Sustainable management in the hospitality industry is not a new concept. In the past, the industry has been focusing on the importance of sustainability. This supports hotel development and its operations. Moreover, environmental, socio-economic, and cultural impacts of the industry have been emphasized. Sustainable development denotes concepts that currently spin around every industry globally. In the past, the hotel industry had a spectacular environmental impact especially through power and water usage, consumption of durable goods, waste generation-solid, as well as liquid wastes. Energy is consumed during HVAC operations, general lighting, fuel, or normal power requirements. Water is similarly utilized for bathrooms, other regular operations. Waste is accrued through the disposal of used papers, old batteries, bulbs, and furniture or appliances.
Economically, the use of renewable energy is adopted. Use of solar panels, geothermal, and wind drawn energy is applied currently because of they are cheap or affordable (Bricker et al. 167). Green energy has been embraced to property level. Socially, some interventions have achieved sustainable development in the hospitality industry. A remarkable progress has been attained through the adoption of the corporate social responsibility (CSR) projects and other related programs (Bricker et al. 170). There are also the green buildings normally used for new development initiatives and projects. Certain countries have also adopted the use educational programs as a platform for discussions, critical, and creative thinking. These programs bolster the transformational agenda through informed discussions; for instance, on the global challenges and strides of sustainability.
Some events can be conducted in a hotel. These include but not limited to catering, conference services, convention events, hospitality facilities, plenary meetings, trade fares, as well as shows. Besides, others entail special events like wedding, birthday ceremonies, and exhibitions. Hoteliers should work on innovations, which promote sustainable practices. These practices should encourage business interests, a market target such as travelers and the communities. The pro-participants' activities must be nurtured and implemented by every player in the industry (Timothy 200). This can essentially assist in their prospects to establish a tangible business empire based on sustainability.
Events and other meetings around the world are considered as the most lucrative and equally fast expanding opportunities in the hospitality industry. However, it is very unpredictable to foresee the exact number of such events or meetings that would occur every year. In a wide spectrum, meetings and these events contribute meaningfully to the economy of target countries. They influence greatly on the number of employment opportunities created and the overall income (Vinnie 105). An event is significantly the first to deliver the greatest outcome on investment as compared to other marketing tools. It is considerably expensive to host due to its short-span. For that reason, event planning of hotels should have a well-built relationship with their prospective customers. They should also model a lasting association with their suppliers, employees, and the communities equally (Timothy 190). Events require long and well-orchestrated planning. It happens occasionally and has a magnificent amount of risks. Risks are both financial and safety related (Sloan et al. 57). Events or meetings entail many stakeholders. They can be grouped as perishable, laborious, fixed timelines, intangible, much personal interaction, ambiance, ritual, as well as ceremonious (Sloan et al. 49).
High level of competition greatly influences on the event planning. Globalization and other cost-related pressures are further affected (Bricker et al. 171). Hoteliers address these factors amicably to reap big on events and meetings. They should similarly, practice their brand, policies, and further strengthen their gist in marketing to exploit the possible gains linked to events. Ideally, the industry should emphasize on its corporate reputation. The industry should build and strengthen an outstanding reputation; thus remain viable (Vinnie 103). It can accrue benefits such as command premium costs for their offered services, retaining client loyalty, perennial survival from controversies, seeking to expand internationally, the creation of a sustainable, as well as a lasting competitive advantage. Additionally, other benefits entail the ability to hire and retain top performers (employees) to the industry, improving workers morale, as well as loyalty. They will also encounter minimal risks of the industry crisis. Finally, the industry will have stable stock prices in comparison to others (Bricker et al. 180).
During planning, some issues should be addressed. The planners should understand and execute the principles of sustainability or sustainable development. They should apply these principles in varied contexts especially during event planning, implementation, monitoring, as well as evaluation. Various principles underpin and encompass sustainable development in the hospitality industry. They include responsibility, pure commitment, leadership, environmental surveys, cooperation, education, as well as social creativity (Bricker et al. 169). Therefore, planners should comprehend these principles to enable them to build sturdy relationships and lasting alliances with customers.
Event planning should recognize and critically assess possible impacts, either positive or negative, of the prospected events or meetings. They should range from environmental, socio-economic, cultural beliefs, as well as political sustainability (Dana 326). This can assist in promoting and enhancements to the quality, value of life, or wider well-being for local as well as regional growth. The tool aims at hosting sustainable meetings and other events in a way that enables visitors, delegates, and other participants have a prime time or enjoy hotel facilities. It should not cause any adverse influence on the host environment, their culture, and even social fabric of the local community (Dana 340). It implies that events should result in economic gains whilst equally preserving the value of the environment and societal life.
Event planning should also recognize and understand the prospective stakeholders hence modeling processes that enhance their active participation in every bit of decision-making. The success of any event is based on its ability to balance every competing need, possible expectations, and underlying interests drawn from the stakeholders (Dana 345). Planners should henceforth employ the community approach model so that a framework is provided for building sturdy partnerships. Event planning is an opportunity of re-imagining and needs creation. The planners should connect visitors and participants to the destination’s culture and other arts. This strengthens the hospitality industry with the local communities.
Event planning plays a significant role in understanding the cultural and other social relevance of such events to the local communities. Events or meetings are a mirror reflection of community's culture and their way of life. Nevertheless, the host community has the better share of burdens caused by events. They are ideally required to participate fully by accepting and embracing the visitors. They further have to pay extra costs for infrastructure and other essential resources. It is projected that events should, directly and indirectly, affect the lives of the locals (Vinnie 104). Event planning should also design as well as implement process that provides goods and services, which incorporate principles or other practices of sustainable development. Events are fundamentally founded on activities of varied types, varied sizes, and time spans; thus, the need for sophisticated planning or thorough administration to guarantee their success is mandatory (Dana 330).
Event Risk Management
Despite the high prospects of events and meetings on the economy, event risks are inevitable. Risks such as financial and safety are predominantly associated with events (Vinnie 106). It is paramount that the hoteliers and other hospitality industry players lay down measures and appropriate strategies to address these risks. The industry should model environmentally, socially, economically, as well as culturally sound strategies to assist in managing underlying risks. In pursuit of sustainable hotel development, these initiatives should meet and surpass the threshold of relevant local, country, regional, or global set standards. Sustainability is meant to foster business direction, improve on net profits or participants values, as well as experiences without compromising the quality of the environment.
Involvement of every primary stakeholder such as the community, the industry, as well as the government during the formulation and execution of the industry plans. This aids in boosting the lasting success of events and other meetings. The industry should raise awareness by conducting training or campaigns to staff and the participants. Principles of best practices employed in sustainable hotel industry should be emphasized. Exchange and sharing of information should be promoted between the event organizers and the stakeholders. This assists in strengthening attitudes, key values, and the actions that are supporting the sustainability of hotel industry.
In conclusion, a successful sustainable hospitality industry calls for prudent and concerted measures drawn from all the stakeholders. This assists in maximizing the profits and economic gains from events or meetings without necessarily compromising the principles of sustainability. Critical event planning and event risk management are vital for full potential exploitation of the events.
Works Cited
Jauhari, Vinnie. Managing Sustainability in the Hospitality and Tourism Industry: Paradigms and Directions for the Future. Advances in Hospitality and Tourism. New Jersey: CRC Press, 2014. Print.
Kelly, Bricker, Rosemary, Black, and Stuart Cottrell. Sustainable Tourism & the Millennium Development Goals: Effecting Positive Change. Burlington, MA: Jones & Bartlett Learning, 2013. Print.
Lockyer, Timothy. The International Hotel Industry: Sustainable Management. New York: Routledge, 2013. Print.
Philip, Sloan, Willy, Legrand, and Joseph, Chen. Sustainability in the Hospitality Industry: Principles of Sustainable Operations. New York: Routledge, 2013. Print.
Tesone, Dana. Principles of Management for the Hospitality Industry. Burlington, MA: Routledge, 2012. Print.
