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Business Performance and Strategic Management Options in Hospitality: The Case of Lisbon City

机译：酒店业的业务绩效和战略管理选择：以里斯本市为例

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This research addresses the growing hotel market phenomenon where two dominant strategic management models coexist: Hotel chains and independent hotels. In this context, this research intends to study the main strategic and operational management differences of these two business models and their differences in terms of business performance. The case study presented focuses on the city of Lisbon (Portugal) with a total sample of 114 hotels surveyed. Taking the Balanced Scorecard methodology as reference for the empirical analysis, the several associated indicators allowed us to compare and understand the differences in performance between the hotels integrated in international chains and the independent ones, or those belonging to small local hotel groups. The SPSS 20.0 version was used to carry out the research analysis. If, on the one hand, the empirical evidence points to the fact that units integrated in hotel chains have more standard operating procedures and a more complex management structure, on the other, with respect to various financial indicators (Gross Operating Profit, Room Profit and Food & Beverage Profit, etc.) there were no significant differences between the two types of hotel management model.
机译：这项研究针对的是日益增长的酒店市场现象，这两种主要的战略管理模式并存：连锁酒店和独立酒店。在这种情况下，本研究旨在研究这两种业务模型的主要战略和运营管理差异以及它们在业务绩效方面的差异。所介绍的案例研究集中在里斯本市（葡萄牙），总共调查了114家酒店。以平衡计分卡方法为基础进行实证分析，几个相关指标使我们能够比较和理解国际连锁酒店与独立酒店或属于本地小型酒店集团的酒店之间在绩效方面的差异。使用SPSS 20.0版本进行研究分析。如果，一方面，经验证据表明，整合到酒店连锁中的单位具有更标准的运营程序和更复杂的管理结构，另一方面，就各种财务指标（总营业利润，客房利润和餐饮利润等）在两种酒店管理模式之间没有显着差异。

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