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논문 기본 정보

자료유형
학술저널
저자정보
저널정보
한국호텔관광학회 호텔관광연구 호텔관광연구 제2권 제2호 (통권 제3권)
발행연도
2000.9
수록면
155 - 170 (16page)

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초록· 키워드

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Outsourcing for hotel business is more than contracting for people or assets. It is contracting for positive results. Moving work out of a hotel organization should always be undertaken with a great deal of deliberation. The objective of this study is to investigate the possibility of introduction of outsourcing strategy and its limitations in the hotel business in Korea. Based on the secondary data collected from two of domestic hotel companies, the findings show good evidences for hotel companies to outsource their services in terms of cost-saving and performance efficiency. Most hotel companies choose to outsource carefully selected noncore activities that can be accomplished quicker, cheaper, and better by outside resources. The intent of outsourcing is to focus management on core competencies and to expose certain activities to the competitive pressure of their own marketplace, ensuring that they are performed by the highest quality and most efficient means possible. Outsourcing may also be appropriate when demand for a particular service is extremely variable or when skills ro technologies associated with the delivery of a service are about to change or become obsolete. An understanding regarding expected outcomes shared by the purchaser and provider should determine the nature, terms, and conditions of the contract. Many hotel companies need continuous, reliable, and uninterrupted services from outsourcing providers. A successful outsourcing arrangement means building strong relationships among all parties involved in the contract. The arrangement have to include guarantees for service delivery, negotiation conditions, and exit clauses. With such guarantees, hotels could protected from unforeseen business changes, the financial instability of the outsourcing provider, and the failure to deliver services as specified. Thus, before contracting out, it is imperative that hotel companies must investigate the marketplace more thoroughly to see which other companies are capable of providing the sevices that they need. It is also important to select an outsourcing provider with a demonstrated ability to deliver services as promised in a contract.

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UCI(KEPA) : I410-ECN-0101-2018-326-002155555