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CONTENTS
Introduction
Tree of Science
Purpose
Data and Methodology
Results
Conclusions
References
INTRODUCTION
Despite the large investment in
hospitality services in Tunisia,
hotel performance indicators
have continued to decline, and
have not shown any sign of
recovery over the last ten years.
Despite the increasing number of
tourist arrivals in Tunisia, some
hotels still suffer from a
deficiency of profitability and
therefore an inability to pay
back debts. (Aissa & Goaied,
2016)
Fuente: Disponible en: https://www.google.com.co/search?q=hotels+in+tunisian&npsic
INTRODUCTION
Out of 548 classified hotel
facilities, 333 facilities are
listed at the information
center as being in debt to
banking institutions.
According to the ‘National
Commission for Enterprises in
Difficulty’, for the year 2010,
over 50% of companies are
from the tourism sector
(African Development Bank,
2012)
• Under the
Endogenous
Factors control of hotel
management.
Hotel
Profitability
• Under the
External control of
Factors tourism decision
Aissa & Goaied, 2016
makers.
Management efficiency and hotel profitability (EFF)
This, is one of the first studies aimed at International chain affiliation and hotel profitability (INT-CHAIN)
measuring efficiency scores and
considers the association between Management contracting and hotel profitability (MGT-CONTRACT)
productive efficiency and financial
hotel performance in the tourism All-inclusive system and hotel profitability (ALL-IN)
industry in Tunisia (Aissa & Goaied,
2016). Hotel location and profitability (SCENIC-AREA & COASTAL-AREA)
scores
(DEA)
Aissa & Goaied, 2016
(Output Y)
(Food and Beverage Cost)
(Cannot be feasibly distributed)
DATA AND METHODOLOGY
They use the Farrell/Debreu-type output-oriented technical
efficiency measure and they try to estimate efficiency score
for each hotelj (j=1…n).
Estimation of
efficiency
scores
(DEA)
Aissa & Goaied, 2016
37%
65%
They find that hotels need ten years to reach their optimal
profitability. It starts to decline, after this period.
An optimal investment should be set up using equity financing with moderate size
hotels located in attractive destinations, especially in scenic areas.
Striving for an affiliation with an international chain and choosing to operate under
management contract, which can assure management performance by skilled
managers, is another crucial factor.
Finally, sustaining continuous investment for amenities to maintain the
attractiveness of the hotel and increase income is essential.
At the policy level, it is imperative that decision makers boost the country's
attractiveness and promote educational awareness in the tourist sector to enhance
hotel profitability.
The study needs to be complemented by additional empirical studies showing the
effects of other macro and micro factors on hotel profitability (Aissa & Goaied, 2016).
References
Aissa S. & Goaied (2016). Determinants of Tunisian hotel profitability: The role of managerial
efficiency. Tourism Management 52, 478-487.
African Development Bank. (2012). Tunisia: Interim country strategy paper 2012-2013.
Athanasoglou, P. P., Brissimis, S. N., & Delis, M. D. (2008). Bank-specific, industryspecific and
macroeconomic determinants of bank profitability. Journal of International Financial Markets,
Institutions and Money, 18(2), 121-136.
Baltagi, B. H. (2005). Econometric analysis of panel data (3rd ed.). West Sussex, England: John Wiley
and Sons, Ltd.
Barros, C. P. (2005). Measuring efficiency in the hotel sector. Annals of Tourism Research, 32(2), 456-
477.
Chen, C. F., & Soo, K. T. (2007). Cost structure and productivity growth of the Taiwanese
international tourist hotels. Tourism Management, 28(6), 1400-1407.
Gonzalez-Hermosillo, B., Pazarbasioglu, C., & Billings, R. (1997). Determinants of banking system
fragility: a case study of Mexico. International Fund Staff Papers, 44, 295-314.
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