Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 1

a) Strategic Management Practices Evident in Hotels in Kumasi Objective one of this study sought to assess the strategic management practices in Hotels in Kumasi. Table 1.1 displays the quantitative figures representing the opinions of respondents sampled for the study. These figures show the descriptive statistics of the strategic management practices in Hotels in the Kumasi presented to respondents in the form of statements used on the five-point Likert scale questionnaire. The results suggest that each of the statements received a favorable affirmation from the respondents. On a scale of 1 to 5 from least agreement, somehow agree, moderately agree, agree and strong agreement respectively, the construct with the least mean value is ‘the hotels have a crated a strategic plan to deliberately achieve their vision’ having a mean of 4.500. This mean falls in the position of ‘strong agreement’ on the Likert scale. The standard deviation associated with this variable stands at 0.819 which disperse approximately 18 percent from the mean value. This appears moderately low; an indication that the respondents were resolute on the assertion that their respective hotels do have strategic plans developed to service as a road map for the achievement of their respective visions. The variable or statement that had the next highest mean value is ‘environmental scanning is conducted to match the company’s internal strengths and external opportunities. The mean stood at 4.200 with a standard deviation of 1.003. The implication of this mean is that the average opinion of the respondents is that they strongly agreed that the hotels conducted environmental scanning is to match the company’s internal strengths and external opportunities. The standard deviation suggests that there can be about 24 percent variations in the opinions of respondents should the same data be collected from the same group of respondents today. This level of deviation is quite high. The analysis of the results further showed that a sizeable number of respondents do also agree that ‘Having a sense of direction motivates you to work towards the organization’s direction’. Details of the results indicate that the construct has a mean of 4.040 which can be equated to the ‘agree’ position on the Likert scale Table 1.2: Strategic Management Practices N Min Max Mean St. Dev Your company has a crated a strategic plan to achieve its vision. 200 1.00 5.00 4.500 1.319 Your organization conducts environmental scanning to identify strategic opportunities. 200 1.00 4.00 3.520 .911 Your organization conducts environmental scanning to identify threats that may affect your operations. 200 1.00 5.00 3.360 .896 Environmental scanning is conducted to match the company’s internal strengths and external opportunities. 200 1.00 5.00 4.200 1.003 Having a sense of direction motivates you to work towards the organization’s direction. 200 1.00 5.00 4.040 .940 Valid N (listwise) 200 b) Effects of Strategic Management Practices (SMP) on Customer Satisfaction of Hotels in Kumasi . The second objective of the study was to determine the effect of Strategic Management Practices (SMP) on Customer Satisfaction of Hotels in Kumasi. This section of the analysis presents results of data estimation on this objective. The results are based on multiple regression estimation technique and are reported on Table 1.1. Evidence from the table suggests that strategic management practices have positive effect on customer satisfaction hotels in Kumasi. Strategic Management Practices (SMP) suffused a coefficient of 0.046 in the regression model with a p-value of 0.0014 at 5% level of significance. The result therefore indicates that all other things remaining constant, an increase in the value on Strategic Management Practices (SMP) will stimulate 0.046 increase in customer satisfaction of Hotels in Kumasi. The model shows F-statistic of 3.863 with a probability of 0.0014 indications of a significant relationship between the dependent and independent variables. The estimation however had an R squared of about 14 percent. This means that the variations in the customer satisfaction of Hotels in Kumasi can only be explained by the chosen explanatory variables up to 14 percent. Based on the result strategic management practices (SMP) and customer satisfaction of Hotels in the Kumasi are positively correlated with each other. It is implied that when strategic management practices (SMP) are increasing, there is the possibility for enhanced customer satisfaction in the selected hotels. This result was confirmed in past studies. For instance, Al-Refaie, Ghnaimat, and Ko (2011) examines the relationships between nine quality management practices and customer satisfaction (CS) and innovation and found a directly and positive relationship between the two variables. The finding is also in line with Garg and Goyal (2013) who found that there exists a direct correlation between strategic planning and customer The Effect of Strategic Management Practices on Customer Satisfaction and Loyalty in Selected Hotels in Kumasi 78 Global Journal of Management and Business Research Volume XXIII Issue I Version I Year 2023 ( ) A © 2023 Global Journals