Tourism and Services in Spain

Tourism contributes significantly to the Spanish economy, representing 11% of the GDP and employing 10.1% of the workforce.

A person who travels to a place and spends at least one night there.

A visitor who doesn't stay overnight at their destination.

The commercial system offering places to stay and food and drink services for guests. It falls within the service sector.

The business of providing, preparing, selling, and serving food and beverages away from home. It has a large global demand.

Part of the economy that provides services rather than producing goods. It includes education, healthcare, tourism, and retail.

Using a product that was bought to satisfy a need or want.

Businesses that provide places for people to stay temporarily with or without additional services, in exchange for a price.

Categorizing hotels based on their geographic location, such as sun & beach, urban, roadside, and rural.

Categorizing hotels based on the type of travelers they target, such as leisure, congresses, low cost, and boutique.

A hotel establishment managed independently, not part of a larger chain, with autonomy in management and benefit.

A group of hotels managed under a unified management model, often with a shared brand name like "Mandarin Oriental."

Benefits of running an independent hotel include autonomy, flexibility, and unique brand image.

Challenges of running an independent hotel include fierce competition, limited market reach, and lower bargaining power.

Benefits of being part of a chain include increased efficiency, brand recognition, and career advancement opportunities.

Challenges of being part of a chain include limited management autonomy, potential for brand damage by other hotels, and possible staff motivation issues.

Hotel ownership and management are combined. You make all decisions, reap all profits, but also shoulder all risks.

An independent hotel joins a central reservations system to access more customers and benefit from services like marketing, reservations, and revenue management.

An independent hotel maintains its identity while gaining benefits from joining a group of similar hotels. These benefits include branding, central reservations, marketing, and economies of scale.

A hotel owner pays a fee to use a brand name, systems, and marketing of a larger chain. They operate under the chain's guidelines.

A hotel owner leases the property to an operator who manages the hotel. The operator pays rent and runs the business.

A hotel owner contracts with a hotel chain or company to manage the property. The chain receives a fee for their services.

Two or more parties pool resources to own and operate a hotel together. This allows for sharing risks and rewards.

A hotel owner sells their property and then leases it back from the buyer. This allows for access to cash while retaining ownership.

A hotel ownership model where the owner leases the hotel to another company for management. The owner receives rent, while the operator handles all aspects of running the hotel.

The owner benefits from minimal risk, potential for investment without experience, and easier operation if the manager is reputable.

The owner's profitability is capped by the rent, and they have limited control over the hotel's operations.

The operator enjoys complete control over the hotel's management and operations.

The operator faces the full economic risk of the hotel's performance, and they lose the hotel once the lease ends.

The owner can grow the hotel with minimal investment, invest in the industry without experience, and benefit from the chain's reputation.

The owner faces difficulty ending the contract, potential for loss of the hotel at contract end, and limited income due to management fees.

A hotel organizational structure where decision-making authority is concentrated at the top, often used in smaller hotels.

A hotel organizational structure where decision-making authority is distributed among different departments, common in large chains.

Different functional areas in a hotel, each responsible for specific tasks, such as rooms, food & beverage, sales & marketing, and administration.

A visual representation of a hotel's hierarchy, showing reporting lines and responsibilities.

The Oceanview Resort faces issues with cleanliness, long check-in times, outdated amenities, and negative online reviews, leading to guest dissatisfaction and difficulty attracting repeat customers.

Strategies to improve the guest experience at the Oceanview Resort include hiring more staff, renovating rooms and common areas, offering promotions, and training staff in customer service.

An agreement where one business allows another to operate under its brand, products, and systems in exchange for fees. Example: A McDonald's owned by an individual but operating under McDonald's rules is a franchise.

A hotel owner manages the property directly, often joining a group for marketing and shared benefits. They maintain independence but pay fees to be part of the group.

A company that grants franchise rights to others, allowing them to operate businesses under its brand and systems.

A set amount of money paid regularly for a hotel lease, regardless of the hotel's performance.

Rent calculated as a percentage of the hotel's total sales revenue.

Rent calculated as a percentage of the hotel's gross operating profit (revenue minus operating expenses).

Benefits include: lower investment costs, increased revenue potential, broader market reach, and established brand awareness.