Business Performance and Strategic Management Options in Hospitality: The Case of Lisbon City

  •  Sérgio Borges    
  •  Nuno Gustavo    


This research addresses the growing hotel market phenomenon where two dominant strategic management models coexist: Hotel chains and independent hotels. In this context, this research intends to study the main strategic and operational management differences of these two business models and their differences in terms of business performance.

The case study presented focuses on the city of Lisbon (Portugal) with a total sample of 114 hotels surveyed. Taking the Balanced Scorecard methodology as reference for the empirical analysis, the several associated indicators allowed us to compare and understand the differences in performance between the hotels integrated in international chains and the independent ones, or those belonging to small local hotel groups. The SPSS 20.0 version was used to carry out the research analysis.

If, on the one hand, the empirical evidence points to the fact that units integrated in hotel chains have more standard operating procedures and a more complex management structure, on the other, with respect to various financial indicators (Gross Operating Profit, Room Profit and Food & Beverage Profit, etc.) there were no significant differences between the two types of hotel management model.


This work is licensed under a Creative Commons Attribution 4.0 License.