PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 52 MANAGEMENT AND QUALITY OF SERVICES IN PRISTINA’S HOTELIER INDUSTRY Petrit Hasanaj ILIRIA College, Pristina, petrithasanaj@gmail.com Bekë Kuqi Universitety “Haxhi Zeka” Peje, beke.kuqi@unhz.eu Besmir Ahmetaj Prizren, besmirahmetaj22@gmail.com ABSTRACT Management of tourism hotel industry and especially the quality of services in hotel industry are important and successful factors of business. The concept of quality of service is essential if we wish to understand the genesis of service quality and potential gaps in quality. The purpose of this paper is to show the importance of service quality in the hotel industry from the standpoint of conceptual and description attributes influencing this quality. Today to manage the industry of tourism and hotelier in a more efficient and effective way means to take a step towards the country's economic growth, boost employment at satisfactory levels and welfare of the population. This management is a positive publicity for the country and attracting tourists who bring more income and new social and cultural cooperation. Key Words: Quality, Tourist Production, Service, Guest-Tourist, Resort Entity, Total Quality Management. mailto:petrithasanaj@gmail.com mailto:beke.kuqi@unhz.eu PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 53 1. INTRODUCTION Hotelier and tourism have already been affirmed as typical phenomena of today’s civilization. Development of tourism and hotelier play an important role in the economic development of every country, in particular the Municipality of Prishtina which also has an impact on the overall economy of Kosovo. Therefore, one of the main segments that characterizes the Municipality of Prishtina is tourism and hotelier. Tourism and hotelier in Prishtina, are considered as interconnectors among wide spectrum of economic and non-economic services and production activities. What is predicted in the future is to further increase the rate of interest for these phenomena by the public society, private companies, associations, social institutions, and this is because of the effects of powerful economic, social, psychological and recreational impacts that are carried on by tourism and hotelier. Therefore, the most desirable areas usually are coastal places, mountains or cities with a special history. Tourism together with hotel activities are seen as intensive development activities with high economic impacts. Based on analysis done for international tourism it shows that there are many forms and models of development in terms of administration that are reflected with advantages or disadvantages, but in general they define specific policies and programs for running this important economic branch. 2. THE IMPORTANCE OF QUALITY SERVICE IN HOTELIER INDUSTRY Tourism is one of the main reasons for the creation and management of hotels. Countries in transition such as our country are giving utmost importance to tourism having in mind that climatic conditions and beautiful tourist areas are not scarce and the should necessarily be used. Tourism and Hotelier are in a mutual relationship because where there are tourist areas there also should be hotels. A good management of the Hotelier means a service with the highest quality and indirectly a large number of tourists satisfied with the service provided and the fulfillment of their desires. To manage a hotel presents different difficulties and satisfactions which should be balanced to achieve a maximum service. A good management is difficult to be assessed in a short period of time because it should elapse long process of service delivery, consumption, and finally listen PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 54 customer views for the services provided, their satisfaction and dissatisfaction. Their satisfaction is in direct proportion to the good or bad management of the hotel. In another point of view, it also should be studied the carefulness that shows the management sector to provide the requested service and the procedures it follows to achieve the desired result. The main manager should take care for all desires expressed or not expressed by customers, ask employees who are in direct contact with them for ideas and thoughts they represent, he/she should create motivation spirit to the team dealing with customer service because only in this way profitability at work can be increased.1 A good manager, one day per year or even more often behave as a client seeking to spend a night in the hotel (in this case in the hotel where he/she works) to try himself/herself the quality of service and deficiencies that may exist, same practice as the top level manager of Disney Land each year behaves like an ordinary customer and also serves customers in every stage of the work. Hotelier tourism management requires a special attention therefore the following chapters will describe each thole component and the process to be followed to reach the final result: high-quality service and maximum customer satisfaction. The predominance of the services sector today is confirmed that 70% of the world's GDP2 is realized in the service sector. The same sector accounts 70% of the workforce worldwide. This fact shows the importance of the service sector in the economy of a country occupying a high percentage to GDP. A country that seeks economic growth must invest in the improvement of this sector which is very important and essential. One of the sectors with the largest share is the hotel industry, considered as the main representative of the service industry. Benefits derived from a high quality are reflected not only in a more competitive position in the market, but even in a better result of business. This fact can be verified in a larger scale by measuring the increase of profitability and market share showing that what changes occur if actions to improve the quality of service are taken. Results of a study in the "USA" conducted 1 Dr. sc. Gržinić, Jasmina, ‘Concepts of service quality measurement in hotel industry’, Page.2, 2008 2 Gross domestic product. PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 55 between1987 and the 2002 to a sample of 2,600 companies in different states and cities show a direct connection between the level of quality of goods, services and their financial indicators. From this study it was observed that indicators of the success of a company such as market share, return on investment, the coefficient of turnover and profitability show higher values in companies with a higher level of quality goods and services.3 2.1. Knowing the basic customer requirements for building a quality service To ensure and maintain the quality expected by today’s customers or tourists, in general we must distinguish two main aspects of quality by showing special attention to tourism. This relates directly to research that conducts this industry in order to know requirements and desires of customers in that way to ensure a basis for providing a quality service: quality design and the quality in accordance with the design.4 Quality of design is a concept that implies presentation of products or services according to the needs and desires of customers. Hotel industry can satisfy customer requirements or tourists only if they are included in its design, i.e. in order to achieve this its requirements should be included in the products and services offered by the hotel. Hotels conduct research or market research in order to know how their clients are and pay special attention to their requirements. The quality of compliance with project design completes the first aspect because it represents the level at which the product or service meets or not the requirements of this market. Quality represents the fulfillment of customer needs and to achieve this they should be known to them at any time through a continuous research in the market if the needs or desires of customers have changed or have remained as before. Such an approach will ensure tracking continuous improvements in accordance with their requirements. 3 Grove S.J., dhe R.P. Fisk, ‘The impact of other customers on service experiences: a critical incident examination of getting along’, Fq. 63-85, Journal of Retailing, 73, 1997 4 Oakland, J. S., op. cit., Fq. 10, in: Tourism and hospitality management, no. 1., Faculty of Tourist and Hospitality Management Opatija, Opatija. PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 56 Effectiveness of the quality system as a whole is possible only if monitoring and analysis of potential customer requirements are implemented periodically, and also by setting and controlling the process of the quality and implementation of improvements. Constant quality is a complex term, made up of several elements and other criteria. All the elements of quality or criteria are equally important in order to receive 100% quality. If one element of quality is missing, total quality of a product or service is impossible to be achieved. Nowadays, the result of increased quality is more and more focused on different needs and desires of customers, along with the growing level of competition, market globalization and development modern technology. Problems on measuring the quality of service arise from the lack of clear and measurable parameters for determining the quality. This is not the case of defining the quality of product because their quality is easier to be studied due to specific and measurable indicators they have such as: sustainability, the number of damaged products and similar, which make relatively easier the study to determine the level of quality. 2.2. Service characteristics compared to those of the product Inability to separate production from consumption and inability to preserve services implicitly include a simultaneous production and consumption, which is characteristic for most services. Since the beginning, services are ideas or concepts rather than objects, they cannot be seen in the same way as production products and therefore are characterized as immaterial. Production products are tangible and services not (we cannot touch the service offered in a hotel, although we may feel results of this service). All that was explained above can be summarized in three main points.5 • Services are often produced and consumed at the same time and we cannot protect them 5 Prof. Panariti, Suzana, Operations Management, Chapter I ‘Introduction to operations management' Page.8, University of Tirana, 2008 PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 57 • Services are unique and it relates to the needs and specifications of each and everyone that service are being offered. Each hotel has its own specifications how it provides a service and is different from another. • Services have a high interaction with clients and cannot be standardized or automated. In a hotel, the basis for a good quality and good service is the interaction with the customer's unique requirements. 2.3. Measuring the quality of service in hotel industry In order to reach a rationality, models of excellence of the business, in a way, determine if they meet or not the criteria and assess the excellence of business if it is valid or not, not only to meet the criteria set, but also in determining the level up to which the criteria is fulfilled. By analyzing the quality of service it is advisable to study a large number of potential companies who providie the same type of service6. As mentioned above, if a company conducts a survey and finds that the results obtained are negative, it may interpret this information wrongly and conclude that it provides services completely in a wrong way. On the other hand, when analyzing a large number of companies, it is possible to compare the data and take a real picture of the position of an individual company compared to others about the quality. A concept called quality circle helps in measuring the quality. It is based on the belief that employees who actually do the work, instead of their managers, are those who are better able to identify, analyze and deal correctly with the problems they encounter. This idea originated in Japan in 1962. The circle of quality or otherwise of the quality circle is made up of a group of employees, usually less than ten, who perform similar work and who meet once a week to discuss their work, identify problems and present possible solutions to these problems. For example, a circle of quality can be formed among employees who deliver services to customers. Quality circles are more successful when they are part of an organization. American businesses have chosen this concept in the mid 1970s. 6 Denney G. Rutherford, Hotel Management and Operations, 3rd Edition, Page. 172 PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 58 This concept should be extended in this hotel and tourism industry and in every other service industry because advices, ideas and opinions of employees who perform the same work are worthy to develop better performance. If ten receptionists discuss about clients they face every day, their desires, demands, grievances, behavior and other issues, they will have a more detailed information and will be easier to face certain situations and provide a service depending on customer they face. 2.4. Gaps that exist between the quality and the satisfaction of customer The first gap that the quality service can create against the customer satisfaction in hotel industry is the gap of knowledge. It is a result of differences in knowledge management and their expectations. This gap can lead to other deficiencies in the process of quality of service and can be caused by:7 - incorrect Information on market research and demand analysis, - Incorrect interpretation of information about expectations - Lack of information about a reaction between the company and customers - Burocratic flow of information creates this gap and sometimes modify some of the information compared to those who are in direct contact with customers. The second gap is the standard gap. It is the result of differences between the knowledge management for customer’s expectation and the process of delivering the service. This gap is as a result of: - Error in planning or insufficient planning procedures; - Bad planning by management; - The lack of clearly defined goals in organization - Senior management relies insufficiently on quality planning service. To satisfy these hopes and desires, management can be fair in assessing customer expectations and business development methods without the need for employees to be correct in service delivery. For example, a restaurant can order the waiters to serve customers in two minutes after they sit 7 Dr. sc. Gržinić, Jasmina, ‘Concepts of service quality measurement in hotel industry’, Page.87, 2008 PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 59 down. However, the waiters can ignore this rule and speak among themselves in a corner forgetting the rule. The third gap is the gap of communication deriving when there exists a difference between the service delivered and the service that the company has promised to customers via external communication. The reasons are:8 - Planning of communication with the market is not integrated with services; - Lack or insufficient coordination between traditional marketing and procedures; - Organizational performance not in accordance with specifications - Exaggerated tendency not in accordance with promises Hotels try to discover "service gaps" through questionnaires and study and analyze gaps. Analysis is an essential element for managing in order to find the causes of problems related to quality and to find appropriate ways to get rid of such gaps. Therefore, four gaps are also called organizational shortcomings or internal shortcomings. 3. HOTEL CLASSIFICATION STANDARDS IN PRISHTINA Pristina is the capital city of the newest country in Europe, Kosovo and at the same time the largest city of Kosovo. Prishtina is known for its role of metropolitan economic development, with contemporary urbanism and efficient services and well-integrated into regional and international developments, the center for culture, education, sports etc. Preliminary results of Census 2011 show that Pristina’s population reaches 198,000 inhabitants. The city has a majority of Albanian population, along with other smaller communities including Bosnians, Roma and others. Prishtina is the center for administrative, educational and cultural life of Kosovo. There is the University of Prishtina and Prishtina International Airport. Below we will present some of the most popular hotels in Prishtina, under the category of stars, with descriptions and client assessments. 8 Dr. sc. Gržinić, Jasmina, ‘Concepts of service quality measurement in hotel industry’, Page. 87, 2008 PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 60 3.1. Hotelier capacity in the Municipality of Prishtina The municipality of Prishtina, according to the statistics of the records of the hotels operating in this municipality, is the most visited municipality with foreign and local tourists, therefore in the development plan of the commune space, tourism has been presented as a priority for development and growth of the economy, so touristic areas for development have been separated. Name Capacity that offers Hotel Swiss Diamond Swiss Diamond Hotel has been awarded 5 Stars Price Diamond Award International by the American Academy of Science of Hotelier. Rooms are designed to offer the utmost convenience and comfort. Luxurious and elegant, wide spaces. Italian marble bathrooms decorated with the best luxury accessories, hair dryer, makeup mirror, tub and separate shower. Hotel Pristina "Hotel Pristina" is one of the most prestigious hotels in Pristina. With its unique architecture, originally designed, modern equipment, perfectly combines the elegance and simplicity of a neoclassical building. In order to adapt to the guests needs the hotel offers 43 rooms: 17 are standard rooms, 11 business rooms, 6 standard rooms with two beds and 9 deluxe rooms, arranged in the best possible way in order for guests to feel maximum comfort. Hotel Begolli Hotel Begolli features a selection of rooms and suites beautifully arranged, spread across 5 floors, an elegant hotel near the center of Pristina with a tradition of 80 years. Hotel Sirius Conveniently located in the center of Prishtina where guests can have easy access to all interesting places. Free Parking, Room Service, Restaurant, Bar, Room for Baggage, Pets are allowed. Hotel Royal Hotel Royal is a new hotel and one of the most prestigious hotels in the center of Prishtina. It is a hotel with lots of flavor and style, with a height of 5 floors and 44 rooms decorated with elegance. The hotel offers professional services for all guests. Free Parking, Room Service, Restaurant, Bar, Room for Baggage, Pets are allowed. Hotel Silver Hotel Silver is 30 minutes away from the International Airport of Prishtina "Adem Jashari" with a distance of 20 km and only 1 km from the center of Prishtina. Free Parking, Room Service, Restaurant, Bar, traditional cuisine. Hotel Victory Hotel Victory for over a decade care for many foreign and local guests, government officials and personalities who enjoy the fact that the hotel, although it is in downtown, yet it is intimate and quiet which guarantees a comfortable sleep at night and safe surroundings. PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 61 Hotel Lyon Lyon Hotel is located 500 meters from the center of Prishtina with 24 hours reception service, restaurant and a bar. All the rooms are air-conditioned and include cable TV and a mini bar, bathroom with shower, hairdryer and towels. Breakfast is included in the price and it is buffets. City Museum of Prishtina as well as City Theatre are 800 meters away. Hotel Ora It is located in the center of Prishtina. Hotel Ora is only 150m away from "Mother Theresa" Square. It offers a restaurant, free parking lot and rooms (free Wi-Fi). A garden and a summer terrace for guests to relax. All rooms include air conditioning, TV and a mini bar. Each room has a private bathroom, hairdryer and toilet paper (free of charge). Some rooms also have the elegance in itself including the balcony. Grap 1. Frequency of hotel visits in Pristina Source: Kosovo’s Statistics Agency. Table 1. Number of visitors (foreign and local) and their nights booked, for the period TM1 2008 – TM3 2015 Period Number of visitors Their nights booked Local Foreigns Local Foreigns Q1 2008 4,104 4,982 4,994 10,419 Q2 2008 5,142 6,380 5,824 12,428 Q3 2008 5,663 6,519 6,542 11,629 Q4 2008 4,769 6,735 5,242 12,434 Q1 2009 8,483 9,257 9,342 14,868 Q2 2009 13,040 7,599 14,082 17,103 PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 62 Q3 2009 13,183 11,445 13,426 20,525 Q4 2009 17,925 8,017 18,026 23,546 Q1 2010 13,670 7,592 14,109 16,303 Q2 2010 16,789 10,208 16,789 21,478 Q3 2010 8,648 8,775 8,664 18,433 Q4 2010 5,556 7,807 5,561 20,180 Q1 2011 11,692 5,535 11,751 11,893 Q2 2011 11,405 9,889 12,401 21,944 Q3 2011 7,806 8,249 8,746 16,017 Q4 2011 11,141 6,676 11,859 15,730 Q1 2012 10,607 5,965 10,737 11,259 Q2 2012 13,581 14,025 14,418 24,638 Q3 2012 13,613 16,117 13,657 28,016 Q4 2012 12,172 12,683 13,196 27,055 Q1 2013 10,886 12,603 12,088 19,988 Q2 2013 9,055 13,340 9,552 22,615 Q3 2013 12,421 12,673 14,065 22,426 Q4 2013 13,018 11,458 19,162 18,854 Q1 2014 10,894 12,985 11,884 20,977 Q2 2014 13,902 15,613 15,896 26,799 Q3 2014 11,573 18,159 13,936 29,572 Q4 2014 10,108 14,556 13,558 24,718 Q1 2015 13,636 16,217 19,273 26,136 Q2 2015 16,320 22,240 20,560 32,926 Q3 2015 17,463 22,877 24,520 33,317 Source: Kosovo’s Statistics Agency. In Q3 2015 the number of visitors is 40,340 visitors, 43.29% are local visitors, and 56.71% are foreign visitors, while the number of nights booked in TM 3 2015 is 57 837 accommodations, 42.40% of the accommodations are from locals and 57.60% are Foreigners. PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 63 Grap 2. Movements (trends) of visitors (local and foreigners) and their nights booked, for the period TM1 2008 – TM3 2015 Source: Kosovo’s Statistics Agency. Grap 3. Number of visitors (foreign and local) and their nights booked on TM3 2015, compared to the same quarters of previous years (2008 – 2014) Source: Kosovo’s Statistics Agency. Table 2. Foreigns and local visitors and their nights booked by regions, for the period 2008 - 2014 PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 64 I D . r e g i o n s Regions 2008 2009 2010 2011 2012 2013 2014 V i z i t o r s N e t ë V i z i t o r s N e t ë V i z i t o r s N e t ë V i z i t o r s N e t ë V i z i t o r s N e t ë V i z i t o r s N e t ë V i z i t o r s N e t ë 1 Gjakova 2,263 2,529 2,240 2,895 2,031 2,324 1,640 2,030 1,597 2,434 1,517 2,072 2,062 3,736 2 Gjilan 3,152 3,466 3,210 4,181 1,976 2,400 2,251 3,101 1,937 2,731 1,718 2,364 1,552 2,081 3 Mitrovic a 1,873 1,967 2,471 2,718 2,894 3,289 2,646 2,890 2,875 3,088 2,915 3,147 2,631 2,689 4 Peja 4,924 5,423 8,288 10,68 0 8,337 9,677 6,633 7,170 7,593 11,18 4 6,630 9,597 11,534 18,751 5 Prizren 3,632 4,095 4,639 5,792 4,663 9,210 5,434 6,946 6,212 7,962 8,109 10,36 0 8,615 11,144 6 Pristina 27,07 6 50,19 8 57,569 92,24 5 49,17 2 83,69 4 46,63 6 80,62 0 68,53 7 102,84 6 68,68 7 102,32 3 77,167 114,48 9 7 Ferizaj 1,374 1,834 10,532 12,40 7 9,972 10,92 3 7,153 7,584 10,01 2 12,73 1 5,878 8,887 4,229 4,450 Total 44,29 4 69,51 2 88,949 130,91 8 79,04 5 121,51 7 72,39 3 110,34 1 98,76 3 142,97 6 95,45 4 138,75 0 107,790 157,34 0 Source: Kosovo’s Statistics Agency. Table 2 shows the total number of visitors and their nights booked in the regions of Kosovo during 2008 - 2014. As shown in Table 2 with the largest number of visitors in 2014, leads the Pristina region with a total of 77 167 visitors, Peja ranks second with 11 534 visitors, Prizren ranks third with 8615 visitors. Table 3. Foreign and local visitors and their nights booked by regions, for TM3 2013, TM3 2014 and TM3 2015 Nr.identif i kation Regjions Q3 2013 Q3 2014 Q3 2015 Vizitors Nights Vizitors Nights Vizitors Nights 1 Gjakovë 349 476 613 1,255 565 1,497 2 Gjilan 469 495 545 707 645 855 3 Mitrovicë 788 789 734 734 788 871 4 Pejë 2,393 4,837 3,896 5,676 9,242 13,631 5 Prizren 3,340 4,125 2,470 3,191 6,229 8,075 6 Prishtinë 16,255 24,218 20,649 31,002 21,726 31,530 7 Ferizaj 1,500 1,551 825 943 1,145 1,378 Total 25,094 36,491 29,732 43,508 40,340 57,837 PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 65 Source: Kosovo’s Statistics Agency. From Table 3, it can be seen that in Q3 2015, the largest number of visitors and their nights booked are in Pristina region, with 21,726 visitors and 31,530 nights booked. Grap 4. Foreigns and local visitors and their nights booked, for TM3 2013, TM3 2014 and TM3 2015 Source: Kosovo’s Statistics Agency. Table 4. Foreign and local visitors and their nights booked by regions, for the TM3 period of 2013-2015 ID. Region Regions Q 3 2013 Q 3 2014 Q 3 2015 Vizitor sd Night Vizitor s Night Vizitor s Night 1 Gjakova 150 277 284 813 328 1,122 2 Gjilan 123 149 292 418 375 556 3 Mitrovica 195 196 198 198 188 214 4 Peja 603 2,642 2,240 2,945 4,982 6,325 5 Prizren 1,714 2,291 1,058 1,681 4,174 5,796 Q3 2013 Q3 2014 Q3 2015 In T h o u se n d s PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 66 6 Pristina 9,632 16,564 13,883 23,240 12,452 18,922 7 Ferizaj 256 307 204 276 378 382 12,673 22,426 18,159 29,572 22,877 33,317 Source: Kosovo’s Statistics Agency. As seen from the table above, the largest number of foreign visitors is concentrated in Pristina, Peja and so on. Grap 5. Number of foreign visitors and their nights booked, for the period TM3 2013, TM3 2014 and TM3 20 Source: Kosovo’s Statistics Agency. Tabela 5. Number of foreign visitors and their nights booked by country of origin, for the periods TM3 2013, TM3 2014 dhe TM3 2015. Nr. State Q 3 2013 Q 3 2014 Q 3 2015 Vizitors Nights Vizitors Nights Vizitors Nights 1 Austria 23 26 508 860 1,359 1,636 2 Belgjika 28 32 215 238 325 541 3 Bosna & Hercegovina 25 44 98 199 238 360 4 Britania e Madhe 386 568 570 1,025 631 1,038 5 Franca 239 326 274 512 359 578 6 Gjermania 1,133 1,831 1,577 2,654 1,957 3,002 7 Greqia 30 34 15 16 159 272 8 Holanda 49 61 34 60 171 299 9 Italia 965 1,467 507 935 634 1,060 10 Kroacia 516 1,142 368 743 1,787 2,057 In T h iu sa n d s PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 67 11 Mali I Zi 101 270 43 65 475 723 12 Maqedonia 195 378 379 517 840 1,367 13 Polonia 28 28 30 31 34 85 14 Serbia 208 377 347 589 551 994 15 SHBA 1,209 2,738 1,493 3,141 1,741 2,754 16 Shqipëria 2,274 3,095 2,224 3,050 4,334 5,396 17 Sllovenia 355 2,085 546 1,223 779 1,293 18 Spanja 16 20 9 9 136 221 19 Turqia 1,462 2,253 886 1,519 1,368 1,994 20 Zvicra 1,049 2,017 969 1,691 1,848 2,610 21 Të tjera 2,382 3,634 7,067 10,495 3,151 5,037 Total 12,673 22,426 18,159 29,572 22,877 33,317 Source: Kosovo’s Statistics Agency. From the table above, we see that the largest number of foreign visitors is from Albania, Germany, Switzerland, etc. According to these researches, Prishtina remains the most visited city by different local visitors and foreigners. Thus, in Q1 2014 the number of visitors in hotels in Kosovo is 23,879, where 45.62% are domestic visitors and 54.38% are foreign visitors. Whereas the number of nights booked in Q1 2014 was 32,861, where 36.16% of booked nights are from locals and 63.84% are from foreigners. In Q1 2014, the highest number of visitors and nights booked has Prishtina the capital of Kosovo with 13,667 visitors and 21,286 nights booked. According to KSA, with the highest number of visitors in 2013 stands Prishtina the capital city of Kosovo, with a total number of 55,750 visitors, Lipljan ranks second with 7931 visitors, Prizren ranked third with 6610 visitors. In Q1 2014, the survey are included 106 hotels in the territory of Kosovo, where most hotels are located in Prishtina, Ferizaj, Prizren, Peja, Gjilan. According to the survey, utilizing capacity at country’s level is 9.36%. The largest number of foreign visitors is concentrated in Prishtina and Prizren. But, in terms of foreign visitors, the highest number is from Albania, USA and Turkey. PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 68 4. RESEARCH RESULTS - SURVEY To determine customer satisfaction with Hotelier services we have exploited the results of a survey done in the city of Prishtina. Out of 200 surveys 156 were valid under which we derived the following results: Age group of respondents: -25 years - 40 years - 55 years More 63 60 18 15 Answer results: QUESTION 1 2 3 4 5 6 7 8 9 10 How often do you visit hotels 50 % 25 % 23% Quality of services 48 % 15% 37 % How does a service impact in your visit 78 % 15% 6% QUESTION 1 2 3 4 5 6 7 8 9 10 44% PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 69 How much you are informed about services in hotels 19% 32% Is potential utilized sufficiently 38% 52% 11% How does service impact competitiveness increase 63% 23% 13% Do you thik if they are safe and adequate for visitors with dissailities 15% □ positive □ negative □ contained 5. CONCLUSION The future success of hotels depends on the ability to anticipate and capitalize on changes. Going towards transition and globalization a successful hotel should examine not only the key factors that will determine the success but also those who cope with a survival of the hotel in the future. These key factors depend on the organization of the hotel such as visionary leadership, globalization, diversification, flexibility, flat structure, focus on customers. The organization should be able to give response to the growing global services, maintain sales offices in many countries and hotel properties around the globe and an increased level of global labor force. A new organizational structure uses global and regional resources to promote higher levels of innovation, customer and revenue-oriented focus. Flexibility in modern hotel organization means ensuring that the system, processes and people may respond differently to different situations. It should achieve less detailed rules and procedures, greater autonomy and encourage new initiatives and division of labor. The trend towards flat organization of hotels means less management levels, employees to have the opportunity to make decisions and not much difference in responsibilities. If the customer PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 70 is the king or the queen in the twentieth century, the organization of the hotel should be less focused on its assets as a measure of success, and more focused on the customer. The focus on customer should reflect business decisions at every level for development and organization of the hotel. The hotel service is based primarily on people rather than on other devices. Twenty years ago, a business is not expected to have a level of service consistent and predictable wherever they operate. Today, standards and not expectations are key and essential elements of a technological service to a hotel to meet every customer need. Organization of a hotel nowadays should meet the needs of a visionary leadership as a way to focus on ideas of leadership, information, inspiration, vision and teamwork. Organization of a hotel through Internet network can simplify direct communication for all levels by ignoring the chain of command, cross structured teamwork, strategic alliances between competitors and third parties and decentralization. Information Technology nowadays affects every aspect of a business from corporate strategies to the structural and organisative organisation. Before, technology was seen as a way to reduce costs by replacing people. This idea is being replaced with the idea of seeking an information technology as a support for creative work that each organizational level should follow. Information technology should allow the organization to respond more quickly to market needs and also meet all the requirements and customer needs rapidly and accurately. To achieve this, organization should be decentralized. Information Technology imparts, but it should convey correct information to the right people and at the right time. PRIZREN SOCIAL SCIENCE JOURNAL / Volume 2, Issue 1; January-April, 2018 / ISSN: 2616-387X 71 REFERENCES 1. Denney G. Rutherford, Hotel Management and Operations, 3rd Edition 2. Donald M. Davidoff, Contact: Customer Service In The Hospitality And Tourism 3. Drummond, K. E. Human Resource Management for the Hospitality Industry. New York, NY: Van Nostrand Reinhold (1990). 4. Frank D. Borsenik and Alan T. Stutts, The Management of Maintenance and Engineering Systems in the hospitality Industry, 4th ed. (New York: John Eiley & Sons, Inc., 1997). 5. Grove S.J., and R.P. Fisk, ‘The impact of other customers on service experiences: a critical incident examination of getting along’, Page. 63-85, Journal of Retailing, 73, 1997 6. Gržinić, Jasmina, ‘Concepts of service quality measurement in hotel industry’, 2008 7. Jerris, A. L. Human Resource Management for Hospitality. Upper Saddle River, NJ: Prentice- Hall, Inc. (1999). 8. Kaye Sung Chon, Jay Kandampully, Connie Mok, Service Quality Management in 9. Koja, Gorica, “Marketing Tourism” 2007 10. Llaci, Shyqyri, Koli, Zana, Human Resource Management, Chapter. VII ‘Recruitment’ 11. Llaci, Shyqyri, Business Management, Chapter. VII, ‘Organizational structuring of business' 2006 Other articles • Official Hotel and Resort Guide (OHRG) , Summary of articles and Information on Hotel Classification System • Coopers & Lybrand L.L.P., United States Bureau of Labor Statistics, Smith Travel Research. • Fundamentals of Service Orientation, White Paper, AttachMate, U.S.A 1. INTRODUCTION 2.1. Knowing the basic customer requirements for building a quality service 2.2. Service characteristics compared to those of the product 2.3. Measuring the quality of service in hotel industry 2.4. Gaps that exist between the quality and the satisfaction of customer 3. HOTEL CLASSIFICATION STANDARDS IN PRISHTINA 3.1. Hotelier capacity in the Municipality of Prishtina Grap 1. Frequency of hotel visits in Pristina REFERENCES