Key success factors for developing and managing a guesthouse
Abstract
The primary goal of this study was to determine Key Success Factors
(KSFs) for developing and managing a guesthouse. A literature study
was done and an empirical research study was performed to determine
these KSFs. Three research objectives were derived from the primary
research goal.
The first objective was to indicate the development of the South
African guesthouse and was achieved by contextualising hospitality
within a historical perspective and by giving an indication of the
economic contribution of guesthouses in South Africa. In this regard it
was found that development of the South African guesthouse sector
was influenced by development of French pensions and British
boarding houses. As the twentieth century progressed, accommodation
needs of guests shifted from traditional types of accommodation. such
as hotels, to specialist accommodation, of which guesthouses are the
most popular. It was found that a reason for this paradigm shift is that
traditional accommodation types no longer serve the needs of modern
guests. The current 26 000 guesthouses in South Africa have
contributed an estimated R26 billion to the South African economy.
The second objective was to use the data acquired through the
research of subject related literature to determine aspects for
guesthouse development and management where it was found that
aspects of strategic planning are the backbone support of strategic
management and that aspects of financial planning and management
are vital to the financial survival of the guesthouse. Aspects of human
resources distinguish certain characteristics required of an owner-manager
to develop and manage a guesthouse. Regarding aspects of
human resources, it was found that few owner-managers in the George
District incorporate legal aspects of employment with the management
process of their guesthouses. These legal aspects of employment are
important because law requires their implementation, seeing that it
serves to protect both the owner-manager and the employee. The last
identified aspects regarding the second research objective were
operational aspects. Important operational aspects include operational
hard and soft systems, the pre-arrival phase of guests, the arrival phase
of guests, administrational procedures, the departure phase,
accessories and unique services and facilities provided by the
guesthouse to distinguish itself from competition.
The third objective was to reflect the results of the empirical research
to determine KSFs for developing and managing a guesthouse. It was
achieved by identifying a study population (N=30) in George
(Western Cape) and handing out a structured questionnaire to each of
the owner-managers. These questionnaires were statistically analysed
to determine the KSFs for developing and managing a guesthouse.
Regarding the third research objective, KSFs were identified that
owner-managers can apply to overcome developmental or managerial
obstacles in the process of developing and managing their guesthouses
as successful small businesses, e.g. a high standard of quality,
courtesy, giving credit where credit is due, self-efficiency, keeping
promises, sharing positive information freely, providing services and
facilities that meet the needs of guests, hygiene, efficient welcoming
of guests, the right location and knowledge of target market.