Ventaja competitiva en hoteles boutique de Querétaro

Driselda Patricia Sánchez Aguirre

doi:10.25145/j.pasos.2023.21.010

Authors

Driselda Patricia Sánchez Aguirre Universidad Autónoma de Querétaro

DOI:

https://doi.org/10.25145/j.pasos.2023.21.010

Keywords:

Competitividad, Hoteles Boutique, Recursos, Experiencia

Abstract

Boutique hotels have been a trend in the tourism industry since the 80. These in Mexico tend to be establishments with few rooms (mipymes) and with excellent services. They are organisations that face fierce competition, so identifying what makes them different can create added value. A content analysis of interviews conducted with managers and frontline employees in boutique hotels in Querétaro was carried out to identify, from the perspective of the informants, what the competitive advantage of the boutique segment is. It was found that human, technological and organisational resources, as well as the aesthetic experience, personalised attention and the possibility of the guest taking home a tangible object that reminds him of his stay in the hotel, are factors associated with the competitive advantage of this type of organisation.

Downloads

Download data is not yet available.

Author Biography

Driselda Patricia Sánchez Aguirre, Universidad Autónoma de Querétaro

Maestra en Imagen, Arte, Cultura y Sociedad, actualmente Estudiante de tiempo completo del doctorado en Ciencias Economico Administrativas en la Universidad Autónoma de Querétaro.

References

Arbelo, A., & Pérez, P. (2001). Reputación empresarial como recurso estratégico: Un enfoque de recursos y capacidades. 15.

Balekjian, C., & Sarheim, L. (2011). Boutique hotel segment. The challenge of standing out from the crowd. HVS. http://www.hvs.com/Content/3171.pdf

Bardoul, K. (2016). What to know about boutique hotels. HNN. http://www.hospitalitydesigns.com/what-to-know-about-boutique-hotels/

Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of management, 17(1), 99-120.

BLLA. (2017). BLLA Sentiment Survey (p. 10). Boutique and Lifestyle Lodging Association. http://www.blla.org/wp-content/uploads/2017/07/BLLA-SENTIMENT-SURVEY.pdf

Burgos, H. (2019). Alumnos de la UAQ trabajarán en proyectos turísticos. Diario de Querétaro. https://www.diariodequeretaro.com.mx/local/alumnos-de-la-uaq-trabajaran-en-proyectos-turisticos-3288610.html

Carballo, R. (2014). Experiencia turística. Imagen, seguridad y centros culturales [Doctorado]. Universidad de las palmas de gran canaria.

Costa Dall’Agnol, N., & Massukado, M. (2018). Boutique Hotel: Notes about Concepts and Characteristics. Rosados Ventos. Tourismo et hospitalite, 10(3), 558-577.

Enz, C. (2010). Hospitality Strategic Management. Concepts and cases. (Segunda). Jonh Wiley and Sons, INC.

Erkutlu, H., & Chafra, J. (2006). Relationship between leadership power bases and job stress of subordinates: Example from boutique hotels. Management Research News, 29(5), 285-297. https://doi.org/10.1108/01409170610674419

Estrella, V. (2017). Infraestructura hotelera aumenta 15% en Querétaro. El economista. https://www.eleconomista.com.mx/estados/Infraestructura-hotelera-aumenta-15-en-Queretaro-20171225-0107.html

Gao, L. (2012). An Exploratory Study of the Boutique Hotel Experience: Research on Experience Economy and Designed Customer Experience. [Maestría]. Purdue University.

Goh, Y. (2015). Investigating Revisit Intentions for the Boutique Hotels of Penang-A UNESCO World Heritage Site. Asian Social Science, 11(4), 126-134. https://doi.org/10.5539/ass.v11n4p126

Gongalves, J., Fraiz, J., & Manosso, F. (2013). Calidad de la experiencia en los hoteles termales de Galicia, España. Un análisis a través de la reputación online. Estudios y perspectivas en turismo, 22, 492-525.

González, O., & Álvarez, J. A. (2010). Human capital, innovation and productivity in the hotel and restaurant sector in mediterranean tourist countries. En Competitive strategies and policies for tourism destinations (pp. 75-97). Nova Publishers.

Grant, R. (2006). Dirección estratégica: Conceptos, técnicas y aplicaciones (3a.). Civitas.

Hall, R. (1992). The strategic analysis of intangible resources. Strategic Management Journal, 13(2), 135-144.

Huang, W. (2010). Brand Story and Perceived Brand Image: Evidence from Taiwan. Journal of Family and Economic Issues, 31, 307-317.

Jones, D., & Quadri-Felitti, D. (2013). Emerging Definitions of Boutique and Lifestyle Hotels: A Delphi Study. Joournal of Travel & Tourism Marketing, 30(7), 715-731.

Khosravi, S., Yussof, I., & Bahauddin, A. (2012). Potentials of boutique hotel: The case of Penang Island,Malaysia. International Journal of Sustainable Development, 4(8), 71-77.

Krippendorff, K. (2004). Content Analysis: An introduction to its methodology (Segunda). SAGE Publications.

Kwansa, F., Mayo, C., & Demirciftci, T. (2008). The importance of intangible assets: Trends and patterns. En Handbook of hospitality strategic mnagement (p. 513). Elsevier.

Luján, M., Ortiz, A., Caballero, C., & Ovando, C. (2019). Factores determinantes de la competitividad en hoteles boutique. El Periplo Sustentable, 36, 100-133.

Martínez, I., & Olmedo, I. (2013). La reputación corporativa como fuente de competitividad en las PyMES de servicios. Economía Industrial, 389, 125-134.

Mathisene, L. (2012). The exploration of the memorable tourist experience. Advances in Hospitality and Leisure, 8, 21–41. https://doi.org/10.1108/S1745-3542

McIntosh, A., & Siggs, A. (2005). An Exploration of the Experiential Nature of Boutique Accomodation. Journal of Travel Research, 44, 74-81. https://doi.org/10.1177/0047287505276593

Meyer, J., & Allen, N. (1997). Commitment in the workplace. SAGE Publications.

Mody, M. (2016). Creating Memorable Experiences: How hotels can fight back against Airbnb and other sharing economy providers. Boston Hospitality Review, 4(2), 1-10.

Navarro, M. (2018). Crece número de hoteles boutique en la entidad. El Universal. http://www.eluniversalqueretaro.mx/sociedad/27-02-2018/crece-numero-de-hoteles-boutique-en-la-entidad

Oh, H., Fiore, A., & Jeoung, M. (2007). Measuring Experience Economy Concepts: Tourism Applications. Journal of Travel Research, 46, 119-132.

Pine II, J., & Gilmore, J. (1998). Welcome to the experience economy. Harvard Business Review, 97-105.

Pine II, J., & Gilmore, J. (2002). Differentiating Hospitality Operations via Experience: Why selling services is not enough. Cornell Hotel and Restaurant Administration Quarterly, 87-96.

Riecken, D. (2000). Introduction: Personalized views of personalization. Communications of the ACM, 43(8), 26-28.

Sánchez-Aguirre, D. P., Maldonado, M., Martínez, L.-D., & Salinas, V. (2017). Experiencia de usuarios en hoteles boutique. Revista Global de Negocios, 5(1), 79-90.

Schroeder, J. (2009). The cultural codes of branding. Marketing theory, 9(1), 123-126.

Sears, J. (2016). A brief history of Boutique Hotels (p. 8). Boutique and Lifestyle Lodging Association.

Smith Travel Research. (2016). Mexico luxury class and boutique. STR. http://www.strglobal.com/

Stern, B. (1998). Introduction: The problematic of representation. En B. Stern (Ed.), Representing consumers: Voices, views and visions (pp. 1-23). Routledge.

Storch. (2012). Hoteleria Boutique, nuevas tendencias en alojamiento [Licenciatura]. Universidad Nacional del Mar de Plata.

Suárez, J., & Ibarra, S. (2002). Teoría de recursos y capacidades, enfoque actual de la estrategia empresarial. Anales de estudios económicos y empresariales, 15, 63-89.

Tsai, H., Song, H., & Wong, K. (2009). Tourism and hotel competitiveness research. Journal of Travel & Tourism Marketing, 26(5), 522-546.

Wang, T. (2013). A case of study of customer motivation in Boutique Hotel in Xiamen, China using push-pull theory [Maestría, Iowa State University]. http://lib.dr.iastate.edu/cgi/viewcontent.cgi?article=4630&context=etd

Yeoman, I. (2012). 2050-Tomorrow´s tourism. Channels view Publications.

Zigan, K., & Zeglat, D. (2010). Intangible resources in performance measurement systems of the hotel industry. Facilities, 28(13), 597-610.