Mémoire-projet

Abstract

The comparison between the results of the internal and external analyses regarding the process of obtaining the Green Key eco-label for hotels highlights both significant convergences and divergences. This comparative analysis not only allows for a better understanding of the internal and external dynamics involved in acquiring the label but also helps formulate strategic recommendations to improve the process.

Convergences Between Internal and External Analysis A notable convergence between the internal and external analyses lies in the importance attributed to sustainability commitments. The internal analysis emphasizes that obtaining the Green Key label is perceived as a crucial step in formalizing and reinforcing sustainable practices within the establishment. This commitment is not just about compliance but also a proactive strategy aimed at optimizing resources and improving the hotel’s image. Similarly, the external analysis reveals that, for many hotels, obtaining the label is driven by a desire to affirm their ecological commitment, often in response to increasing demands from clients and business partners. This convergence indicates that, regardless of the starting point, sustainability commitment is central to the certification strategy.

Another point of convergence between the two analyses is the importance of the external recognition conferred by the Green Key label. The internal analysis shows how this recognition can strengthen the hotel’s market position, especially among environmentally conscious clients. Similarly, the external analysis confirms that the label provides a significant competitive advantage, allowing hotels to stand out in a market where sustainability is becoming an increasingly decisive criterion for consumers. This external recognition is not merely symbolic; it translates into increased credibility and potential appeal to a broader clientele, particularly companies that incorporate sustainability criteria into their partnership choices.

Finally, both analyses agree on the technical and financial challenges associated with obtaining the Green Key label. The internal analysis highlights the difficulties related to adapting existing infrastructures to meet the label’s technical criteria, as well as the budgetary constraints that may hinder the necessary improvements. These challenges are also reflected in the external analysis, where surveyed hotels emphasize the substantial financial investments required and the considerable time needed to complete the certification process. These findings show that, although the Green Key label offers clear benefits, its acquisition represents a significant challenge, especially for establishments with limited resources.

Divergences Between Internal and External Analysis Despite these convergences, significant divergences also emerge between the internal and external analyses, particularly regarding the motivations for obtaining the label. The internal analysis presents the initiative of management as the main driver of the process, highlighting a strategic commitment by the company to formalize existing sustainable practices. In contrast, the external analysis reveals that, for some hotels, motivations are more diverse and sometimes less intrinsic. In some cases, certification is perceived more as a response to external pressures, such as client expectations or market demands, rather than as an expression of deep-seated sustainability commitments. This divergence underscores the complexity of motivations behind obtaining the label, which can vary significantly from one establishment to another.

Another notable divergence concerns the perception of the economic benefits related to certification. The internal analysis highlights tangible economic benefits, particularly in terms of resource optimization and long-term operational cost reductions. However, the external analysis presents a more nuanced view of these benefits. Some hotels believe that while savings are achieved, they do not always fully offset the high initial costs required to meet the label’s criteria, particularly regarding structural improvements. This difference in perception can be explained by variations in the economic contexts and financial capacities of different hotels, underscoring the need for individualized assessment of costs and benefits for each establishment.

Finally, employee engagement is another area where the internal and external analyses differ. The internal analysis highlights the challenges related to involving employees in the certification process, particularly regarding managing the additional workload and maintaining long-term commitment. In contrast, the external analysis presents a more positive view of employee engagement, with some hotels reporting increased motivation and satisfaction among staff, especially younger generations. This divergence may reflect differences in change management and internal communication approaches between establishments.

Conclusion The comparison between the results of the internal and external analyses reveals an overall perspective that is both coherent and nuanced regarding the process of obtaining the Green Key label. While the internal analysis focuses on the specific challenges faced by a particular establishment and the tangible benefits achieved, the external analysis highlights the diversity of experiences and perceptions within the hotel sector. This comparative analysis underscores the importance of adopting a personalized approach tailored to the specificities of each establishment while confirming that, despite the obstacles encountered, the Green Key certification is a major strategic asset for hotels committed to sustainability.

In summary, although divergences exist, they do not negate the significant points of convergence that reinforce the relevance of the Green Key label as part of a comprehensive sustainability strategy. This comparison of internal and external perspectives provides a better understanding of the challenges and opportunities associated with certification, offering avenues for improving the process and maximizing the benefits for hotels and their stakeholders.