Online from: 1989
Subject Area: Tourism and Hospitality
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|Title:||Competitor-focused accounting applied to a hotel context|
|Author(s):||Sharlene Anderson, (Bond University, Robina, Australia), Chris Guilding, (Service Industry Research Centre, Department of Tourism, Leisure, Hotel and Sport Management, Griffith University, Gold Coast, Australia)|
|Citation:||Sharlene Anderson, Chris Guilding, (2006) "Competitor-focused accounting applied to a hotel context", International Journal of Contemporary Hospitality Management, Vol. 18 Iss: 3, pp.206 - 218|
|Keywords:||Accounting, Competitive analysis, Hotel and catering industry, Hotels|
|Article type:||Research paper|
|DOI:||10.1108/09596110610658616 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – To explore the nature and potential of competitor-focused accounting practice (CFA) in a large hotel.
Design/methodology/approach – Unstructured tape-recorded interviews ranging from one to one-and-a-half hours' duration were conducted with 21 senior managers representing finance, marketing, hotel operations, casino, and human resource management in a large hotel.
Findings – Levels of CFA formalised application appear limited, especially when compared with a widely held managerial perception that significant benefits could derive from applying CFA. The CFA practices noted were conducted in an unstructured and
Research limitations/implications – The study suffers from all the limitations generally associated with a single company qualitative field study. These limitations include the degree of subjectivity that is invoked when researchers interpret qualitative field study data.
Practical implications – The paper clarifies the notion of “CFA” and provides an outline of CFA management issues arising in the context of a hotel. An outline is provided of those parts of a hotel operation that are most likely to be more active in CFA, together with empirically informed suggestions with respect to CFA uses in a hotel.
Originality/value – The paper is highly original. Despite the generally accepted importance of strategy development being informed by appropriately conducted competitor analysis, there has been a paucity of research concerned with competitor analysis in the hotel industry.
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