Table 3 - uploaded by Cornelia Pop
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The lodging industry can be considered the core of tourism
industry within a destination.
Tourism development within a destination is interlinked with an adequate
supply of accommodation facilities tailored to tourist demands. The present
paper investigates the current profile of Romanian hotel industry, the dominant
sector of Romanian lodging indu...
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Nowadays tourism is an important factor for socio-cultural transformations which are particularly noticeable in tourist reception regions. We can observe two major trends of cultural changes. In the regions of mass tourism (mainly of recreational function) we have to face the progressive westernization of space, which is most visible in a sort of u...
Citations
... Another great advantage of Bulgaria was the attraction of German investors, who allocated sufficient funds to invest in old hotels or build new ones [58]. The development of 3-4-5-star accommodation structures on the Bulgarian coast, with higher quality standards, compared to the direction of accommodation structures on the Romanian coast towards 2-3 stars, often characterized by a dubious quality of services [59], together with not so clean beaches, a lack of entertainment facilities, and the poor quality of services outside hotels [60] were other factors affecting the image of the Romanian resorts while also increasing the attractiveness of the Bulgarian coast for Romanians. The Bulgarian government also helped the diversification of accommodation types by passing a law for an official classification of types of hotels, allowing the formations of aparthotels, spas, condo hotels, and holiday villages [61]. ...
Until 2020, sea and sun destinations all over the world experienced a surge in the number of tourists, including those in Central and Eastern European countries. During and after the pandemic period, changes in the main source markets took place. Consequently, this paper aims to analyze the main reasons Romanian tourists choose a destination on the Romanian or Bulgarian seaside for their holiday, using semi-structured interviews with tourists and subsequently the narrative analysis technique. The results indicate that their reasons fall into four categories, namely: (i) hedonistic consumption (available products and services, amenities, and the physical environment); (ii) functional value (value for money, subsidies, quality of services, accessibility, and convenience); (iii) tourist hesitation (situational constraints and perceived risks); and (iv) social value. Additionally, based on their choices, we identified five main categories of tourists—two of them include tourists who travel to the Bulgarian resorts either due to the perceived higher quality of services or because it is the cheapest option, while the remaining three categories refer to tourists choosing the Romanian seaside. Implications for Romanian stakeholders are also discussed.
... In Romania, the concern for security and safety was very low in the post-communist period, which is why Romanian tourists were not educated to be concerned about this aspect [95]. The next generations of Romanian tourists perceived the importance of safety and security in terms of an evolution of quality standards in the field and an evolution of the hospitality industry in our country [96]. We currently have a generation concerned with safety and security issues, as essential attributes of tourism services [97]. ...
This study investigates safety and security from the perspective of Romanian tourists by assessing the level of importance that tourists give to safety and security depending on the level of classification of the services they experienced and the generation to which they belong. We used a quantitative research method in the form of a questionnaire and analysed eight dimensions of safety and security: detectors, emergency preparedness, medical preparedness, staff security, guestroom security, pool and beach security, hotel access control, and cyber security. We identified the differences between tourists’ perception of safety and security depending on the level of classification of accommodation services and on generation.
... Romania has a similar hotel market to the European fragmented structure, dominated by individually and/or family owned hotels or hotel groups, documented by Pop (2014) also showing the relatively low profile of the Romanian hotel industry. The penetration of international hotel brands on the Romanian market was first investigated by Pop et al. (2007) and further confirmed by Coros and Negrusa (2014). ...
... The majority of the 34 enterprises, 88.24%, operate one branded hotel each. Only Continental Hotels SA, one of the few Romanian hotel groups identified by Pop (2014), operates the four Ibis hotels. Another hotel group, Ana Hotels SA (Pop, 2014), operates other 2 branded hotels: Athenee Palace Hilton and Crowne Plaza, both in Bucharest. ...
... Only Continental Hotels SA, one of the few Romanian hotel groups identified by Pop (2014), operates the four Ibis hotels. Another hotel group, Ana Hotels SA (Pop, 2014), operates other 2 branded hotels: Athenee Palace Hilton and Crowne Plaza, both in Bucharest. Two more enterprises operate two branded hotels each, Pritax Invest SRL with Golden Tulip hotels in Sibiu and Cluj-Napoca, and Parc Hotels SA with two Ramada hotels (Ramada Parc and Ramada Plaza) in Bucharest. ...
The presence of branded hotels in Romania remains relatively modest after two decades
since the first Sofitel (Accor Hotels) entered the market. Thus, the number of branded hotels increased since 2005 when they were first investigated. The present study investigates the RevPAR of the Romanian hotels that have joined an international brand, either hard (franchising and management contracts) or soft (affiliation), and the hotel operators’ net financial results over a five year period 2012-2016. The results of this exploratory study reveal that the most notorious brands operating in Romania are also those generating the highest RevPAR. Further, the results show that operating a brand outside Bucharest (mainly a hard brand) proves to generate constantly net profit
for most of the respective hotel operators, despite a RevPAR below the European average. This finding suggests that the brand notoriety generates an increased occupancy rate. The results indirectly point out that most of the branded hotels’ operators seem to struggle on the crowded Bucharest hotel market enhancing the idea of internal inefficiencies. Given the structure of the Romanian hotel industry, the partnership with an international brand seems to be worth the effort mainly if the brand is appropriately chosen taking into consideration the hotel location and size.
... Travel & Tourism can be a catalyst for improving livelihoods throughout the country (Candrea, 2013) and has been identified as such by Romania's leaders as a focal point of the country's National Development Plan. Despite being a communist country, during the 1970s and beginning of the 1980s, Romania managed to attract an important number of foreign tourists through affordable accommodation and an adequate level of quality (Pop, 2014). The Romanian tourism accommodation supply is still based on infrastucture built mainly in 1970s for mass tourism, one of the reasons that it is unattractive and uncompetitive on the international market (Coroș & Negrușa, 2014). ...
Tourism in the era of the sharing economy adopts a model based on a global concept with a local practice. The traditional tourism offer is based on the attractiveness of a destination, expressed by a system of characteristics of the destination itself and a range of services related to accommodation, transport and food. The tourism model of sharing economy, instead, is based on the development of shared services that stimulate the flows of tourists. Traditional destinations are then alongside new destinations that, thanks to some factors that drive the development of sharing economy platforms, attract tourists, change behaviours and modify competitive dynamics. The new paradigm of could be briefly described by the 4 Ts of sharing economy: Trust, Togetherness, Technology and Transformation.
... The present paper is the first to investigate the factors that influence the trading activity of the Romanian hotel companies and the findings are confirmed by the studies of Pop (2014) regarding the hotel industry profile, and Pop et al (2014) regarding the insider trading of the companies under scrutiny. ...
... One company owns/ operates only villas (Neptun-Olimp, symbol NEOL). The other lodgings owned/ operated by the respective companies were ignored since the hotels are the dominating type of accommodation according to Pop (2014); in 5 cases the existence of hotels among the respective companies' assets could not be established. ...
... This fading is further confirmed by the absence of websites in the case of 51% of the hotel companies under scrutiny. Furthermore, the findings of Pop (2014) support also this finding by revealing Romanian hotel companies lack of development strategies and the absence of domestic brands for the same companies. ...
The hotel industry is an important component of any tourist destination. However, fewer studies are dedicated to hotel industry than to the tourism and travel sector as a whole. Even less studies are available on hotel companies listed on stock exchanges around the world. The present study completes the profile of Romanian hotel industry by analyzing the traded hotel companies on Romanian stock exchange. The findings imply that the listed hotel companies are rather traded by those investors who are involved in the ownership concentration process. For the analyzed period, the free float of a company, the market capitalization seem to be factors that play a role in the trading decision of portfolio investors, while financial ratios are almost ignored.
Alongside the seaside resorts, mountain resorts are among the main favorite tourist destinations in Romania. The purposes for choosing a specific hotel in a mountain resort are influenced by the visit’s purpose: sports attractions, picturesque beauty, cultural heritage, or recreational tourism. The length of stay (LOS) of a visitor has great significance for any touristic location in a mountain area as highlights revenue levels collected and consumption, regardless of the intention of visit. The primary objective of the current study is to determine how the average duration of stay of visitors to Poiana Brasov Mountain resort for full-service hotels is influenced by their nationality and tourist type.
The aim of the present paper is related to three specific objectives. First, it establishes the typical duration of stay for the full-service hotels in the most well-known Romanian Mountain resort, Poiana Brasov. Secondly, it summarily investigates the proportion to which the tourists’ nationality and typology determine the tourists’ average length of stay in this mountain touristic destination. Lastly, it investigates how much the winter months and the seasons of the year affect the typical duration of stay. In light of the major objectives of the current article, the investigated population consists of domestic and international travelers who have selected Poiana Brasov Mountain resort as their vacation destination and have taken use of hotel amenities. Data collection was fulfilled using the Booking.com site.
This chapter aims at identifying the role and perspectives of rural tourism in one of Romania's most attractive destinations, Transylvania. Rural tourism and rurality are conceptualized, followed by a literature review on the major pillars of rural tourism. Identified elements are linked to Transylvania's resources aiming at assessing its rural tourist potential, focusing on the area's rural tourism supply and demand. Potential recommendations include to work on the further development of rural and agritourism in Transylvania's multicultural villages, building promotion strategies around success cases such as Mărginimea Sibiului, Sâncraiu, Şirnea and the entire Bran-Fundata-Moieciu area, Viscri and the Saxon heritage, the UNESCO Heritage sites. Nature and wilderness are important differentiation elements. The success of any destination can only be achieved based on the joint efforts of all stakeholders. Thus, DMO strategies are formulated. To be internationally competitive, Transylvania must capitalize on its unique assets and it must provide diversified and integrated services.
The customer experience is the lifeline of all hospitality providers and therefore requires special attention to the exact talent domains that are necessary for competitive existence in the highly fragmented marketplace. Robust training and continuing education are necessary elements to maintain employee readiness and competitiveness in most industries and business sectors. Understanding the most critical needs for operational improvement, aligned with the components that determine good and bad service, is critical touch point for hospitality managers.
