Benchmark of the Egyptian Hotel Sector - Essay Example

Benchmarking in the Egyptian hotel sector involved administering questionnaires to staff members of hotels who acted as respondents. 128 managers from selected star hotels located in Cairo, Alexandrian, Aswan and Sharm el- sheikh cities took part as respondents (Nassar 2012). The questionnaires contained three sections that sought information on respondents and their hotels, their attitude towards benchmarking and their perceptions drawn from their understanding of advantages and barriers of benchmarking.

The methodology used in Taiwan was the conduction of a case study. Relevant statistical data and information were obtained from reports on international tourists’ hotels' operations. This data was provided by the Tourism Bureau, an entity in the Ministry of Transport and Communication (Wei-Wen, Lan & Yu-Ting 2013). Some 80 hotels were used for the case study. The DEA (data envelopment analysis) approach was applied to identify the periods that sustained high performance by the hotel industry.

The benchmarking process carried out in Egypt was an empirical case. Questionnaires developed obtained feedback from a given number of respondents that provided information used to conclude the hotels in the country. The process utilized an average number of 128 managers in 5-star hotels in Egypt (Nassar 2012). The benchmarking applied in Taiwan was performance benchmarking. The activity was empirical as well, involving the use of statistical data. The data was obtained from 80 international tourists hotels in the country.

It was further used to draw out conclusions on the performance of the mentioned hotels. Findings and conclusions were made after successful benchmarking. In Egypt, participants in the benchmarking displayed a positive attitude towards the process. They clearly understood that the initiative served the purpose of enhancing the quality and providing a platform for connecting different or similar businesses in a way that is beneficial and inexpensive at the same time (Nassar 2012).  

However, a certain percentage of people were unwilling to use benchmarking as a tool in their businesses. They were particularly unwilling to share all sorts of information with potential partners who took part in benchmarking. They doubted that their competitors would outshine them if they got this vital information. In Taiwan, the findings from the case study indicated that 9 of the 80 international tourist hotels used during the case study sustained a high performance (Wei-Wen, Lan & Yu-Ting 2013). These hotels had a divergent business strategy concerning their employees, products, prices, amount of guests, among other key aspects.