This paper presents a comprehensive decision-making framework designed for family-owned hotels, specifically focusing on evaluating and selecting suppliers and strategic partners, with a particular emphasis on Iranian holding companies and five-star hotels.
The research emphasizes the unique position of family-owned hotels as not only commercial enterprises but also embodiments of tradition, personal touch and community engagement, which sets them apart in a competitive market. Through a detailed literature review, methodology and analysis, including fuzzy analysis and the TOPSIS method, the study systematically evaluates various criteria crucial for selecting suppliers and strategic partners.
The framework evaluates criteria such as price competitiveness, quality of products/services, reliability and timeliness, flexibility and scalability, communication and responsiveness, after-sales service and support, ethical and sustainable practices, technology and innovation, and compatibility with business culture. By integrating these parameters, the framework addresses both operational needs and strategic objectives, ensuring chosen suppliers and partners align with the hotels' core values and operational requirements.
The study offers valuable insights for family-owned hospitality businesses to navigate supplier and strategic partner selection, and opens avenues for future research, particularly in adapting to technological advancements, sustainability practices and the evolving dynamics of the hospitality industry.
The research underscores the significance of family-owned hotels in fostering tradition, personal connection and community engagement, contributing to the social fabric of the hospitality industry.
This paper provides a unique perspective on supplier and strategic partner selection, tailored for family-owned hotels and offers a comprehensive framework that integrates both operational needs and strategic objectives, ensuring alignment with core values and requirements.
