Anuţa Buiga, Roxana Stegerean, Alexandru Chiş, Dorina Lazăr
During the last decades, the tourism industry from Central and Eastern European countries has gained an increasing importance. Because of the diversity of businesses and activities inside this sector, the tourism can be considered an effective engine for emerging sectors and for economy. Furthermore, due to its diverse, beautiful nature and valuable historical and cultural inheritance we consider that the tourism sector has growth potential, high efﬁciency and thus, opportunities for signiﬁcant contributions both to national GDP and added value.
Marko Kukanja, Doris Gomezelj Omerzel, Boris Bukovec
In the highly competitive restaurant industry, satisfying guests should be the critical objective of all businesses that wish to prosper and encourage repeat purchases. However, ensuring proper quality in restaurants is limited by a number of industry-speciﬁc factors, including volatile demand, small businesses, intense competition, the wide range of food and beverage products offered, the inseparability of production and consumption, intangibility of services, labour-intensive production, the importance of employees’ attitude towards guests and many other factors that signiﬁcantly affect the level of overall service quality.
Carlos del Castillo-Peces, Carmelo Mercado-Idoeta, Camilo Prado-Román
The aerospace sector is one of the most important in global economy. The invoicing of the ﬁrst 100 aerospace companies worldwide was in 2011 665,970 million dollars, which represents 5% of the world’s gross domestic product (PwC, 2012). In Spain, this sector is equally important, since according to the data of the year 2011 (DBK, 2012), it represents the ﬁfth industry of the sector in the European Union, both due to the employment level (40,200 employees) and the annual invoicing (6,715 million euros, which represent approximately 6% of Europe’s total invoicing). Aerospace sector is clearly exports-oriented, since nearly 75% of its total invoiced in the year arises from exporting.
Rastislav Rajnoha, Petra Lesníková, Vladimír Krajčík
The examination of the measuring corporate performance issues is dedicated to many authors from different points of view: the relationship of the strategy and strategic orientation to the business performance (Morgan & Strong, 2003); the view of a strategic measurement performance system through strategic agenda and decision-making as a result of the process of (re)formulating strategy (Bisbe & Malagueño, 2012); the effect of strategic measurement performance system on the important attributes of the strategy formulating process (Gimbert et al., 2010); the effect of strategic performance measurement system of human resources and corporate results (Bento & White, 2014); the use of the process performance measurement (Tuček et al., 2013); the relations among customer satisfaction, customer loyalty and ﬁnancial performance of a commercial bank (Belás & Gabčová, 2016); the methodology for prediction and detection of the ways of solving demanding situations in managerial work, with obvious implications in performance of managers and in efﬁciency of business performance management (Lajčin, Frankovský, & Štefko, 2012); the model of acquisition activity in ﬁnancial sector (Korauš et al., 2015); performance management and public corporate governance with regard to relationships with both external (stakeholders) and internal (politicians and management) actors (Romolini et al., 2015).
Radek Tahal, Tomáš Formánek, Hana Mohelská
Loyal customers are a key factor for successful retail activities. Customer loyalty can be deﬁned as a higher probability of making new and repeated purchases, spontaneously recommending a particular retailer and spreading the positive word-of-mouth. “Loyal customers are less likely to switch to a competitor due to price inducement, and these customers make more purchases compared to less loyal customers” (Dhal, 2015; Mohelska & Sokolova, 2016) For the retailers, customer loyalty is a key factor in reaching long-term commercial success and proﬁtability.