Strategic marketing planning and the hotel industry.
Abstract This paper attempts to reduce the distance between theory and practice as applied to strategic marketing planning for hotels. It utilizes data gained from interviews of key personnel in four large hotel chains with mixed business, and positioned at the quality end of the market: Penta Hotels Ltd; Forum Hotels International; Thistle Hotels Ltd and the Sheraton Corporation. The data were compared to theoretical assumptions of strategic planning and marketing planning so that a study of contemporary strategic planning in hotels could be formulated. All four groups were found to follow a distinctly different planning process which adds to the interest of the study.
During the last 15 years, while economists and historians of economic thought have kept their gaze focused on Maynard Keynes’s theoretical work a host of other scholars has been trying to put him in a fuller, historical context. As historians, political scientists, sociologists, and economic historians have turned their attention to the question of how demand management became institutionalized in the Western democracies they have made some startling discoveries.1