In current business management strategies, management should look for the best methods to improve service and product delivery in their organizations; leaders have the role of synchronizing and combining human, financial, and physical resources within their organization; effective managers ensure that the above resources are to their optimal level.
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Well management organizations are building blocks to innovation, creativity, and inventiveness; such companies always have a competitive edge over their competitors (MeShane, Olekalns and Travaglione, 2020).
Innovation has affected the products, services, and the processes that the hospitality industry is offering; there has been shift to create products that will meet the demand of the current generation.
Some innovations that have been made in that effect include fast foods, development of tour companies, and growth in the educational sector of the industry.
Innovation has been taken as an effective management tool where role, managers start by understanding the potential their organization have in particular areas then take such strategic management measure to maximize and improve their organizations potential as they minimize the effects of their industry threats and internal weaknesses.
With innovation, new processes of making products have been improved; for instance, there have been different flavors of coffee made by different coffee companies like Starbucks in the efforts of attracting customers. Other than products, the nature of management styles have been innovated; focus is currently on ways to reduce operational cost and maximize gains attainable from a certain service/product.
The hospitality industry is more of a service industry, thus for an effective operational management, the focus should be on the quality of service that customers receive from the company; this has been one area that innovation has been used to seek solutions and remedy.
When quality and satisfying services are offered, then customers can develop loyalty to certain company, a factor that builds a strong brand name for the company. In the United States of America, the service industry account for over 80% of the economy’s job market; in hotel and tourism industry, much efforts has been made to improve the service delivery systems in the sector (Paauwe, 2009).
How innovation contribute in the process of globalization for hotels, such as the global reservation system
With innovation and globalisation, the system has taken different changes which include global reservation systems, integrated supply chain management policies, and international supply chain management.
In the hospitality industry the ability and willingness to provide quality services is seen as an essential strategy for success and survival; a service can be defined as an encounter between business and a customer that has supporting facility and using facilitated goods.
The utility that certain individual customers get from certain commodity is the quality of the commodity as long as the customer is concerned; differences in people tastes brought about by globalisation has called for leaders to innovate best policies to offer standard services.
To expand customer base and get their loyalty, leaders in the hospitality industry should look into its service delivery and aim at improving the experience that a customer derives; the “moment of truth” with the customer should offer a memorable experience that can make the customer hunger for more services. High quality service should look into the products quality, speed of service and the general outlook of the restaurants.
Hotel industry leadership teams have the role of pioneering a service improvement strategy; an effective service strategy is strong competitive advantage in the hospitality industry (Benckendorff, Moscardo & Pendergast, 2010).
Benckendorff, P., Moscardo, G. & Pendergast, D. ,2010. Tourism & Generation Y, CABI. London: Wallingford.
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MeShane, S. Olekalns, M. and Travaglione, T., 2020. Organisational Behaviour on the Pacific Rim Focus. Sydney: McGraw Hill Irwin
Paauwe, J. ,2009. HRM and Performance: Achievement, Methodological Issues and Prospects. Journal of Management Studies, 46 (1), 123