Essay: Growth Options For De Vere Hotels.

As a recently appointed business development manager you are required to prepare a report regarding the growth options for one of the following businesses:

The Hippodrome Casino is the UK’s largest international-style casino, and its busiest. With four floors of gaming including the PokerStars LIVE deck, an award-winning restaurant, 180-seat cabaret and music room, six bars and an indoor smoking terrace, we are the West End’s largest and most successful entertainment venue. Opened in July 2012, The Hippodrome attracts both dedicated and casual gamers plus thousands of visitors seeking ‘London’s Biggest Night Out’, here to enjoy a mixture of dinner, theatre and gambling. 

https://www.hippodromecasino.com 

With more than 60 years of aviation experience and embodying the excellent service standards for which its namesake Knightsbridge store is renowned, Harrods Aviation is one of the UK’s leading providers of FBO services. Harrods Holdings acquired Hunting Business Aviation in 1995 from the Hunting Group, which had been active in the aviation industry since the 1930s. In May 2010 Harrods Aviation was sold to Qatar Holding as part of the general Harrods Group sale, and in May 2013 both London FBO facilities joined the Air Elite Network – a global body of exceptional FBOs.

http://www.harrodsaviation.com 

At its heart, sits a collection of country estates and ancestral family seats that have stood the test of time. With the earliest site believed to date back to 870AD, each one has a long tradition of welcoming and entertaining guests, from Winston Churchill to King Edward VII. Today, these historic country estates and houses have been enhanced to accommodate today’s way of living and working and are complemented by a collection of inspiring event spaces – including 5 in central London. Following a £100 million restoration project, De Vere has created a new collection of country estate hotels that place the mansion house at the heart of the estate with developments continuing throughout 2018.

https://www.phcompany.com/de-vere/ 

Overview of diverse sectors within hospitality sector - De Vere Hotels

DE Vere Hotels operates nine different properties across the United Kingdom right from city centers to country houses. The hotel formally concentrated on launching of sale of its mid-market village hotel chains. It also launched the last together with biggest chuck of Lloyd’s hospitality portfolio that could attract bids of approximately four hundred and fifty Euros (Atkinson 2016, p. 384). De Vere Hotels has announced major investment in different meetings and events. The hotel remains to be the multi-billion dollars corporation that depends on the availability of time for leisure and disposable income. The industry has comprised of varied sectors that include hotel and space for different events. Example of sectors in this hotel include sector for planning event, lodging, theme parks, traveling, cruise line, and additional fields within the industry of tourism. The hotel is a hospitality unit that comprises of hotel, cafe or the amusement park that comprises of various groups as facility together with direct operations such as porters, workers in kitchen, housekeepers, administration, bartenders, promotion, and resource of human among other aspects. Furthermore, hospitality industry of De Vere on its operations is a multi-billion dollar corporation that depends much on the presence of throwaway income together with vacation periods. Instances of internationalism bring both positive and negative opportunities for operations of De Vere Hotel (Sanni, Hongoro, Ndinda, and Wisdom 2018, p. 13). Therefore, it is clear that HRM in hospitality industry remains to be that section of management process that fundamentally concerned with human constituents of the De Vere hotels.

The industry has various sectors that include hotel and space for different events. De Vere management always trains over four hundred young Londoners to fill the positions of customer service together with cookery.  Some of departments of this hotel comprise of department of planning event, theme parks, lodging, cruise line, traveling, and additional fields that are found within tourism industry (Gowreesunkar, Naqvi, and Séraphin 2018, p. 259). From such operations, it is clear that De Vere Hotels are hospitality industries that are busy corporations that conduct countless operations. However, the needs of customer assistance for this industry remain to be a major joining factor mutually shared by every segment of its operations. Different sectors of De Vere ensure that vital needs of every customer or traveler are met in a holistic manner. Additionally, De Vere hotel is a multi-billion dollar corporation that depends much on the presence of throwaway income together with vacation periods. Some of departments in this industry include management of revenue, front office, division of rooms, and food together with beverages (Sanni, Hongoro, Ndinda, and Wisdom 2018, p. 12). Through all these departments within De Vere Hotel, its operational successes greatly depend on efficiency of operational team and how effective the model of business is set.

Some of businesses of De Vere Hotels comprises of collection of sub-companies that deal with provision of quality services to targeted clients. Other major departments in De Vere Hotels comprise of lodging accommodation, food and beverages departments, travel and tourism sectors, industry for entertainment, and timeshare departments. Lodging-accommodation sector in De Vere hotel features are found in comfortable hotel to prolific resorts along with campgrounds. Lodging department in this hotel is completely wide sector as it ranges from bed and breakfast enterprises to different amenities that offer services for lodging (T?tar, Herman, and Giurgiu 2017, p. 233). Additionally, food together with beverage sector is another crucial sector of this hotel. The sector that deals with food together with beverage ranges from anything as easy as café all the way to the restaurant of soaring-end and every cookery concern in amid the operation. Furthermore, tourism and travel sector in De Vere Hotel is an important department in its operation as it comprises of various fundamental functions cross markets during its operations (Zimmerman 2018, p. 111). Department of travel along with tourism of this hotel are useful in increasing the revenue of its businesses. The department attracts more customers to use goods and services of this company and thus attracting huge profit in operations.

Opportunities for Internationalism of hospitality industry

The framework of 12C in operations of this hotel is the device useful in analyzing global markets with the motive of examining twelve different facts. These facts consist of country where the hotel operates, culture of behavior of consumers, choices, consumption of products produced, contractual obligations, commitments, and channels. Other facts include communication, currency, capacity to pay, together with caveats. Besides, mode of Porter’s 5 Forces is implemented in this 12C framework that refers to new entrants, buyers, suppliers, market competitors, and substitutes. The US as well as Canada remain to be best place for business operations of De Vere Hotel based on criteria that the region have potential of allowing the industry to et huge revenue amounts, huge number of transactions, and increased in number of clients references. The hotel is currently based on US as the region offer ideal working environment for the management and growth of the industry. The hotel presently operates in about fifty locations, mainly in the United Kingdom and United States. However, there is the need to expand operations of this industry into different Indian markets as a way of attracting huge profit base and customers during operations of the organization. The opportunities expansion of business operations of De Vere hotel can help in expanding its international capacity. The expansion of operations in different markets can enable the industry to be capable to work in concert on particular concern of fulfilling the need of customers (van den Berg, and Noorderhaven 2016, p. 121). Expansion of such operations in different markets such as in India can be essential in offering this hotel the best platform to use their wealth, economic responsibilities, and military responsibility to promote the better, more peaceful, more precious global society to every targeted client in their operations.

Model of Porter’s is based on the insight that the strategy of corporate need to meet the opportunities as well as threats in the external environment of organization. Strategy of competition on operations of the company is based on understanding and structures of the hotels and the manner the management changes its operations (Overå 2017, p. 368). The model comprise of five different competitive forces that shape every operation in the organization and every market such as entry of new investors, power of bargaining of suppliers, threat of substitutes, power of bargaining of buyers, together with rivalry among existing competitors. De Vere Hotel can use this model to increase its operations in different markets around the UK along with the US (Font and Lynes 2018, p. 1033). However, the management of the company can use the model of Porter to establish its business operations in places such as Indian markets. Mindfulness of the 5 different competitive forces can assist management of De Vere Hotel to understand the industry and position itself in the much more profitable places in India that is safe from any attacks.

Model of Porter’s 5 Forces approach can be used to reveal the power of bargaining of different customers and suppliers, competition among current Indian businesses, threats of replacement goods and services, together with possible new entries into the industry within the new region where the business is to be established (Abdul-Aziz, Nor, Law, and Pengiran 2013, p. 150). Therefore, when each chance along with threats created by every department of De Vere Hotel force becomes clear, it will be possible for managers of the hotel in the new region to generate and conduct offensive and defensive strategies to position their businesses in orderly manner.

12C Framework and Porter’s Five Forces

New market entries in markets such as Indian might show possible entry of new rivals in hotel industry. As these threatened share of market of current operations in hotel sector and improve major creating capacity, develop extra supply, they might guide to amazing decline in values and consequently decline in incomes of competitive operations (Rehman and Mubashar 2017, p. 62). However, threat generated by new entries into the hotel industry depends entirely on the reaction the new business of hotel face from its present competitors and presently entry obstacles. Besides, the need to meet bargaining power of supplier and customers is vital as it offers opportunity of new markets to the industry. These new markets offer more and greater opportunities for expansion, income, and growth during operations of such industries (Rober and De Haene 2017, p. 381). Therefore, a bigger market for De Vere Hotel in new markets means more clients, increased profits or revenue for the company, a larger profit margin, and enables the business to realize scale of economies.

It is clear that the work that comes with management of hotel such as De Vere is not always easy. Most hotel managers are in most cases forced to juggle the number of tasks at any specified moment from ensuring that the books are balanced. The balance of different operational tasks helps in ensuring that everything is running smoothly (Wenlan, Shenghua, Hongbiao, and Zheng 2018, p. 738). Some of the issues that face hospitality industry in terms of management include the constantly changing expectations of targeted clients and continued changes in technology along with regular innovations. Other management issues consist of political together with security challenges, shortage of skilled laborers, staff turnover, and irregular operating hours. The challenge of booking and revenue is another issue that affects management of hotel industry such as De Vere Hotels as guests have various alternatives to choose from during their visits. The issue has made sure that manager of these companies up their marketing along with advertising game. Instances of seasonality of the hospitality industry are another issue that affects operations (Pearlman and Schaffer 2013, p. 228). All these management issues affect managers in modern hospitality environment as the managers face various issues since they have the fundamental role in the operations of the industry.

Constantly changing expectations of clients remain to be a vital management issue within hospitality industry. The client remains to be the king in the hospitality industry such as in De Vere Hotel on its whole operations. The idea of keeping customers happy is not enough in operations of hospitality anymore (Álvarez-Bermejo, Belmonte-Ureña, and Estrella-Ramón 2016, p. 963). Changing times have brought about changed demands from clients of the hotel. Besides, continuing changes in technology and regular innovation affect operations and management of hospitality industry. Different businesses in the hospitality industry are relying much on the use of technology to streamline their service. Therefore, idea of keeping up with technology remains to be one of the major concerns faced by different managers of De Vere Hotel, but when dealt with properly, it is definitely worth the value. The use of technology in hospitality industry helps in transforming businesses in the present competitive era (Ferreira 2017, p. 71). Over previous years, major inventive in De Vere is determined by progression of technology. Moreover, political together with security challenges remain to be one of top management apprehensions in hospitality business. The issue of managing the macro aspects dealing with the economy along with socio-political challenges affects operations of De Vere hotels (Williams 2016, p. 38). Moreover, danger of terrorism in present society has changed how individuals travel and where they travel during every visit. Presently, guests have options to select from, as they have forced managers to up their advertising as well as marketing game. Peak seasons in the hospitality industry such as De Vere hotels tend to bring several businesses but it also leads to undue stress to the management of operations and its staff. The other management issue is the changing trends of travel and emergence of sharing economy (Malik, Madappa, and Chitranshi 2017, p. 329). Therefore, managers need to learn how to keep up with rapidly changing playing sectors and problems of distributions.

Operations in human resource of hospitality in De Vere Hotel refer to the daily functionality as well as transactions of human resource. In developing operations of De Vere Hotel, its leadership and staff experts of HR or consultants tend to focus on determining the long-range targets for HR. Operations in De Vere Hotel remain to be service offered by the department of HR with the aim of operating several businesses in different markets. Actions of HR or operational activities of HR in this hotel consist of services of management, course of recruitment, analysis of task, and administration of relationship of workers (Spencer 2015, p. 36). These performances within actions of HR in De Vere Hotel are engrave in place by administration of hospitality sector with plan of sustaining management together with staff in their day-to-day operations of business and significance towards attaining objectives and vision of a hotel. Moreover, there have been several studies conducted on the significance of the human resource management and operations as the business settings of hotels have transformed in hospitality industry into more competitive global markets. For De Vere Hotel to perform operation, HR staff members remain to top-level administrators (Williams 2016, p. 38). The tasks that operations accomplish in operations of De Vere hotel are highly visible to its workers because t focuses on the daily issues of work attributed to the ongoing needs of operations.

Human resource management in De Vere Hotel effectively helps in describing the planning process and directing the application, utilization, and development of human resource employment. HRM in this hotel remains to be that section of management process that fundamentally concerned with human constituents. In De Vere Hotel, HRM remain to be purpose within the corporation that focuses on process if management and offering direction for the individuals that work in the organization (Malik, Madappa, and Chitranshi 2017, p. 329). An enterprises human assets or put more conventionally, it is HRM tend to be one of the most essential cost form most hospitality industry. In most hotels such as De Vere, payroll is the single biggest cost items, while in restaurants together with bars it is commonly second only to costs of materials. Moreover, HRM in De Vere Hotel usually stay to be the initial point of contact amid the enterprise and its targeted clients. The ideal and effective management of HR is therefore essential to the success of the enterprise (Black 2016, p. 152). Besides, HRM policies in De Vere Hotel are normally the part of the overall policy of hospitality industry. These policies comprise the number of components that affect operations of De Vere hotels on how to be competitive in business settings. Additionally, HRM requires that professionals of HR consider the overall picture of the growth of business. It also ensures that there is need to implement different techniques and ways to make the direct contribution to company’s long-term goals (Masum 2015, p. 3). In some instances within hospitality industry, HRM in De Vere Hotel may involve counseling along with coaching of workers, development of rewards programs of employees, and developing societal plans to engage workers. Therefore, HRM in De Vere Hotel is integral to the future planning of different business within De Vere hotel as it relates to workers that support hotel to attain its strategic goals.

Corporate social responsibility (CSR) along with sustainability in hospitality industry remains to be the comprehensive approach towards organization management that is focused on developing and maximizing lasting economic, social, and environmental value. CSR in business operations of De Vere Hotel stays to be the response to the challenges of the modern global society that face different departments (Rehman, Baloch, and Sethi 2015, p. 101). The CSR concerns with the responsibility of company for society in the sense of sustainable practices if business within hospitality industry. Some of the CSR policies applied by management of De Vere Hotel to establish it operations in different new markets include appropriate management of operations. Such management assists the hotel in protecting as well as enhancing interests of several shareholders in the new markets. The policy assists the management to effectively monitor various operational activities along with performance of the hotel through overseeing business operations of the hotel (Pope and Lim 2017, p. 1733). The other CSR policy of the De Vere Hotel includes the regulation of taxes of businesses in order to work as per the regulations of a given country such as UK. The policy of regulating taxes help this hotel in minimizing the amount of threats while it maximizes various opportunities that might occur from various competitors in hospitality industry in regard to cases of fluctuation in costs of operation in a given country.

The CSR policy of development of linked contingency plans by De Vere Hotel is essential in the operation of this hotel in new or targeted market. The policies of such plans are essential in addressing prospect influence during its operations in new markets. These plans are essential in supporting operations of hotel by supporting its operational strategies to improve capacity of planning towards management of pandemic concentration and instances of threats that might arise due to conflict in the markets (Soboll and Schmude 2011, p. 1054). Therefore, CSR policy of linked contingency plans is essential in supporting operations of De Vere Hotel by enhancing the framework of operations. Besides, this policy improves the framework designed to help in improving the manner in which the hotel improves its implementations and identification o adoptions of risk mitigation during operations in new market such as in India or UK. Therefore, involvement of CSR policies can improve brand awareness of De Vere Hotel products and services and improve loyalty of clients. Consequently, CSR policies of De Vere Hotel remains to be essential because this hotel work in the heart of the cultural tours while offering accommodation and showing different guests sacred lights. Additionally, another CSR policy of De Vere Hotel is establishment of eco friendly environment in business sector  (Rehman, Baloch, and Sethi 2015, p. 102). De Vere Hotel encourages as well as endorses idea of establishing eco-tourism and all members of the team have been specially trained to remain respectful to habitat together with surrounding. Unique initiative that is developed by this CSR policy include management of waste, use of solar energy, reducing cases of pollution, and establishing a noise free plant and machinery as a way of promoting sustainable environment in new business markets (Pope and Lim 2017, p. 1733). Therefore, all these CSR policies set in place by De Vere Hotel can be replicated in the new country such as India where the management of the hotel can plan to expand their business operations.

The concept of CSR policies in UK has developed from the understanding that the hospital industry should look after not only its investors together with clients but also its workers, the greatest society and community, and even the environment. The idea gives rise to the triple bottom understanding approach of enhancing revenues and individuals round the market (Zimmerman 2018, p. 112). In UK, hospitality industry such as De Vere hotel given its large footprint both in terms of employment and consumption of natural elements like water, food, and energy has always been at the forefront towards implementation of different practices. Different issues in CSR policies in UK and India comprise of empowering decent variety among organization's workforce and dynamic practices of work to guarantee that the lodging works best in supporting distinctive clients (Blaschczok, Verster, and Broderick 2018, p. 27). However, in India, the CSR policies are under implementation so that they can gear up to minimize the adverse impacts of business operations of De Vere hotel in environment. Not restricted to environmental concerns, the hospital industry as it focus on ideas that deal with embracing different social concerns and major hotel organizations have implemented initiatives of CSR to advancement of network. According to the report by Soboll and Schmude (2011, p. 1054), initiatives of CSR policies in India are discretionary as well as voluntary, benefits of doing good tend to outweigh the costs even if the De Vere hotel is not looking for particular financial return on its operations.

Since the beginning of hospitality industry, hotel industry such as De Vere has constantly evolved and transformed to attain changing needs of different buyers. While the hospitality industry has stayed to be innovative, to face different advancements in technology that catapulted the industry into change that is unprecedented (Guix, Bonilla-Priego, and Font 2018, p. 1071). Therefore, commencing as the necessity for wandering travelers, the industry of hospitality has certainly come a long way. However, before people can predict the future operations of hospitality business, it is vital to recognize current trends in hospitality and how it developed into the billion dollar company that it is currently. However, presence of globalization in present society has made different people travel freely around the world (Blaschczok, Verster, and Broderick 2018, p. 27). The hospitality industry remains to be ever-changing and the global scene is changing quickly than ever before. As the whole, the hospitality industry continues to develop and consumers are traveling more in present days when compared to early days (Fischer 2013, p. 65). Furthermore, globe is undergoing a major shift in making decision and buying power. The changes are already happening in hospitality industry and where there is a leisure travel, meetings, together with group booking will follow. However, for an extended period, the hospitality industry has been stable where undisturbed market progress stays to be steady and revenue that pours in consistently annually.

The hospitality industry such as De Vere hotel is one of the most vital industries worldwide. The importance arises because the industry is capable of generating billions across global society. With its strong foundation on tourism sector, the industry still faces different operational shifts (Spencer 2015, p. 43). For instance, hospitality industry remains to be very sensitive industry that thrives on financial together with political stability of several destinations and finances financial along with political instability has the direct adverse impact on hospitality industry and in some cases might result to drastic revenue losses by such types of financial systems. Some potential drifts include temporary turn down of hospitality sector due to financial crisis. Here, hospitality sector remains to be one of most influenced corporations to the extent that international crisis is concerned (Zimmerman 2018, p. 112). The business depends on throwaway profits of different relations and down to influences of crunch. Additionally, the other trend is lasting development as a result of huge investments. In the end, sector of hospitality such as De Vere hotel is projected to advance mainly due to enormous reserves that are being assumed in entire globe. Changes in operations of hospitality industry have caused the stir within the company (van and Noorderhaven 2016, p. 127). It might even have shaken up the few organizations that were more passive than proactive in approach of business. The development of hospitality industry as focuses on improving the emphasis on wellbeing and health of workers, employers, and targeted clients.

Conclusion

From the above illustrations, hospitality industry forms the part of the travel, as well as tourism sector as the corporation that is always on the rise and significantly, contributes to the international economic progress. There is the international advancement in tourism along with hospitality both in arrivals of tourist and expenditure of tourism. The trends that have seen to be the key factors that affect hospitality industry are many. These trends include expanded worry of the decent variety in the workforce creation, the importance if remarkable administrations prompting extra chances leading to additional opportunities for improved revenue, and improved suffices of guests. Different strategies have also been discussed to be useful in enhancing the competitiveness of Hospitality Company. The use of corporate sustainability responsibility helps in increasing the number of De Vere hotels that apply policies friendly to the business environment. Additionally, there is general accord presently that business plays out the consistently expanding capacity in network and the obligation of organization goes past simply making income and benefits. It is clear that internationalism offers appropriate idea that helps hospitality industry to focus on towards achieving the global equity during their operations. The achievement of equity helps in increasing the growth rate of business operations. From the contextual investigation development of De Vere inn, the inn is established of the variety of sub-companies as is depicted by various scientists. Some of the major sectors of De Vere are lodging accommodation, food and beverages, travel and tourism, industry for entertainment, and timeshare.

List of References

Abdul-Aziz, A. Nor Azmi, H. Law, Y-H. and Pengiran, D. (2013) ‘Internationalization of Construction-Related Consultants: Impact of Age and Size’, Journal of Professional Issues in Engineering Education & Practice, 139(2), pp. 148–155. doi: 10.1061/(ASCE)EI.1943-5541.0000135.

Álvarez-Bermejo, J.-A., Belmonte-Ureña, L.-J. and Estrella-Ramón, A. (2016) ‘An Innovative Technology Proposal for Improving Communication, Social Reputation, and Service Quality: A Case Applied to the Hospitality Sector’, El Profesional de la Información, 25(6), pp. 960–969. doi: 10.3145/epi.2016.nov.12.

Atkinson, J. (2016) ‘“Letters aren”t good’: the operation of the right to request flexible working post-maternity leave in UK small and medium-sized companies’, Journal of Social Welfare & Family Law, 38(4), pp. 380–393. doi: 10.1080/09649069.2016.1239346.

Becker, A. (2017) ‘Human Rights in International Law? The Forgotten Origins of Human Rights in Latin America’, University of Toronto Law Journal, 67(4), pp. 465–495. doi: 10.3138/utlj.67.8.

Black, A. (2016) ‘The Librarian as Observer, Ambassador, and Tourist: Visits by Three Mid-Twentieth-Century British Librarians to the United States’, Library & Information History, 32(1/2), pp. 146–159. doi: 10.1080/17583489.2015.1128636.

Blaschczok, V., Verster, T. and Broderick, A. (2018) ‘Review of innovations in the South African collection industry’, South African Journal of Science, 114(7/8), pp. 25–33. doi: 10.17159/sajs.2018/20170360.

Ferreira, J. (2017) ‘Café nation? Exploring the growth of the UK café industry’, Area, 49(1), pp. 69–76. doi: 10.1111/area.12285.

Fischer, G. (2013) ‘Recruitment and female labour in Tanzanian hospitality companies: an exploration’, Journal of Contemporary African Studies, 31(1), pp. 62–76. doi: 10.1080/02589001.2012.758456.

Font, X. and Lynes, J. (2018) ‘Corporate social responsibility in tourism and hospitality’, Journal of Sustainable Tourism, 26(7), pp. 1027–1042. doi: 10.1080/09669582.2018.1488856.

Gowreesunkar, V. G., Naqvi, M. A. and Séraphin, H. (2018) ‘Implications of tourism development on islets: Ilot Bernaches, Mauritius, as a destination management case study’, Island Studies Journal, 13(1), pp. 251–266. doi: 10.24043/isj.26.

Guix, M., Bonilla-Priego, M. J. and Font, X. (2018) ‘The process of sustainability reporting in international hotel groups: an analysis of stakeholder inclusiveness, materiality and responsiveness’, Journal of Sustainable Tourism, 26(7), pp. 1063–1084. doi: 10.1080/09669582.2017.1410164.

Malik, R., Madappa, T. and Chitranshi, J. (2017) ‘Diversity management in tourism and hospitality: an exploratory study’, Foresight, 19(3), pp. 323–336. doi: 10.1108/FS-12-2016-0058.

Masum, A. (2015) ‘Adoption Factors of Electronic Human Resource Management (e-HRM) in Banking Industry of Bangladesh’, Journal of Social Sciences / Sosyal Bilimler Dergisi, 11(1), pp. 1–6. doi: 10.3844/jsssp.2015.1.6.

Muhammad, A., Azad, M. Hoque, K. and Beh, L. (2015) ‘Domestic Banks in Bangladesh Could Ensure Efficiency by Improving Human Resource Management Practices’, PLoS ONE, 10(7), pp. 1–17. doi: 10.1371/journal.pone.0121017.

Overå, R. (2017) ‘Local Navigations in a Global Industry: The Gendered Nature of Entrepreneurship in Ghana’s Oil and Gas Service Sector’, Journal of Development Studies, 53(3), pp. 361–374. doi: 10.1080/00220388.2016.1184250.

Pearlman, D. M. and Schaffer, J. D. (2013) ‘Labor Issues within the Hospitality and Tourism Industry: A Study of Louisiana’s Attempted Solutions’, Journal of Human Resources in Hospitality & Tourism, 12(3), pp. 217–242. doi: 10.1080/15332845.2013.769131.

Pope, S. and Lim, A. (2017) ‘International Organizations as Mobilizing Structures: World CSR Associations and Their Disparate Impacts on Members’ CSR Practices, 2000–2016’, Social Forces, 95(4), pp. 1725–1755. doi: 10.1093/sf/sox023.

Rehman, A., Baloch, Q. B. and Sethi, S. (2015) ‘Understanding the relationship between Firm’s Corporate Social Responsibility and Financial Performance: Empirical Analysis’, Abasyn University Journal of Social Sciences, 8(1), pp. 98–107. Available at: https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=108413387&site=ehost-live (Accessed: 12 November 2018).

Rehman, N. and Mubashar, T. (2017) ‘Job Stress, Psychological Capital and Turnover Intentions in Employees of Hospitality Industry’, Journal of Behavioural Sciences, 27(2), pp. 59–79. Available at: https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=127836278&site=ehost-live (Accessed: 12 November 2018).

Rober, P. and De Haene, L. (2017) ‘Hospitality in Family Therapy Practice: A Further Engagement with Jacques Derrida’, Australian & New Zealand Journal of Family Therapy, 38(3), pp. 378–390. doi: 10.1002/anzf.1254.

Sanni, S. Hongoro, C. Ndinda, C. and Wisdom, J. (2018) ‘Assessment of the multi-sectoral approach to tobacco control policies in South Africa and Togo’, BMC Public Health, 18(1), p. 1-22. doi: 10.1186/s12889-018-5829-3.

Soboll, A. and Schmude, J. (2011) ‘Simulating Tourism Water Consumption Under Climate Change Conditions Using Agent-Based Modeling: The Example of Ski Areas’, Annals of the Association of American Geographers, 101(5), pp. 1049–1066. doi: 10.1080/00045608.2011.561126.

Spencer, A. (2015) ‘Challenging the Reductionist Epistemology of Technology Adoption Research in the Travel Industry’, Journal of Eastern Caribbean Studies, 40(3), pp. 24–61. Available at: https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=121260962&site=ehost-live (Accessed: 12 November 2018).

T?tar, C., Herman, G. V. and Giurgiu, A. (2017) ‘Analysis of the Licensed Tourist Guides’ Evolution of Romania and Critical Issues Affecting Their Activity’, Annals of the University of Oradea, Geography Series / Analele Universitatii din Oradea, Seria Geografie, 27(2), pp. 230–235. Available at: https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=130781684&site=ehost-live (Accessed: 12 November 2018).

van den Berg, P. and Noorderhaven, N. (2016) ‘A Users’ Perspective on Corruption: SMEs in the Hospitality Sector in Kenya’, African Studies, 75(1), pp. 114–132. doi: 10.1080/00020184.2015.1129138.

Wenlan, W. Shenghua, H. Hongbiao, Y. and Zheng K. (2018) ‘Employees’ Emotional Labor and Emotional Exhaustion: Trust and Gender as Moderators’, Social Behavior & Personality: an international journal, 46(5), pp. 733–748. doi: 10.2224/sbp.6745.

Williams, S. (2016) ‘All-star African hospitality’, New African, 1(559), pp. 38–39. Available at: https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=113860398&site=ehost-live (Accessed: 12 November 2018).

Zimmerman, M. (2018) ‘HOSPITALITY: giants’, Interior Design, 89(14), pp. 107–120. Available at: https://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=132221966&site=ehost-live (Accessed: 12 November 2018).