Business performance in the UK hotel sector-does it pay to be market oriented?
A Sargeant, M Mohamad - Service Industries Journal, 1999 - Taylor & Francis
A Sargeant, M Mohamad
Service Industries Journal, 1999•Taylor & FrancisThis article reports the findings ofa postal survey of 200 of the UK's largest hotel groups. The
results clearly indicate that many organisations have yet to achieve a market orientation and
that a focus on competitors is frequently absent. Thirty five per cent of hotels remain sales
oriented, although no adverse effects on performance would yet appear to be evident. This
study found no link between the degree of market orientation attained and the performance
of the business as measured by profitability and turnover.
results clearly indicate that many organisations have yet to achieve a market orientation and
that a focus on competitors is frequently absent. Thirty five per cent of hotels remain sales
oriented, although no adverse effects on performance would yet appear to be evident. This
study found no link between the degree of market orientation attained and the performance
of the business as measured by profitability and turnover.
This article reports the findings ofa postal survey of 200 of the UK's largest hotel groups. The results clearly indicate that many organisations have yet to achieve a market orientation and that a focus on competitors is frequently absent. Thirty five per cent of hotels remain sales oriented, although no adverse effects on performance would yet appear to be evident. This study found no link between the degree o f market orientation attained and the performance o f the business as measured by profitability and turnover.
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