The Impact of Internal Business Processes on Competitiveness of Hotel Accommodation Business in Rwanda

The purpose of this study was to investigate the impact of internal business process on the competitiveness of hotel accommodation segment in Rwanda. The target population was 120 with a sample size of 92 workers of Serena Hotel in Kigali. The respondents were stratified into two classes to be specific officials accountable for execution contracting and heads of offices to be specific; ICT, Human Resource Management, Finance, and Customer administration.

A poll was utilized as primary instrument for information accumulation. The study utilized both essential and optional information, where surveys were utilized for information gathering. Information gathered was processed through Statistical package for Social Sciences (SPSS). Out of the 92 overviews offered out to the examined respondents, 72 examinations were done and returned. This response rate of 78.2% was viewed as high for appraisal. As shown by Baruch and Holtom (2008), 52.7% is the average level of response rate from a survey of several social science studies satisfactory for evaluation and hypothesis of the outcomes.

The study recommends that for an organization to have a significant impact in its industry and gain competitive edge over its competitors, it will have to be aggressive with its internal business processes. The hotel accommodation business mainly thrives on these alongside other variables for success and the capacity to reinforce these strategies with put the organization ahead. This is also practical as many clients are retained through positive experiences with all departments in the hotel.

Majority (84.6%) of the respondents indicated that their organization strives to improve quality as part of its internal business mechanisms to gain competitive advantage. Again, majority (90. 5%) of respondents indicated that the organizations certifications are trusted worldwide and as a result many customers are confident doing lodging with the hotel. Further, majority (84.3%) or respondents indicated that the organization provided quality service to its customers as part of its internal business drive to maintain its clients and gain a competitive advantage. While a lower proportion expressed confidence in the organization’s tendering process, overall, the respondents rated the organization’s internal business perspective very highly.