Global Trends in Hospitality
Hospitality Management 18 (1999) 427}442
Operational issues and trends in the hospitality industry
Peter Jones
School of Management Studies for the Service Sector, University of Surrey, Guildford, Surrey, UK
Abstract This article makes some predictions about the future by considering operational issues in the "rst part of the next century. Hospitality operations management is considered at two levels * the "rm level at which strategic operations management takes place; and the unit level. It is proposed, using a model developed by Jones (1999, International Journal of Contemporary Hospitality management), there are seven strategic concerns: location, integration, a$liation, con"guration, organisation, implementation and adaptation. For unit operations management the framework of analysis is based on Lockwood and Jones (1989, The Management of Hotel Operations). This identi"es seven key result areas: assets, employees, capacity (or customers), productivity, service, income (or control), and quality. Using these frameworks an assessment is made of current issues and trends in hospitality operations management, leading to a prioritisation of possible future outcomes. 1999 Published by Elsevier Science Ltd. All rights reserved.
Keywords: Operations management; Assets; Employees; Capacity; Productivity; Service; Quality
1. Introduction Have you ever looked at an impressionist painting? From a distance one is able to see the picture, appreciate its composition and enjoy its subtle realism. Move closer and it becomes apparent that it is made up of thousands of tiny dots, each of which is di!erent. And really close up, there is no clear picture * just a chaotic jumble of colour. The global hospitality industry is like that. It is easy to assume that the industry is homogeneous and there are clear worldwide trends of relevance to hospitality operators everywhere. In reality, the industry is incredibly diverse and complex, which makes identifying common issues
Operational issues and trends in the hospitality industry
Peter Jones
School of Management Studies for the Service Sector, University of Surrey, Guildford, Surrey, UK
Abstract This article makes some predictions about the future by considering operational issues in the "rst part of the next century. Hospitality operations management is considered at two levels * the "rm level at which strategic operations management takes place; and the unit level. It is proposed, using a model developed by Jones (1999, International Journal of Contemporary Hospitality management), there are seven strategic concerns: location, integration, a$liation, con"guration, organisation, implementation and adaptation. For unit operations management the framework of analysis is based on Lockwood and Jones (1989, The Management of Hotel Operations). This identi"es seven key result areas: assets, employees, capacity (or customers), productivity, service, income (or control), and quality. Using these frameworks an assessment is made of current issues and trends in hospitality operations management, leading to a prioritisation of possible future outcomes. 1999 Published by Elsevier Science Ltd. All rights reserved.
Keywords: Operations management; Assets; Employees; Capacity; Productivity; Service; Quality
1. Introduction Have you ever looked at an impressionist painting? From a distance one is able to see the picture, appreciate its composition and enjoy its subtle realism. Move closer and it becomes apparent that it is made up of thousands of tiny dots, each of which is di!erent. And really close up, there is no clear picture * just a chaotic jumble of colour. The global hospitality industry is like that. It is easy to assume that the industry is homogeneous and there are clear worldwide trends of relevance to hospitality operators everywhere. In reality, the industry is incredibly diverse and complex, which makes identifying common issues
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