers and creditors for the hotel's success. The report also considers the role of government regulations. The report provides an understanding of how each stakeholder group impacts the strategic management of the hotel and how their needs and expectations should be addressed to ensure the business's continuity and profitability. The report also highlights the importance of financial support from creditors and compliance with government regulations.
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Running head: STRATEGIC MANAGEMENT IN TOURISM AND HOSPITALITY 1
Strategic management in tourism and hospitality
Name
Institution
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STRATEGIC MANAGEMENT IN TOURISM AND HOSPITALITY 2
Stakeholder analysis
Customers
Customers are considered the most important class of stakeholders since they are the
targeted market for goods and services produced by the Pullman hotel. Customer analysis
involves provision of the quality goods and services and a better customer care services which
entails timely response to their suggestions and queries about the product and services offered to
the market for consumption (Baernholdt, Dunton, Hughes, Stone & White, 2018).
To attract and maintain the existing customers, the marketing manager has to formulate
various ways or channels in which customer’ suggestions and queries based on the types of the
products and services produced can be improved, thus in line with the market taste and
preference. Provision of good customer service by the marketing department is necessary to the
entire hotel since through better services, the sales volume will increase which later increases the
profitability of the hotel.
Pullman hotel can better customer service through the following mentioned ways;
production of quality goods and services, charging reasonable prices on the services which are
affordable by most of the household and involvement in social responsibility. By considering the
above-mentioned services, the organization will be able to compete favorably in the market thus
ensures continuity of the business (Eskerod & Larsen, 2018).
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STRATEGIC MANAGEMENT IN TOURISM AND HOSPITALITY 3
Staff
Staff refers to the human resource or the working force within Pullman hotel which carries
out the production activities to ensure continuity of the production process. Human resource is
rewarded through better salaries for the services they offer to the hotel. The management body in
conjunction with the human resource manager has to formulate a better reward and promotional
activities for the staff as a motivation factor due to the services they offer to the firm. This will
motivate most of the staff members to work to their limit as they feel appreciated by the manager
hence will increase the productivity and continuity of the organization (Spangenberg, et al.,
2018).
Pullman hotel can reward their employees through job promotion, increasing their salaries
and organizing training program to educate them on the latest production methods. By
organizing education program, staff will be updated on the technological changes associated with
the production process hence will be able to cope with the technological change.
Suppliers
These are the group of stakeholders which provides raw materials to the hotel like food
substances. They supply production materials which are used to produce final products by the
organization. The organization through the management body has to consider suppliers in their
decision making as they play an important role in the organization (Heslinga, Groote & Vanclay,
2019).
Management is expected to pay for the materials supplied in good time to the suppliers to
maintain their relationship since the delay in payment will make most of the suppliers to cease
from trading with such organization which negatively impacted the production activities of the
business.
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STRATEGIC MANAGEMENT IN TOURISM AND HOSPITALITY 4
Creditors
These are groups of people who offer financial assistance to the hotel. They provide loans
and funds to sponsor some of the operational activities within the organization. They play an
important role in running the hotel due to the credits they offer to the organization. The
management of the business has the responsibility to pay back loans they were given by creditors
upon the expiry of the agreed time (Li, Ng & Dong, 2018).
Loans received from the creditors are used to run some of the operational activities within
the hotel which ensures continuity of the business. Failure to access such loans and funding from
the creditors, most of the profit-making organization will be closed down since they cannot
sponsor some of the production activities by themselves due to high cost involved in production
process.
Creditors are categorized as the providers since they provide the organization with
operational funds to sponsor some of the production activities of the firm.
Government
Government impacts the activities of the organization through setting up some of the
operational regulations which the organization has to comply with for smooth operation and
running of the organization without external disturbance i.e. law. The government forms part of
the influencing stakeholders as they are concerned with operations of the firm to ensure
compliance with the set marketing and operational laws.
During decision making by the management and board of directors, they have to
incorporate government regulation on the activities of the firm like pollution caused by the firm
to the environment (Rai, Verlinde & Macharis, 2018).
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STRATEGIC MANAGEMENT IN TOURISM AND HOSPITALITY 5
References
Baernholdt, M., Dunton, N., Hughes, R. G., Stone, P. W., & White, K. M. (2018). Quality
Measures: A Stakeholder Analysis. Journal of nursing care quality, 33(2), 149-156.
Eskerod, P., & Larsen, T. (2018). Advancing project stakeholder analysis by the concept
‘shadows of the context’. International Journal of Project Management, 36(1), 161-169.
Heslinga, J., Groote, P., & Vanclay, F. (2019). Strengthening governance processes to improve
benefit-sharing from tourism in protected areas by using stakeholder analysis. Journal of
Sustainable Tourism, 27(6), 773-787.
Li, H., Ng, S. T., & Dong, Y. (2018). Stakeholder analysis of sustainable construction in China.
In Proceedings of the 21st International Symposium on Advancement of Construction
Management and Real Estate (pp. 1335-1344). Springer, Singapore.
Rai, H. B., Verlinde, S., & Macharis, C. (2018). Shipping outside the box. Environmental impact
and stakeholder analysis of a crowd logistics platform in Belgium. Journal of cleaner
production, 202, 806-816.
Spangenberg, J. H., Heong, K. L., Klotzbücher, A., Klotzbücher, T., Nguyen, Q. A., Tekken, V.,
... & Settele, J. (2018). Doing what with whom? Stakeholder analysis in a large
transdisciplinary research project in South-East Asia. Paddy and Water Environment,
16(2), 321-337.
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