CC BY
16
UDC 338.48
DOI: 10.24412/1995-0411-2021-3-49-68.
Thiago Duarte PIMENTEL
Federal University of Juiz de Fora (Juiz de Fora, Brazil)
PhD in Social Sciences, Associate Professor, Post-doc in Social Theory (Critical Realism); e-mail: thiago.pimentel@ufjf.edu.br. ORCID: 0000-0003-1889-069X
SYSTEMIC ANALYSIS OF THE JUIZ DE FORA TOURISM SUPPLY CHAIN (BRAZIL)1
Abstract. This research aimed to analyze the tourism supply chain (TSC) in Juiz de Fora (MG), focusing on its structural components, main links, internal management process and possible inter-organizational relationships. We used a literature review on operations management, production management, production planning and control (PCP), logistics and supply chain on tourism, to analyze and compare the proposed concepts and offer a model related to the tourism product. Methodologically, this study used a mixed research, mainly quantitative but with some complementary qualitative questions. It was conducted a systematic mapping, through a non-intentional and probabilistic sampling with 100 companies that make up the TSC in Juiz de Fora (MG), complemented with qualitative data, on the reasons for certain types of behavior and practices of these companies. Empirically, the supply chain in question was considered from all its main links, namely: lodging, food, travel agencies, cultural equipment and transportation. Its analysis was carried out on the basis of 6 blocks of questions, each of them having a set of questions, which generated an "x-ray" of the TSC in Juiz de Fora. The results show that despite generating an average annual revenue of 3.6 million/year per company, the sector still lacks internal improvement in management practices, as well as inter-organizational integration, which leads to the conclusion that the output could be better if such optimizations were introduced.
Keywords: operations management, supply chain, production planning and control, tourism.
Citation: Pimentel, T. D. (2021). Systemic Analysis of the Juiz de Fora Tourism Supply Chain (Brazil). Service and Tourism: Current Challenges, 15(3), 49-68. doi: 10.24412/1995-0411-2021-3-49-68. Article History Disclosure statement
Received 8 September 2021 A previous version of this paper has been pre-
Accepted 21 September 2021 sented and published in Portuguese. The author
has the rights over the paper and doesn't have any conflict of interest with other parties.
© 2021 the Author(s)
This work is licensed under the Creative Commons Attribution 4.0 International (CC BY-SA 4.0). To view a copy of this license, visit https://creativecommons. org/licenses/by-sa/4.0/
1 This research was partially funded by the support to research groups of the Federal University Juiz de Fora/ UFJF, through the project "Mapping the Supply Chain of Tourism in Juiz de Fora"; and by the Research Support Foundation of Minas Gerais/FAPEMIG, through the project "Analysis of the Supply Chain of Tourism in Juiz de Fora/MG: proposals for rearrangement and systemic integration" (FAPEMIG 2016/2019: APQ-02488-16). For this reason, I thank PROPESQ/UFJF and FAPEMIG.
UDC 338.48
DOI: 10.24412/1995-0411-2021-3-49-68.
ПИМЕНТЕЛЬ Тьяго Дуарте
Федеральный университет Жуис-де-Фора (Жуис-де-Фора, Минас-Жерайс, Бразилия)
кандидат социологических наук, доцент, докторант; e-mail: thiago.pimentel@ufjf.edu.br. ORCID: 0000-0003-1889-069X
СИСТЕМНЫЙ АНАЛИЗ ПРОИЗВОДСТВЕННОЙ ЦЕПОЧКИ ТЕРРИТОРИАЛЬНОГО ТУРИСТСКОГО ПРОДУКТА ЖУИС-ДЕ-ФОРА (БРАЗИЛИЯ)
Статья посвящена анализу производственной цепочки в формировании и продвижения системы туристских услуг (территориальный туристский продукт) в дестина-ции Жуис-де-Фора (Бразилия). Особое внимание уделяется структурным компонентам и основным звеньям производственной цепи, процессу внутреннего управления и возможным межорганизационным отношениям. Автор проанализировал научную литературу по операционному и производственному менеджменту, производственному планированию и контролю (PCP), логистике, логистическому позиционированию, цепочке поставок и туризму, выявил и охарактеризовал существующие концепции и подходы к определению производственных процессов в сфере формирования территориального туристского продукта, но основании чего предложил авторскую модель производственной цепи турпродукта территории. Данное исследование базируется на качественных и количественных методах. Автором проведено системное картирование с помощью случайной и вероятностной выборки 100 компаний, составляющих производственную цепочку туристического бизнеса в Жуис-де-Фора, дополненное качественными данными о бизнес-процессах в этих компаниях. Производственная цепочка рассматривалась детально по всем ее основным звеньям, а именно: проживание, питание, туристические агентства, объекты истории и культуры, транспорт. Анализ проводился на основе 6 блоков задач, каждый из которых содержал набор вопросов, которые сформировали «x-ratio» туристической производственной цепочки в Жуис-де-Фора. Результаты исследования показывают, что, несмотря на получение средней годовой выручки в размере 3,6 млн в год на компанию, в этом секторе по-прежнему отсутствуют внутренние улучшения в методах управления, а также есть недостатки в межорганизационной интеграции, однако при определенных оптимизационных решениях, эффективность компаний и всей дестинации в целом могла бы быть выше.
Ключевые слова: операционный менеджмент, производственная цепочка, планирование и контроль производства, туризм.
Для цитирования: Пиментель Т.Д. Системный анализ производственной цепочки территориального туристского продукта Жуис-де-Фора (Бразилия) // Современные проблемы сервиса и туризма. 2021. Т.15. №3. С. 49-68. DOI: 10.24412/1995-0411-2021-3-49-68.
Дата поступления в редакцию: 8 сентября 2021 г. Дата утверждения в печать: 21 сентября 2021 г.
Introduction
Tourism is one of the highest revenue-generating economic activities worldwide. It is estimated that before the Covid-19 pandemic it was among the top 3 types of revenue-generating activities in the world, behind the oil and automobile industries (World Tourism Organization - WTO, 2019). Currently the activity is in recovery. According to data from the Tourism Barometer (WTO, 2021) between January and September 2021 the circulation of international tourists has already had similar or higher numbers of the pre-pandemic period in regions of the Caribbean, South Asia and Southern Europe. However, in this same publication, at least half of the experts consider that a worldwide recovery to the 2019 figures in terms of tourist arrivals would only be achieved in 2024.
In Brazil, according to data from the Ministry of Tourism, in 2018, Brazil received 6.62 million foreign tourists, injecting U$5.92 billion into the national economy. This scenario has been stable over the last few years, consolidating tourism as the sector of the Brazilian economy that captures the most foreign exchange for the country in the services account, which registers revenues and expenses with foreigners in transportation, travel, insurance, royalties, and equipment rental, being positioned 27th in the WTO world ranking. In the 2021 recovery scenario as in other countries the country has started its strategies to return to the numbers reached before the pandemic.
Despite the economic relevance at the global level and the relative growth in importance in the national context, much of what is said about the potential of tourism, in general, ends up at the level of discourse, since there is no necessary conversion of growth into development. Historically, as Boullón (1990) warned, the investment made by the public sector in the area, due to its relative scarcity due to the amount of demands, tends to be used in advertising and communication. Thus, one of the main bottlenecks of the tourism sector in Brazil is of an operational nature, i.e., the creation of structures and devices that allow the materialization of tourism activity. Within a tourist destination (DT), or a tourist center, operations management or
production management, as it is popularly known, is the area responsible for this operation. Already at the regional level, when an environment with different companies is taken into account, it is assumed that the set of these organizations is responsible for the dynamics of the operations necessary for what has been considered a macro-tourism product (Lemos, 1999; 2005). Among the different organizations, the supply chain (Alvarez; Perez, 2011) performs this type of function. Therefore, production management and the supply chain are areas that connect and complement each other within the same DT.
We argue that the supply chain acts as a link between several organizations in the tourism sector, and presupposes the existence of a product or attraction (Álvarez; Pérez, 2011). Thus, for the tourism sector to obtain good growth and development, it is necessary to have an organized, qualified and dynamic supply chain in order to offer the consumer a diversified and quality product (Pimentel & Pimentel, 2012). Therefore, the mapping of the supply chain is the initial step for any applied study on the condition of tourism in the country, since such a study can contribute to the presentation of accurate and well-founded information for making qualified decisions.
Given this scenario, the following question arises: How is the supply chain structured in the tourism sector in Juiz de Fora? To answer this question, a broad study was conducted to identify the companies that are related to the tourism sector in the municipality mentioned above and their role in this structure.
The issue of production in tourism: from the management of intra-firms operations
to interorganizational relationships
Among the different possible approaches to studies in this field, systems theory has been most frequently mobilized in tourism (Pimentel et al., 2014), as it is articulated in various social, political, economic, cultural and environmental relationships and acts as an important influence on the environment to which it belongs (Pimentel & Carvalho, 2020). Beni, in his work Structural Analysis of Tourism [Análise Estrutural do Turismo], developed what can be considered the most complete and orderly version of a systemic interpretation of tourism,
Fig. 1 - Tourism System (SISTUR) (Source: Reproduced from Beni (2001, p. 48) and Beni e Moesch (2017, p. 443)).
within this theoretical aspect. In this conception, we can observe the interrelationship between 3 major systemic subsets, with the set of operational actions being responsible for the "production" of tourism (Fig. 1).
When we study tourism, we think of a tourist destination and there we must take into account some aspects such as transportation, signage, accommodation facilities, etc. These different elements that are grouped in a tourist destination, and that are part of the whole of the OA (Operation Actions Subsystem), can be hierarchized at least at two levels - that of the enterprises, as individual forms, and that of the governance structure, as meta-organiza-tion - organization of organizations (Pimentel, 2012). A fundamental premise for the proper functioning of the operational subsystem is a minimum degree of organization among its constituent elements, which is empirically demonstrated by the integration of the productive chain. Although the management of tourist destinations is not limited to the subject of the productive chain, it is important for the provision of elementary bases for the integration and implementation of activities (inputs) necessary for the processing of tourism activity in tourist destinations.
In one of the classic texts on the subject in the field of tourism, Smith (1994) analyzes
the various constituent elements of the tourism production function. Following the analysis of traditional systems, focusing on their production process, the author considers the inputs (resources), of two types, primary (land, labor, capital, water, agricultural inputs, fuel and transportation) and intermediate (or facilities, such as parks, resorts, transportation, museums, convention centers, hotels, car rental companies, restaurants, etc.), which are processed and generated by the production process). that are processed and generate intermediate products (services), which in turn, along the production process will become final products, the experiences (recreation, social interaction, education, relaxation, memories and commercial interactions). It can be seen, therefore, that in addition to the organizational factors themselves, inputs, particularly labor, are determinant for tourism, since services - and tourism in particular - are an intensely people-dependent activity. Fig. 2 reproduces the sequence indicated by Simth (1999).
The subject of production management in tourism is highly incipient and marginal2. In the
2 After mapping and analyzing the literature at the international level by means of a broad bibliomet-ric study in the field of operations management, Machuca, González-Zamora and Aguilar-Escobar (2007) consider, among other things, the follow-
Primary Ippptc Intermediate Ipputc Intermediate Inpute OptbPtc
(Rccoprccc) (Facilities) (Services) ^ (Experience!)
LapN Parkc Park interpretation Roвroatiep
Labor Recertc Guide eervicee Social вeptaвtc
Water Trapcpertatiep moNec Cultural performance! Eepвatiep
Agricultural produce Museumc Souvenirs Relaxation
Fuel Craft chopc Conventions Memories
BpilNipg materials Convention cepterc Performancee Bpcipocc вeptaвtc
Capital Hotelc Accommodations
Restaurante Mealc and drinke
Rental car fleetc Fectivalc & evente
Fig. 2 - Production function on tourism (Source: reproduced from Smith, 1994, p. 576)
Brazilian context it is no different and, therefore, due to the fact that the existing literature is sea rce, h ig hly fragmented a nd disperse, we resorted to theuseofgray literature (Dudzi ak, 202lr G riE, yN^it htesnetioeat 2020)f rruafipiat1
me kernes ts tiemg urar,re^f)re^seE^d , tspvdaN fatse r^tt rrrricee (o^1 SD)setien r nr coe-r^fDi^, tlrnnirg, r^ttr^lrntse t rontrel or service operttoserwo (^ (^e^^j^n; nsr ece insteliafios (^ekas etD irtou-, ^n^c^r^sto^tmein tartrciseir wISS rer ki( to thie InferNac e fasnEvic e operatiser errre^-ment win" totrism, tae ruthors l^u^^f^r voire out that with regard to specific sectors of operation, 50% of the studies focus on transportation, com-mereial distribEtor1 and ^afthcars. Hewewr, tfe rsefv "treeaportndDa" (s owtn te^as od gy Ntovrr Isds ieirure, rslture snd sports" rsdvics w^^ar DSk stggtsts an avos ue gf srsfe Irr tsistftic aste id recticular, the transportation category will be addr eiiaed it ea o p rs t ear st u<Jy. i o r"s s, eti Otr aelt of -sensm, d estlte eae ^b^etsa ow ryste maer aed wide-ranging bibliometric studies of mapping the existing literature, Hang, Song and Huang (2009, Pi Gratify, m an nerrstdmatic wa- trre so r
ths so-t ^^nseof dthklop|sn ^diow rntlytica ( note- a snt ^r^^ 1revr^ea(r^(^rr^aas manvgemets, ewo-partit re;ationseipf, Tstple mamagement, Inverter- mrasтeNnesmPro"uca tevelokwaosl TSC coo-ditvtisnrln"orma0oo rDreEeIo"y) eddrvsrsd in Stescarce teisTsg ina^^^^^ os ttrt mana-Nt ment of the TSC and points out as opportunities, trends and suggestions for studies themes such as Gfnaltore^e TSC e|snrmg ted ftr^^a^sg, TSn co-orefrnatnod, osv d^am^1 Irts^atec) pro^s1 end
rsc
3 Gtea lifarnSt re is a ksrss that refers EoShe s(Or nuctioe oN informatifa tS variots sasss su(rh as "Theses and dissertations, conference proceedings, newsletters, reports, government and parliamentary documents, informal communications, translations, census data, research reports, technical reports standards, patents, videos, clinical trials and practice guidelines, eprints, preprints, wiki articles, emails, blogs, archives of research data and scientific data, geological and geophysical surveys, maps, repository content" (Dudziak, 2021), which are not controlled by commercial publishing media. It can originate from governments, academia, the business or civil society segment, and electronic or print dissemination.
in an inductive, asystematic and selective way (according to pertinence), closing the theoretical framework after the saturation of variables verified m such) tesraturs (PmenteE Serb osa & Wanvf1bf- 2017)4. is summary ad types of oeavices thai form tie Vousism offmre from tie kttrectiobd5"n0 0rbO(^i^^ ectiviti'estothe aecem-(toos";^- eervicet, dvod and beveeree, trans" poatati'oo and eomivtemsntaNy senmices E"o tout tem trv cons|deaedeous|Dmprorlтenh (P^ente1 Ot CorreтlNlo, 2000V
In summasN t^ti tyoes trf oeNorevs ^I,)^ made up the founrm of^^t are esnsldmeed tourism pNodusrr, from wous-ow esakoctiobd dos antiviDms -o accommodntion, food send bevsNnger, tNendportetioa and csmptemtn-tary services to tourism (Pimentel & Car-varhOr ^t,"EES,l One mi tfie ream So DSrDeocike aohпam into aecVort it bseeS on the Natrona, fiaasrfioetion ot Vcoeomit Activitier rSNAe(6,
40rem fas d-m^ss^ent defiriitivn onSet-ems "attraction", "resource" and "tourism products" she attDo-s Sseelop scrtegorizatot ferrSsakNv-ttion nt ihtdegres of fenelopment of a tourist desf nttios.
5 Tourist attraction is a place that has simultaneously a tourist, a place to be visited, with specific asmes or nailursi charasSori sties, er0 somethmg thrat mtkor ° sigg^sos^or tli2se wTkvisw (Cotl-rn, 2015). AnoHier wet to Ender-tenl touree t, trvftiona I e o^iat v ^c^t o- ^ldmnr^rs ik^srtcd In r I s(ticslarrla ce, with the ability to offer the visitor an experience that meets their needs and expectations. (Pimentel & Carvalho, 2020). It should be mentioned that, as pointed out by the studies of Pimentel and Carvalho (2019), the propensity to invest time and money are intrinsic factors that characterize any tourist attraction, according to the tourist's perspective, thus being necessary elements to validate a tourist resource and convert it into an attraction.
6 The CNAE was developed in a manner compatible with the International Uniform Classification of Tourist Activities (CIUAT) and the International Standard Industrial Classification (ISIC) (Satellite
which is Brazil's official economic classification. Therefore, the official characterization of the Characteristic Activities of Tourism (TCA) in each of its items was taken as an analytical criterion (see endnote 7), and the state of the art was reconstructed based on the recovery of the authors' contributions on each of these topics. On the other hand, in relation to the international literature, considering the mapping of key study criteria in TSCM (Tourism Supply Chain Management) by Hang, Song and Huang (2009), in par-
Account, 2001). Based on the CNAE, it is possible to segment tourism into 5 sectors: 1) Accommodation: enterprises that offer accommodation services, such as hotels, inns, resorts; 2) Food: enterprises that offer food services, such as restaurants, bars, snack bars; 3) Transportation: companies that offer people transportation services, whether rail, road, sea, or air, also including companies that provide auxiliary activities; 4) Agency: companies that offer travel services, such as travel agencies and inbound tourism agencies; and 5) Attractions: companies that offer entertainment services, such as cultural activities, sports, or other leisure services.
ticular represented by their model below, and also the existing national literature, this study addresses, among other factors, the set of variables:
1) demographic-organizational (such as firm type, size, time to market, etc.);
2) production inputs (physical and financial resources, labor, compensation, etc.);
3) demand analysis and control (seasonality, change in production levels, additional hiring demand, temporary contracts, etc.);
4) product development (target public, type of product offered in the market, etc.);
5) relationship with the market and with the links in the chain (information exchange with the links, associations, means of dissemination, promotion and feedback strategies, etc.).
The following diagram shows the interaction between the concepts to be addressed in the study, so that it will be possible to identify and understand how these concepts and interactions work in the TSC.
Network Structure
- What are the key TSC members?
- What is the market structure at each echelon?
- What is the power relationship?
- What business processes link each of these TSC members?
Management Issues
- Demand management
- Two-party relationship -Supply management
- Inventory management - Product development
-TSC coordination
- Information technology
-etc.
Fig. 3 - Theoretical framework for TSCM research (Source: reproducedfrom Hang, Songe Huang, 2009,p.45)
S <Q 5 *
g 1
§1 £ S
H) o CD 'ií,
S ^ Q n>
o1 Q c a- a
o w
5. 3
On c
t3
■o
3-Q
3'
l/l O
c
Tickets, agency travel, hotel, etc.,
I
Fluvial transport
Airtransport (regular and not regular)
Touristic infrastructure (roads, signs, etc.)
Building materials and equipment
Funding loan taxes, credit facilities
Goods and services
I n the home country
in the destination
Commerce of local products and services (Supermarkets, bakeries, coffee shops, etc.)
Road transport
Building services of hotels, hostels, second homes
ÎI
Agriculture (channels of distribution and family supply
Tour operators (national and international ones)
Í
Natural resources, historical heritags, cultural, and sportive;
O Q. C n ÍD Q.
S
Regional transport
Local da/elopment, governance, partnership between private and public sectors
Individual transport (motorcycle;
Marketing
Real estate, houses renta I, Airbnb
Security services and maintenances
Telecommunication sen/ices
Internet; Ian house, Wi-Fi
Services of human resources qualification
Environmental and sanitary controls
Public sen/ices, human resources qualification, water, energy, sanitary conditions, health, education, urban transportation, andsecurity.
Thematic parks
Sportive events
Cultural attractions
t î
Natural attractions
Shopping entertainment and, leisure
Community
Methodology
Assuming that the supply chain acts as a link between various activities in the tourism sector and presupposes the existence of a product or attraction, the objective was to find out how the TSC in Juiz de Fora is constituted, what elements compose it and what information exists on the services available in the city. Methodologically, this study was based on a mixed survey (quantitative-qualitative), predominantly quantitative, since a survey was conducted, through a purposive and non-probabilistic sampling with 100 companies that make up the TSC in Juiz de Fora (MG), which was complemented with qualitative data, on the reasons for certain types of behavior and practices of these companies.
The study was divided into two stages. The first was dedicated to the literature review and the elaboration of the theoretical model. In the second stage of the research, a survey was conducted taking as its object the tourism sector of Juiz de Fora (MG)7, more specifically the establishments that constitute the links in the TSC8. From the universe of about 600 active companies and more directly related to tourism, identified at the time, a survey was administered to all hospitality companies, agencies, transportation and entertainment equipment. Only the
7 It is noteworthy that Juiz de Fora was chosen because it is one of the main commercial centers of Minas Gerais, with extensive services inserted into the tourism chain as transportation, food, hospitality. According to studies by the Convention Visitors Bureau of Juiz de Fora, the Brazilian Institute of Geography and Statistics (IBGE), and the Getúlio Vargas Foundation (FGV), the city is ranked as one of the 100 best in the country for investments. Moreover, in 2010, the Human Development Index (HDI) was 0.778, considered high according to IBGE. Added to these reasons, Juiz de Fora can be considered representative of a non-capital city with high economic development capacity. The city is in 11th place among the Brazilian cities that receive more international fairs and events. According to it, the city is in the reworking phase of its municipal tourism plan (2018-2019), which will serve as an instrument for the improvement of the management of tourism activity (PMJF, 2016).
8 Based on the activities that the Ministry of Tourism (MTur) evaluates as characteristics of the tourism sector the following areas: Means of Accommodation; Food Services; Passenger Road Transport; Car Rental; Tourism Agencies; Recreational, Cultural, and Sporting Activities (composed by Natural Attractions (adapted or planned), Cultural, Historical, Religious, Sporting, and Leisure Attractions).
food sector had a purposive sample of 100 companies considered most closely related to the tourist public, based on secondary information.
The final sample consisted of questionnaires answered by 100 companies divided into five activity groups: (20) Accommodations, (38) Food, (17) Agencies (outbound and inbound), (16) Entertainment/Cultural and (9) Transportation, following a split distribution of a previous survey9. A paper questionnaire10 was used for data collection, consisting of 51 questions, mostly closed-ended, and organized in 6 blocks:
1) Block of questions I: identification of respondents - refers to the socio-demograph-ic data of the research subjects, such as level of education, age, gender and occupation, whose objective is to qualify the research sample of its respondents in order to highlight their characteristics and, eventually, correlate them with the types of responses presented. It is based on the premise that the profile of the respondent may influence the type of response and the way it will be manifested.
2) Block of questions II: General organizational data - presents the demographic-organizational data of the surveyed sample, such as time on the market, branch of operation of the company, type of operating space, social identification. Its function is to characterize the survey sample on the basis of the organizations themselves (rather than
9 The database on which this research relies was built cumulatively between 2014 and 2019. Based on previous studies (Pimentel et al., 2016). A pilot test was conducted in late 2016 and the final sample was actually collected in 2018.
10 In addition to the pilot test, the research relied on several strategies for administering the questionnaires, which were initially sent by e-mail. Due to the low response rate, direct contact was made via phone calls, which did not have the expected effect due to requests from respondents to return or at another time and/or the unavailability of the desired respondents, the managers (target audience of the research), and therefore a third strategy was launched, which was to administer the questionnaires in person in locu. This was the most successful, and in the end 100 questionnaires were obtained. Of these, due to their length and the technical capacity required to answer them, 88 were completely answered. Even so, those that were mostly answered (60% of the questions or more) were admitted in the data analysis, so that some questions may have 88 results and others more than that, reaching the maximum of 100 answers.
the respondents, who Hepresontyhe c^i^j^^biep-tions) and thus providpbaeic mformotion fc^r the classification and orderin0 2ftoe sample into strata on the basis of tlieir similecity.
3) Block of questions III: empto^ee - sete out the characteristicsa- tlie workforce, with questiotr suc° os tTmber of employees, employment: retati'onbhip, workforce training, remuneration, place of residence. Its objective is to capture informatio n related to human resources, in order to investigate how this production factor nanaffect the performance of the organiza ti'hcs anotyznol5
4) Block of questioNH 1°: °conomic and Financial Data - madeup h5 qeebtionc sur2 as - average sales aoMeeed, rnvettmente, market share, changes ít soHz^s\/o^L^me in certain tourism periods, main products/services offered, main suppliers, forms of disclosure used - is intended to identify the financial performance of each organization, and by extension, of each segment analyzed, in order to highlight the standard and level of competitiveness of the sector (organizational slack).
(5) Block of questions V: Production and logistics management - poses questions concerning: the use or not of production plan ning, demand forecasting, quality control of the product/service rendered, contracting of logistics services, inventory control, problems or relevant facts that positively or negatively influence the operation of the enterprise. Here it is about studying the organizations in -ternal productive processes in order to know if there are gaps in them, their level of effi -ciency and technical capacity.
(6) Block of questions VI: Inter-organizational relations - This block of questions portrays the relations established between companies of the same segment and between segments, such as: commercial/professional issues, sharing of information and/or resources with other companies, use of software as a form of integration, the need or not for new partnerships. Its purpose is to observe the level of interaction between companies, assuming that this level affects the individual and sectorial performance of the tourism activity.
The questionnaires driven to the firms in the tourism destination were applied strictly to the managers, coordinators and/or supervisors of the establishments in person. Once
collected, the data weretabulated in Excel, generating a detiaanna ed at wec procesced aod andlynnd egmp rdencripti'ue statistics.
Anclysie of results, discussion end teaommeodstiorts c. Aggnegate data of1 thetourism cham: rnte^nted anatysis of different sa^eatoos
The objective of this study was to describe and analyze the TSC in Juiz de Fora/ MG,taking as procedures to identifyboth its; formation and operation, the subsectors and main ocganizati'sns teat: csmphte it and ttt exiatiog infoamatian on pdd services availa-e le i n °he ciloyThe iotegratet1 info cmatienoe tce to nriom chain is asfe Hewn: Hotels (a4%), uood Semces (dg%), Tounsre Agencies (gg%), Attractions (°%)r Tsansicortati'on (nl%) ane
Hefnl
Feed snrficns Stdfnl dhndCint %ftrdcf¡gns Sdddtegdfefigd Public snof¡cns
Fig. 5 - Distribution of surveyed organizations, aggregated data for the 6 sub-sectors (Source: Own elaboration according to research data)
1.1 Sociodcmoeraphir oeofile aO hCh rr saondenes. Amonglhose interoiewed, 5ng) weremen and rn womea .Tne le^^l oS
nduiaeen (ty. 6) is mostly completed higher ed ucation (53%), completed secondary edu-
Uedieifhod naimnrn faheel
Uedieifhod High faheel
Uedieifhor Univorfia/ ftudiof Comnlote Primary saheel
Comnloto High saheel
Comnlote univoafitn studioa
Tortinan faheel
Fig.6-interviewers' level ofeducation, aggregateddata fromthe6subsectors (Source:Own elaboration)
Public Agencies (2%) (Fig. 5).
/¡SÊU \ JÊÊ '■.
Salesman ■ 3%
Partner 2%
Owâer
Producer 2%
Not inOormed — 5%
Manager
Supervisor 1%
Director 8%
Manager assistaNt 1%
Travel assisSant 6%
16%
56%
0%
20%
40%
60°%
Fig. 7 - interviewers' position/function of the respondent in the company, aggregated data of the 6 subsectors (Source: Own elaboration)
cation (21%), followed by completed primary education (8%), incomplete primary education (6%), technical education (3%), incomplete secondary education (2%) and professional education (1%).
The majority of respondents (56%) held th(h position of manager SFig. 7). Owners accounted for 16%, fo Mowed Igy mgfagens (am), tsavnl ageng (0%), eflgs%e rsonm dd%), partn e rs [1%), fssoalucer (2%), maoagmr (1%) and mss0-tant manager jl%). Fit/a; percent af tPiea respentl-onts gisl not reposS thie position chegheld.
r.s) Oogamzatimnn1 PoaaMe^. IVIgdt: of 2lini gi3)t))sdriati in t%id T)2 nd%)|si^ -^O) f0k2 bet^d oporating in rta market: d-tv motm tlran )0 t^e^t^, stowe2^ cnmpanins between 6 antS dO yfcts (0g%) on. betweea d mnd 5 ^sart ,01%): 0(nc, 8!% o f tie fompfmefg)de iteen in opm-os for moa«r t.aan 5 ymna( tua-gestins m atase marhnt.
No, it ¡s part of an international chain No, it is the hub of a national chain
1 No, it is part of a national chain
■ No, it is the hub of a régional chain
■ No, it is part of a régional chain
Fig. 8 - Organizational regime of companies, aggregateddata mf tfe 6 subsectors (Source: Own elaboration)
In the sampie, 71% ot the companies have noheadquarters, formal supplychain
relationships or franchises, and are considered uniq ue firms. Among the comp ani e ar hhat have Nnks with others (29%), 12% arts subside aries of a national cha in,7 % are he adquarhere of a national chain, 4% are state hteadquesters, 2% are franchises, 2% are subsidiaeies of
■ Until u$ 10,000
A1 From U$10,000 to U$60,000 From U$ 60,000 to u$6oo,ooo
Higher than U$600,000
w. Not informed
"WÊEf ^Estimated dollar conversion on December 5, 2021 (approx. 1 dollar = 6 reais).
Fig.9-Averagecompanyrevenue,aggregated datafromthe6subsectors(Source:Own elabo ration)
Higher tha a 6 uia. salaries (U$1,h00)
Fsam 5 ta 6 uif salaries (U$900 ta U$1P00)
Frssu 3ta 4 uia. sa lasiss (U$5000o U$600)
Frau-ta1 min. saoies (U $200 tr U$300)
I Rem Med I Rem Mâximu I Rem Minimal
%
20%
40%
a0% 80%
Fig.10 -Employeecompensation,aggregated datafromthe6subsectors (Source:Own elab oration)
1% leiaa
6% 11% ■
■ bes, anasnrilhloo
8% 39% ■ Yeb biuanthly
■ Ye s, eah t hauautar
■ Yep ^nnuellya
35%
■ Nat inforueS
Fig. 11-Professional training and its frequency, aggregateddataofthe 6subsectors(Source:Own Pialhorhtion)
an international chain and 1% are subsidiaries of a state headquarters (Fig. 8).
Most of the companies are classified as corporations (49%), followed by limited liability companies (33%). Only 11% indicated that they were micro and small enterprises, of which the type "family business" corresponds to (2%). The proportion is followed by partnership or cooperative (6%), and 1% of the sample did not meet the requirements.
Regarding the size of the company, the analysis of the data showed that in relation to the number of employees 53% of the companies have up to 9 employees. On the other hand, 26% of the sample had 10 to 49 employees, 8% had 50 to 99 employees and companies with more than 100 employees accounted for 11%. Only 2% of the sample chose not to answer the question. When considering size according to annual average company revenue (Fig. 9), the proportions follow the following distribution: 30% in the range of R$60,000/year; 24% R$360,000/ year; 16% around R$3,600,000.00/year; 13% over R$3,600,00/year. Another 17% did not answer this question.
These aspects indicate that the profile of micro and small enterprises in the tourism chain is preponderant. It was also found that most of the companies operate in rented spaces (63%), followed by their own spaces (32%), outsourced (2%), others (1%) and N/A (2%).
1.3 Workforce. Another characteristic aspect of the sample is the criteria profile of the employees of these organizations. Although 71% of the employees have a relationship with CLT11, (followed by apprentices (6%), subcontractors (5%), self-employed (5%), other (9%) and 4% with no employees), preponderantly, the salary range varies between 1 and 2 minimum wages. Remuneration is mostly low and ranges from a minimum of up to two minimum wages (SM) to a maximum of up to 4 SM. The average remuneration of the chain's employees is also concentrated in this same range (Fig. 10). Sixty-one percent of the organizations offer training to their em-
11 CLT (Consolidagao das Leis Trabalhistas) - Work Laws Consolidated is the regular type of contract used by the private firms.
ployees, who do so monthly (35%), bimonthly (8%), semi-annually (6%), annually (11%); and blank (1%) (Fig. 11).
On the other hand, 39% of the sample revealed that they do not carry out any training of their employees. This type of profile also suggests a certain stability in the business, either in terms of consolidated demand without expansion of the client portfolio, or according to the type of activity carried out (and the technology adopted by the company) which tends to be manual and with low technological intensity, which would dispense with employee training. Another possible interpretation could be that of the delocaliza-tion of the owners in relation to the updating and maintenance of the company.
Regarding seasonality habits, 78% of organizations do not observe the need to hire in the face of demand fluctuations. Already 21% point to this element highlighting mainly the end of the year, holidays and eves, summer and periods related to the second semester and 1% did not know or did not respond. The hiring of employees for these periods (Fig. 12), in 66% of the cases, varies between none and four employees. 11% of respondents say that hiring depends on the demand and need for the period. Already 8% hire more than four employees, 4% did not know how to respond and 33% N/A. The hiring period also fluctuates. Of the interviewees, 54% did not define it and 15% of the sample stipulated two months, 3 months, 6 months and "until they left" present concomitantly 8%12.
The workforce of the tourism chain is mainly marked by people residing in the city itself 82% (Fig. 13). In neighboring cities (10%), in another State (2%), others (1%), N/A (4%) consider confidential information (1%).
1.4 Financial and economic data. Regarding the investments made by the organizations (Fig. 14), although the majority of
12 NA - statistical abbreviation meaning does not apply or unanswered. In the case on screen, we have split the answers of non-respondents from those answers that are considered unapplicable, because we understand that there is a difference in the type of data. Although both have the practical effect of not affirmatively clarifying the question, there is a difference between those who do not answer because they do not know (or have an estimate) in relation to those who considered the issue not pertinent to the area of their business.
Oto 2 2,1 to 4
More than 4
Depends on demand
Not informed Doesn't know
Fig. 12 - Hiring employees in seasonality, aggregated data from the 6 subsectors (Source: Own elaboration)
the companies (72%) stated that they make them periodically, 45% of the sample chose not to answer this question. Of the 55% that responded, 16% said they had invested more than R$9 thousand in their last investment (in the last 3 years), 13% said they had invested up to R$3 thousand, 9% between R$3 thousand and R$6 thousand, and 3% between R$6 thousand and R$9 thousand. Other plots did not present a pattern for investments. Eight percent said they depended on other elements for investments. Others and 6% do not know the amount invested.
Interrogated and asked about the periodicity of investments, 33% affirmed when it is necessary, already 29% affirmed less than one year; 2 years (14%), more than 3 years (14%), N/A (5%) and do not know (5%). Considering the most propitious period to invest, the interviewees indicated the following dates: 29% in the last 2 years; 25% in the last year; 8% in the last 3 years, 2% made investments in the last 4 years, 2% do not know. It is worth noting that 24% did not have an opinion.
Considering the company's market share (Fig. 15), according to the perception of the interviewees, 15% claim to have from 0 to 20% market share, 8% claim to have from 20 to 40%. Only 3% claim to have more than 80% of the market. According to the sample data, 44% did not say, 21% do not know their market share, which again suggests a low qualification of the company in terms of knowledge of its market.
The relationship established between the increase in sales and tourist periods is strongly identified in only 6% of the sample
(Fig. 16). The proportion "almost not at all", "very little" and "reasonably" together cover 80% of the sample. In the sample, 5% did not give an opinion.
The main services offered by the city's tourism chain are food (40%), lodging (23%), travel (20%), other (9%), transportation (5%) and 3% N/A (Fig. 17). Among the services produced by the tourism chain, the main products would be Food (35%), Travel (24%), Accommodation (20%), Vacation (9%), Snacks (3%) and Other (9%). Clearly, in this question there was a difficulty for the respondent to differentiate the products and services offered.
As for the products with the lowest profitability margin for the company, food (30%), accommodation (8%), cigarettes (8%), airline tickets (6%), events (6%), cargo (5%), travel (2%), others (17%) stand out (table 1). On the other hand, food (38%), travel (18%), accommodation (16%) and travel insurance (2%) are considered the products with the highest profit margin, according to the interviewees.
In the same city
In different/ neighbor cities
In other state Others Not informed Confidenti el
Fig.13-Employee'sresidence,aggregateddata
from the 6 subsectors (Source: Own elaboration)
Less than 1 year 2 years
More than 3 years NoO informed Doesn't know
Whenever necessary
Fig. 14 - Periodicity of investments, aggregated dataofthe 6subsectors. (Source: Own elaboration)
■
>
From 0 to 20%
■ From 21 to 40%
■ From 41 to 60% From 61 to 80%
■ More than 80% B Not informed _ Doesn't know
Fig. 15-Marketshare ofcompanies, aggregated data of the 6 subsectors (Source: Own elaboration)
Almost 2Othlng(0tol0%)
Low (llto 00%)
More or less (21 to 40%)
High (41 to 70%)
Much higher (upper than 00%)
(ot informod
Fig. 16 - Increase in sales in tourist periods, aggregateddataof the6subsectors (Source:Own elaboration)
■ Other
■ Not informed
■ Transport Travel / agencies
■ Accommodation Food services
Fig.17-Main services,aggregateddata ofthe6 subsectors (Source: Own elaboration)
The moin cOentsegmeots of thi gioup of companios analyzed in 0%e TSt weoe: olans-eo P and B( nupinessme^ Fomilyf SpoioFCiOi-zens, Workers (15%), Varied (5%), Youth (6%), Tourist Class (6%), Students (7%), Commercial Representatives (12%), no opinion (14%), and others (35%).
These major customer groups have a relative percentage of sales that can be distributed as follows (Fig. 18): For 1% of the sample, sales to their main consumers are related to 0 to 20% of the sales amount. 4% state that
Doose'F Ueoes
Not informed
More than 80%
From 01 to 80%
From on Fo ho%
From on Fo4o%
From o Fo eo%
5
2
15
1 6
4
1
29
28
o
no
eo
3o
4o
Fig.18 - major customergroups relative dependenceinpercentageof sales (Source: Own elaboration)
-he main customer- re°hesett: beternen ge and 00% neten solera meun°.A(reedy 7% bp-Oeve (tis netween4a and 70%. ef-oOhtf roe poinO out ageFOOe in ma i e tcsFomereree resent betweee6rand 00% end 32% sfato that deed mom custemero rue^f^^r^OmaBe ctnn 80% of 0eea( salas. Thn iameie indiortet than 6% Ae not know the relationship between sales volume and their main clients. Thirty-three percent of the sample did not express an opinion onthis issue.
Te°e 1- ^/m^/on ofpec//tanr//te rnatgtn oFA^eenSs d/F0oeniicef cAnotttngSf Ohe inaeroieweos tSeuroet Own sSaboretronn
1 ne reastd ma ron Smalle r margin
rood (bdO) Food (30%)
era/el (18%) Accommodation (8%)
Accommodation (16%) Cigarette (8%)
Travel insurance (2%) Airfare (6%)
Events (6%)
Loads (5%)
Travel (2%)
Otherefldi) Others(lS%)
10% did not qutlify bhnk(S8%)
1.5 Management of the company's production, logistics and production capacity. In
terms of the average number of clients, the tourism chain presents a diversified range (Fig. 19). Disregarding the 31% of the sample that chose not to answer the question and 14% of the sample that does not know this data, the remaining 55% of the sample that answered this question was distributed as follows: 26%
From Oto 0,000 From 1,000 to 0.0 OO From 1,000 Fo 0,000 From 1,001 to 4,000 Momothan ol,000 Not infonmnd Donoo't know
Fig.19 -Servicecapacity,aggregated data from
the 6 subsectors (Source: Own elaboration)
iF 17%
; 16%
Fig. 21- Maximum of capacity reached in seasona/penods,aggregateddatafromthe 6 subsectors(5ource:Owne/aborat/on)
Scholar vacation
Not informed
Summer
Chtisnmas
Weekend
Doesn't know
UFC events
IFrom Apdo September
23%
13%
17%
2 1 %
3%
1% 1% 1%
3% 3%
vm 1% 1%
o%
5%
7%
0 to 00 0
30;to60r
41% 60; to b-roof
MortOhoo 9lh>Ch
- Not mfosmtd
Doaon't l<oow
8% a Voo rioa |I>I<^
1% 2%
40%
Fig. 20 - Maximum production capacity, aggregateddatafromthe 6 subsectors(Source: Ownelaboration)
Less tdan 1 month
1 month
2 months
3 months 6 months Nbt informed Doesn't know
F/g.22-Durat/onoftheseasona//typer/od, aggregateddata ofthe6 subsectors(5ource:Own e/aborat/on)
10% 15%F 20% 25%
Fig.23-Mainseasonalityperiods,aggregated
datafromthe6subsectors(Source:Own
elaboration)
say tlimy sedve between 0 and 1. 000 people per monyh; 2% serve between 1,000 and 2,000 mmople %er month; a% sarve between 2,000 ynd 3,ea0 aso^e; 10% say they serve more than 4,e00 people per month; while 6% 0bmve a very varied spectturn of cNento.
The w,asamuia capacity of the CPT in Juiz dv Fora reran so tihe nomlnco crf oNeutns sp;at mae Ipiii ttuved simu|tanekuf|y (Figi 20)l The sample analyzed ohows thaF C01% hoco 0Co capacity to serve from 0 to 300 people; 8% woulal luave (he maximum acfadhy to aarve
Tnrumä ■ 4%
Pif-pnf ■ 2°%o
OutrfS
Omernd f|ras %0H%%E 9%
N/A ■■■■■■■oi 24%
FreiescdaFes vnrindo^ ■■III 5%
Cmca-cola ■■ 7U
Unhnrras ■ 4%
Ambev ■ 2%
3% 10% 20% 30% 40%
Fig.24-MainSuppliers,aggregateddatafrom the6subsectors(Source:Ownelaboration)
more than 904 se%Ple; 2% would have between 300 an0 600 poople; 1% woulOhavb a variable vapvcity anol bo^een 600 and 900 people. OS thosv interviewed, 1% d^cb nob kbow their asvnrSty; v\/1ilo 40% chose not to answer.
For t7% of the oample, th emaxi mam ca-pacit3 Is reached (Fio. 2io in some periods of the yeor (Fig; ao)) mdiuiy betwcen a petio° <tX week^s to a mouoo (tens Xtcc one: month X5%; one monUh 22%; -)li-))k sa%, Fwo montha 14%; three months 6%; 3% do not know and 1% six nronthc)i
■ Individual suppliers from the same city Small/medium firm from the city dr surrennding Small/medium firm from other cities
Big firms from the same city Big firms from other cities Multinational companies
■ Doesn't know
■ Not informed
Fig. 25 - Supplier profile, aggregated data from the 6 subsectors (Source: Own elaboration)
Typical periods when maximum capacity is reached are mainly between school vacations (23%); end of year (21%); blank (17%), December (13%); summer (6%); July (4%), Christmas (35), unknown (3%), events (3%) and the others present 1% (winter, weekends, vacations, UFC fight days, carnival, April to September) (Fig. 23).
Regarding the main suppliers (Fig. 24), there is a strong reference to large operating chains including Ambev (2%), Pif-Paf (2%), Ba-hamas(4%),Taruma [,%), Coca-Cola (7%), in addition to more d ¡versa re7%rences such as operators (9%), various suppliers (5%) and others (39%).
The origin of the suppliera was also investigated, ah! ¡n this case the sample absented importcnlat1hcnlatip ns with other er-gnplzati'onc ofeifflrentprofiles (tip. 05)t Thp ma ins; goal¡ sis ot 2)% dte inr^^ proppe nlp a frem orher citiet. in ram, 21% tfve as tnppll-ers small/medium-sized companies from the city or the surrounding area. About 15% have a relationship with small/medium companies from another city, 13% large companies from their own city or surroundings presenting the same proportion for multinational suppliers; 5% is the proportion of individual service providers from the city and also from the sample who do not know information about their suppliers. The proportion of N/A was 4%.
Analyzing the main supplier dependence (Fig. 26) we found out that 35% use between 41% and 70% of the total. On the same scale, 22% use more than 70%. Taken together, we can state that 57% of the organizations ana-
lyzed depend mostlyon the samesu pplier(s), which shows a certain depandence on the chain. Those that identified a dependence on supplies bemween mi% and 40% and 11% and 20% hasl a p/opontion o08% reppe-ii'vely. Only 6% had o ^^fh^nelttnce hcegween 0 crtS 10% between Oheir supplied and their main supplier Twenty-orse pedcont: trHd not know or did not: answer this question.
From0to10% From11to20% From21to40% From41to70% More than70% Notinformed
Fig. 26 - Main supplier dependence, aggregated data of the 6 subsectors (Source: Own elaboration)
Regard ine7he Visr amio^^^o^ of the tourism chain, most companies highlight "word of mouth" as their main source (36%), followed by Facebood, fortms dnd 0^10 ionial media ea%)i Anam, when coasieereP a a wtol— ehesr data rhowtd-r 57% ofthe companies inforeewpO mse iot^i^i^mr^i cnmmaritetion at ten e!a fo a It 0 rtoeetioo ortneir ofonupt2, wPicu may man )looglug nt tae iata cnt atd theOcmiaaif esefU e rd ^Stt crtmpan ims- di0h absstceot eoamsl mecOamsnr -a d thro-tCc est for tPe of m^ciC8oaamd more
í^l^t)s^tnth, l2eeiog, tnotete es, the eremotioo mf cempanlet -nd thrir 2reencSc in a reactive manner. Following the distribution of the results, specialized Internet sites were mentioned by (16%), print media (10%), travel agency/tour operator (6%), travel guide (4%), television (2%). Others said they did not use any media (4%) and 6% chose not to answer.
1.6 Relationships between organizations. Of the companies interviewed, 64% did not have any association or commercial/ professional relationship with other tourism companies, either suppliers or clients. Another 33% claimed to have such partnerships and 3% expressed no opinion. Of those who mentioned having some type of association, the segments of the chain with the most associ-
—"P TT%
Docolar —i a%
M n%
Nao/om braaco
M n%
Flytour p n%
p n%
Muitaa ongnnizanoos p n%
p n%
Rorio do Anni M n%
M n%
Ml0 Traid M n%
M n%
Hbtol urbnao M n%
M n%
Conimomais da Jormatura M n%
u%
rrbrasd n%
OPP topp eopp -OPP uo%
reeerc P0 3%
Salec ama^™ • 11%
Secvir^e^ tneeSet 6%
Poral %rc— 8%
acaoceurt ■%■ 6%
Retel"vgrion tin 3%
UontnmetS 1^:21110011":- PS 3%
GLrglt ELS 3%
Wetr cine ■H e 3%3
Invenrofo ■J 3%
an 3%
PtomDtioc 3%
commeocigl ■ 3%
0% TOP eo% -0% 40% 50%
Fig.27-Mainpartners,aggregateddatafrom the 6subsectors (Source:Ownelaboration)
ations are: travel agencies (11%), followed by Reservaa'ong (8t%, Departures (En-oE anD all otgeos wit/ OSS, DCDO(g/n(; to a/hi D/e
OVe oOiettivo eltNe asTocihTion wds airtr cuecC'DsnD. Amogg OOs^ ol0jgctigr3;c /¡Et^d (Cg. egg sa!ec (ie%), hDtel rpcgspi^S (8%), eecviees rnci Eran spcr stal'on wihO 64p act evenly res-egvatioes, customer benefits, goals, website, stoct, emer/en/iaE. aeoertisicN and ccmmecE cll^i wieOc 3(O nadOu c^E t hoce intn-uinweV( 44% Vrd note Pcive cvrtnrrshipc or Ct e^c^t wcot do pea cs CNrnioN. in -eiaO'on to to- poriod in wticT -Peso ecEtgprshipт are established, 1n% ctate morp tL^a/r v cg^i^SiThe period from 1 Co PL ^ecs s1).iv1c.,, (Finileii^eisi by D to C aem (6%)% 0 Fo 9 yecrs tObt). tVa "otOeim10 ndd o.( (vvaT(i i-lais oC(:lie p-nsple pod ton ^stae- sc. apcton oc no |t8drt/i(syne oC):heng ^nods-
L/C/Oioo cooed vbout T)ic porneptiov odi woOC, eit|iile) c/s tompeOOioe touaotuae ertabCc/igO iirotE CSs re lationship or a^ssocet'on wi°h ot bus l seoses, OUOrohSOc eonpowde nts net CUm iden-
Fig. 28 -Objectivesforpartnerships,aggregated data of the 6 subsectors (Source: Own elaboration)
tified it. Another 14% said they did not perceive it atd C8% reErCned (rom ontwerivOi t(yt! Srequevcp pf (tovtctV noitti sunP ansociatlovc or reiatioetgies ¡0(0-001 ocgPniTvtioiro le Spin tonpsm cCiaior ae-notdiag its tie sompioc ic dictrlOcEod os toiiotv^i 26% suy Uhey Pavc an iд01equv8f relftioochip,02(0 reдsJiatlyi PTitt SreqoenClg, P^ITO slrosoet 02% Ic^aoC: and 2% have no frequency (Fig. 29).
Ste r^etorietion oC ttt? maii pdncessps TCi^^ ate gctcSiirVerl to ^10 reiaOionsNips ic mairly dane throupO mformrtion r^t^h^n^c^^ge, eavn l/l IE is in aeeordance wish morp esseetrol elements. However, these are simple systems that are accessible to the general public with-do. any requirpmenEs nr own techcD^y cF161 %0 T0 p-m aMS1 tele^Eni^ rnfra-estwor0 5%., ^t^m End fat present:0)1/101 dsnhe ocmp.e1 iPetsonc| coitions-06- a|co gsip^c1 impor-tancs cyc^N SotoweO m sonue reOEneiq seia-Siov^Dip not-CHn ices1 teCweon 1 O nntiDoatioo oc used net reciprocity ond esnilsbilits oO Celo ostween ^c^i^r^ne^;; (0i8%). Heicg a ooncel^^r^chi
2%
14%
Rarely Regularly Quite often Always Nth ^c^ormed Doecs'th have
Emsilc/hnono/fsx PoscdosNy Group JCCr Psshoorceih ho hsomohioo Dooco'h Innow Evoohc
Oheosc fismc from hOo narEi^ owner Space st)Ohal
21,3%
2,5%
7,5%
- 3,8% 1,3% 1,3% 1,3% r 2,5% 1,3%
e 2,5%2
1,3%
1,3% l 1,3%1 1,3%
■«0,0%
0,0%
20,0%
40,0°%
Fig.29-Frequencyofcontactwithpartner Fig. 30 - Mediausedbypartnerorganizations, organizations,aggregateddatafrom the 6 aggregated datafromthe6subsectors(Source:Own subsectors(Source:Ownelaboration) elaboration)
Hotel/rental aar 155%%
Prices:;/bddeet 88%%
upppliers/steck 88%%
FendC's firms 33%%
Exhtindee information M 10%
M 10%
MrrCet reseprnh H 55%%
logisticc 55%%
Not informdd 333%%
General/merlneement 55%%
00% % 10% 2200%% 3 300%%
Fig.31-Types ofdistributedinformation, aggregateddatafromthe6subsectors(Source: Own elaboration)
Communication
Improvement on service
Quality/ control
Related to the main product
Autonomy
15,8%
10,5%
26,33%
00
5,3%
10,0% 20,0% 30,0% 40,0
Fig.32- Purposefor use ofITprogramsused, aggregateddata fromthe6subsectors(Source: Ownelaboration)
firm to improve se rvices and processes, training events and rapacity lauildiagr daCa aSiasina received 2 . 5% re^ccerrtation in tfie sampla . Nexa retationshipswrth tge Jse gennp,ex-change of sales staff, partnerships in outreach, unknown, events, partnerships with other companies of the same owner, relationships with operators and space rental each present 1.3% of the sample. Half of the sample has no partners or chose not to respond.
Regarding the sharing of data or resources with other companies, 43% say they have such a practice, 50% do not and 7% did not respond. The types of information shared (Fig. 31) were distributed into Lodging, Rental and Capacity (15%), Industry/Matrix Information Exchange and Events/ Meetings (10% each); Pricing, Expenses and Movement (8%); Suppliers, Inventory and Products (8%); Market Research and Information, Logistics and Management received respectively 5% followed by information sharing for friendly companies (3%). Of the respondents, 33% did not share information or chose not to respond.
The purpose of this exchange was grouped into five groups (Fig. 32). The first, with the highest representation (42.5%) represents respondents who did not share data or chose not to respond. The second are those who attribute to the exchange of information between companies the central element in offering their main product (Productive Feasibility, 15%). The third group can be classified as those who improve the relationship between organizations in order to improve customer service (12.5%) and profitability (12.5%). It is followed by organizations in the
touasm ghain thst hage asaa crganizatingal oblinition tCe ixnaangn 0° ¡nfcemation wiah etheu companies as10), fofhei nr getwor° (5%0 integrrtiea cfstores af tfegame ssatos or owner, and the portion of companies that do not know or establish as rare the exchange of interorganizational information (2.5%).
The use of information technology to integrate companies was identified by 43% of respondents. In the sample, 50% said they did not use it and 7% chose not to answer. Among the main IT tools used in 33% of the cases, the use of various tools by the company was mentioned, in 10% Desbravador. In addition, Whatsapp, Skype, Wooda, Webpages, Booking Engine, Misterchef, Mafra, Hospitality, Fantastic Soft, Deguste, Checking Hospitality were each mentioned in a proportion of 5% of the observations. There are significant differences between the types of technology studied, with those of free domain and low specificity predominating, suggesting the reinforcement of previous observations about the low profile in terms of profes-sionalization and business management, by the companies studied (Pimentel, et al., 2016).
Among the portion of the sample using information technology for inter-organizational integration, (Fig. 33) the stated purpose for the use of these tools was distributed as follows: control and quality (42.1%), availability of the company's main product (26.3%), communication (15.8%), service improvement (10.5%) and autonomy (5.3%).
When asked about the need to establish relationships beyond commercial ones (support, partnership, information exchange, etc.)
Rarely Regularly Quite often Always Not informed Doesn't have
Fig.33- Frequencyofcontactwithpartner organizations,aggregateddatafromthe 6 subsectors(Source:Ownelaboration)
with othe- cpnrpanies, 57% said itwhs not necessary and pd% indicated the? needforstrls relationship^. OU sav somele, 9% chose unPte answer She miuestionJn esdeuto dttermine er^-spondests' pers-ectivro onintesror8an¡nrtionsl relati onshipo -he aenacys/ot uaSíah//aO/dgi oc ísoí1 establishiho snah relationships (Fig. 34) were questiosed" cJ^Ca were ytyapod by proximity into nine iNes^s!-!«1 /i fio stucíI osíS. octhe ioter? viewees indicated service improvement as the main element foi" intcigration (28.3%), followed by stimulating competitineness anO igformafon dissemosa/on SIih¡|f%| esC integration Sdrween erganinntfops (UU^///^ dCnpmínaticn (1(89%), emor ?i-.0i9dP?r Oeliewnd or lihose wOa ssio not see any need or advantage (8.7%), impossibilities due to the use of franchising (2.2%). A part observes a reduction of integration costs (2.2%) and another part points out the lack of stimulus due to the lack of competition (2.2%).
Other important elements can be highlighted in the data to stimulate or not the integration of the TSC:
^"You have to keep up with suppliers". Q13 ^"Get discounts and destination information". Q57
^"It is a family business and we look for quality of life in the management of the company". Q26
^"Customer loyalty." Q80 ^"Need for a cultural network/chain". Q44 Conclusions and recommendations: Strategies for the development and qualification of tourism services from abroad The objective of the work was to analyze the TSC in Juiz de Fora (MG), focusing on the
Doesn't have Doesn't realizethn pnrposo Impossibility Procotipn Foster icproeecpot Integration Tost reduction Profit
Service icprovecert
0,0
10,0%
20,0%
30,0%
Fig.34-Advantagesinpartnerships,aggregated data of the 6 subsectors (Source: Own elaboration)
a nalysis of its structural components,main links, internalmane^ment °roeetn os wellos pcssi-ble inter-organizational relationships, in particular, focusing on its cultural equipment segment. Tharefore, t his study opens a path of work on the subject, which can eaptorn she aifferenS fanhth of this chain and its local impacts, contributing to reliably assess its socioeconomic importance at °he local level, as well as to create mechanisms for its improvement. In summary, understanding that the; focus on the productive chain is determinant to funraatae aOa effective organization of SSn sectat will ¡allots/ hot a superior hevalnpmeni oStfs entisa Sreelsm tysesm oiJsiz dn Fora, with direct aphafitt foe evVtvptenncv, tSa atSils rnas tor and the community and indirect benefits for the entire region where the activity is developed.
Although this segment has an average annual turnover of 3.6 million/year, per company, the sector still lacks inter-organizational integration, which leads us to the conclusion that if the sector were integrated in a strategic and inter-organizational way, this result could be much better. Therefore, this study opens an avenue of work on the subject that can explore the different facets of this chain and its local impacts, helping to reliably assess its socioeconomic importance at the local level, as well as to create mechanisms for its improvement.
The data available here point to a fragility in the planning and control of production while at the same time pointing to a mapping of the supply chain, a primordial element for the initiation of such a process. The importance of production planning and control to improve
the relationship between the links in the chain is also highlighted on three main fronts:
a) Intra-organizational - to strengthen and improve professional management practices in companies, thus raising their level of competitiveness, production capacity, efficiency and turnover. These are internal issues to be improved in the production line of each company and sub-sector.
b) Inter-organizational - integration between the links in the chain with a view to producing synergies, economies of scale and catalytic effects (for example, through joint procurement, given the small size of the companies, thus increasing bargaining power). However, under any circumstances, the organizational culture of "small day-to-day companies" that are wary of this type of relationship must be modified to favor the exchange of information, with a view to one day reaching a more advanced stage of joint decisions.
c) Supply chain governance - once the demands of the previous levels have been met, one scenario that should be pursued is the construction of some collective superstructure - an
organization, for example - to drive those directions, facilitate and integrate decision-making, oversee and manage the local production system to optimize the performance of the chain as a whole, either by reducing costs, adding value or both, but in any scenario, increased integration and control mechanisms are necessary to optimize performance.
Another important role is to increase training efforts that offer skills that fit the profile of most chain companies, micro and small enterprises. Likewise, to train managers of small enterprises, making them aware of the need to incorporate emerging supply chain planning strategies into their practice, presenting the possibilities for action and potential benefits.
The above descriptions offered important elements to elucidate the components on the services available in the city. The basic objective was to describe how the TSC is formed in the Juiz de Fora/MG tourist destination, highlighting the elements that compose it and the existing information on the services provided in the city.
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