Guest houses success: the experience of five small enterprises in a turbulent environment

• Main Author: De Winter, Tina
• Published: 2010
• Subjects: Success in business; Boarding houses; Small business
• Online Access: http://hdl.handle.net/10210/3459

M.Comm. === The study was concerned with the problem of the long-term survival and success of SMEs in the tourism industry in a turbulent global operating environment, as well as in hostile conditions, such as unexpected changes, or disaster in the operating environments of the small businesses. The study was prompted by the high failure rate of SMEs worldwide and in SA. The tourism industry has a predominance of small business and was identified by SA as the industry of choice to support for the achievement of macroeconomic goals that include economic stability, poverty alleviation and employment creation. The overall objective of the study was to explore and examine factors located within the three operating environments (macro, industry and micro), that contribute to the survival and long-term success of tourism SMEs (five guest houses on the Dolphin Coast), operating in a turbulent global environment and hostile conditions such as disaster and unexpected events. The study explored and explained factors from four interrelated perspectives, namely a macro, meso, micro and chrono contexts; to examine the way in which the guest houses engaged with their environments; to determine the role of networks and clusters in the process; and to determine the impact of industry-specific and sector-specific factors on success. The study used an embedded case study methodology to assess five tourism SMEs, guest houses, located on the east coast of SA in a region known as the Dolphin Coast. The area was studied over a three year period from 2005 to 2007, a period of favourable economic and industry conditions globally and nationally (SA). Slowing economic conditions, severe coastal storms, rates increases and changes in the external environment provided conditions of turbulence and hostility in which to assess the responses of the guest houses, compared to activity and perceptions in the prior stable conditions. Porter’s (1980; 1990; 1996; 2000) theoretical frameworks, including the Diamond Model, the Five Forces Model and augmentations to these models were used to guide the research and interpretation of results. The study concluded that various sets of interlinked factors located in the macro, industry and internal (micro) operating environment of the firm, contributed to the success and constraints experienced by the guest houses. The presence of elements in the environments does not facilitate or ensure success, but success is dependent on the actions and choices of leaders and managers. These actions and choices are, in turn, guided by the values and culture present in the environment and are affected by human agency and efficacy.