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Montreal and Toronto Tourism Research Partnership “Collaborate to Compete”

Montreal and Toronto Tourism Research Partnership “Collaborate to Compete”. April 30 – May 1, 2010 Ted Rogers School of Hospitality and Tourism Management. Entrepreneurship, Strategy and Performance. François Pageau M.Sc. Institut de tourisme et d’hôtellerie du Québec Avril 2010.

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Montreal and Toronto Tourism Research Partnership “Collaborate to Compete”

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  1. Montreal and Toronto Tourism Research Partnership“Collaborate to Compete” April 30 – May 1, 2010Ted Rogers School of Hospitality and Tourism Management

  2. Entrepreneurship, Strategy and Performance François Pageau M.Sc. Institut de tourisme et d’hôtellerie du Québec Avril 2010

  3. Joint Research Project2010-2011 • Christine Demen Meir Ph.D. École hôtelière de Lausanne • François Pageau M.Sc. Institut de tourisme et d’hôtellerie du Québec Babillard de l’ITHQ http://www.ithq.qc.ca/fr/babillard.php

  4. Methodology • Quantitative exploratory study and quantitative study to verify hypotheses • Adaption to the Quebec context in terms of issues and typologies • Adaption of concepts and theories to the specifics of small and very small businesses in the restaurant industry • Understand the weight of determinants of performance of a small business in the restaurant industry Objectives

  5. Theoretical Framework

  6. Entrepreneur in the restaurant field • The psychological profile is linked to motivations (Frade et Reixach, 1997) • The abilities of the manager have a more direct influence on the performance of the organization than does his or her personality (Louart, Kokou-Dokou, Molin et Nirrengarten, 2005)

  7. Congruence of strategies • Confirmation of the congruence of strategic choices advocated by numerous researchers specializing in SME’s (Asquin et Marion, 2005, Boutillier, 2005, Chappoz, 1991, Collis et Montgomery, 1995, Kotey et Meredith, 1997, Marchesnay, 2002, Sirieix et Filser, 2003, Tarondeau et Wright, 1995) • Mass customerization or « adaptative differentiation » responds to a paradox in the mode of consumption i.e. post-modern personalization and « best value » (Pine, 1993) (Everaere, 1997) (Blecker et Abdelkafi, 2005) (Drancourt, 2006) • Partnership favours cost control and/or increasing revenue(Loup,2003, Jaouen, 2004, Yami, 2003, Lecoq and Yami, 2002, Keller, 2001, Mintzberg , 1999)

  8. Congruence of strategies • Confirmation of the congruence of the strategic choices advocated by numerous researchers specializing in SME’s (Asquin et Marion, 2005, Boutillier, 2005, Chappoz, 1991, Collis et Montgomery, 1995, Kotey et Meredith, 1997, Marchesnay, 2002, Sirieix et Filser, 2003, Tarondeau et Wright, 1995) • The «Blue Ocean» strategy is reaching a constant differentiation and controling his construction costs on building and communicating his distinction(Kim et Mauborgne, 2005, Marmuse, 1997, Keller-Sternthal; and Tybout, 2002 ) « Success does not come from a struggle against the competition, but rather by making the competition irrelevant through achieving dominance in new segments of previously untapped markets « The Blue Oceans »(Kim et Mauborgne 2005)

  9. Performance • Performance of an SME • Numerous and varied definitions in the literature • Economic performance adapted to the circumstances of the SME (Jarvis et all, 2000) with a variety of financial indicators, i.e. cash flow • Select one specific indicator (Wood, 2006)

  10. Next Steps • Exploratory study :Interviews with restaurateurs • Survey – objective 300 independent restaurateurs • Analysis of data • Conclusions regarding the hypotheses • Joint publications EHL/ITHQ

  11. Thank You ! • Joint Research EHL/ITHQ • Links with: Conclusions to come !

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