An examination of Spanish demographic, economic, and political data relevant to the problem investigated in presented in Chapter 2. Information relevant to tourism and the hotel industry is presented in Chapter 3. The findings of the investigation into the specific problems faced by the hotel industry in Barcelona are presented in Chapter 4, and the conclusions drawn from these findings are presented in Chapter 5.

SPANISH DEMOGRAPHIC, ECONOMIC, AND POLITICAL DATA

Spanish demographic, economic, and political data that are relevant to the problem investigated in this study are presented in this chapter. Demographic and political data are presented together, while economic data are presented separately.

Spain occupies approximately fivesixths (84.7 Percent) of the Iberian Peninsula in Southwestern Europe. Most of the remainder of the peninsula is occupied by Portugal, with a minuscule 6.5 square kilometers being occupied by Gibraltar. Spain is bounded on the north by the Bay of Biscay and the Pyrenees Mountains. The Pyrenees, for the most part, constitute the boundary between Spain and France, with a tiny interruption for Andorra, which lies between the two countries, and

Percent 18.5 33.3 33.3 14.9 100.0

Percent 18.5 33.3 33.3 14.9 100.0

The climate in Spain is predominantly continental, with hot, dry summers and harsh, cold winters. A vast highland plateau constitutes most of the peninsula land mass, which is surrounded and dissected by mountain ranges. Lowlands are found along the coasts and in both the southwest and northeast.

6. Social and other factors. The relevant social and other factors affecting a hotel organization's strategic planning are dynamic. What is a highly significant factor today may be of little consequence (in the context of strategic planning) tomorrow, and vice versa. Shifting societal attitudes toward work also affects strategic planning. The list of such factors is limitless, as are the changes in the significance of the factors over time. The very uncertainty of such factors causes many hotel managers to attempt to ignore them in the strategic planning process. Managers tend to have little tolerance for ambiguity,and, thus, they often do not appreciate the necessity to deal with uncertainty in the strategic planning for their organizations.

(4) positive. The distribution of the comparative effects by price classification, together with the results of the quantitative analysis are presented in Exhibit 5, which may be found on the following page.

Tully, S. "Investors Are Shouting Ole." Fortune, 19 April 1986, 106107, 110114.

Positive 2 0 0 2 7.5

Gran Derby EP EX