Volume 13 - Issue 75
/ March 2024
9
http:// www.amazoniainvestiga.info ISSN 2322- 6307
DOI: https://doi.org/10.34069/AI/2024.75.03.1
How to Cite:
Plavcan, P., Asvanyi, G., Hrbek, P., Siekel, A., & Vodackova, Z. (2024). Application of the EFQM model in a travel
agency. Amazonia Investiga, 13(75), 9-19. https://doi.org/10.34069/AI/2024.75.03.1
Application of the EFQM model in a travel agency
Uplatnenie modelu EFQM v cestovnej agentúre
Received: February 3, 2024 Accepted: March 27, 2024
Written by:
Peter Plavcan1
https://orcid.org/0000-0001-7088-6108
Gabor Asvanyi2
https://orcid.org/0009-0006-1752-0100
Patrik Hrbek3
https://orcid.org/0009-0007-8610-9021
Anton Siekel4
https://orcid.org/0009-0001-0327-8230
Zuzana Vodackova5
https://orcid.org/0009-0003-1172-2180
Abstract
The paper aims to evaluate the degree of excellence
a selected travel agency achieves using the EFQM
model. The methodology involves establishing
desirable outcomes such as modernizing service
offerings and increasing competitiveness.
Questionnaires assess customer satisfaction,
employee satisfaction, societal impact, and critical
organizational results. These questionnaires address
service quality, environment, employee
willingness, director rating, and financial and non-
financial evaluations. The EFQM model provides a
framework for the organization to respond
effectively, emphasizing the need for thorough
comparison with practical implementation and
active involvement from management and
employees. The model's introduction is
acknowledged as a long-term endeavor, requiring
sustained effort and understanding from
management. In summary, the EFQM model
evaluation of the travel agency reveals strengths in
employee care and goal clarity but highlights areas
for improvement. These include updating policies,
1
Professor in Educational Technology, Rector, Faculty of Public Policy and Public Administration, Danubius University, Richterova
1171, 925 21 Sladkovicovo, Slovakia. WoS Researcher ID: FQR-6216-2022.
2
PhD student in Public Policy and Public Administration, Faculty of Public Policy and Public Administration, Danubius University,
Richterova 1171, 925 21 Sladkovicovo, Slovakia. WoS Researcher ID: KIA-1193-2024
3
PhD student in Public Policy and Public Administration, Faculty of Public Policy and Public Administration, Danubius University,
Richterova 1171, 925 21 Sladkovicovo, Slovakia. WoS Researcher ID: KHZ-6889-2024
4
PhD student in Public Policy and Public Administration, Faculty of Public Policy and Public Administration, Danubius University,
Richterova 1171, 925 21 Sladkovicovo, Slovakia. WoS Researcher ID: KHZ-6685-2024
5
PhD student in Public Policy and Public Administration, Faculty of Public Policy and Public Administration, Danubius University,
Richterova 1171, 925 21 Sladkovicovo, Slovakia. WoS Researcher ID: KHZ-6642-2024
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reviewing external partnerships, and adapting
processes to customer needs. Addressing employee
satisfaction, financial planning, and strategic
marketing are crucial for success. Embracing
EFQM principles fosters continuous improvement,
customer focus, and organizational resilience,
positioning travel agencies as industry leaders.
EFQM provides a valuable framework for
enhancing performance and quality in a competitive
landscape.
Keywords: EFQM model, Travel agency
evaluation, Service modernization, Customer
satisfaction, Organizational excellence.
Introduction
In today's dynamic and fiercely competitive
business landscape, organizations across various
industries continually strive to enhance their
performance, efficiency, and overall
effectiveness. This relentless pursuit of
excellence is particularly evident in the travel and
tourism sector, an industry characterized by rapid
globalization, technological advancements, and
evolving consumer preferences.
Within this context, the European Foundation for
Quality Management (EFQM) model has
emerged as a widely recognized framework for
organizational excellence. Initially developed in
the 1980s by the European Foundation for
Quality Management, the EFQM model provides
a holistic approach to assessing and improving
organizational performance, emphasizing the
importance of leadership, strategy, people
management, partnerships, processes, and
results.
However, while the EFQM model has been
extensively applied across various sectors, its
utilization within travel agencies remains
relatively underexplored. Travel agencies are
pivotal in facilitating travel experiences for
individuals and businesses, serving as
intermediaries between travelers and service
providers such as airlines, hotels, and tour
operators. In an industry where customer
satisfaction, operational efficiency, and
innovation are paramount, applying the EFQM
model holds immense potential for driving
sustainable growth and competitive advantage.
The justification for exploring the application of
the EFQM model in travel agencies stems from
several key considerations:
• Increasing competition: The travel industry
is experiencing unprecedented competition,
with traditional players facing challenges
from online travel agencies (OTAs), sharing
economy platforms, and niche service
providers. In such a hypercompetitive
environment, differentiation through
superior service delivery and operational
excellence is critical for survival and
success.
• Customer expectations: Today's travelers
are more discerning and demanding than
ever before. They expect personalized
experiences, seamless booking processes,
and exceptional customer service throughout
their journey. Travel agencies must,
therefore, prioritize continuous
improvement initiatives to meet and exceed
these evolving expectations.
• Complex ecosystem: Travel agencies
operate within a complex ecosystem
involving multiple stakeholders, including
travelers, suppliers, technology providers,
regulatory bodies, and industry associations.
Effectively managing these diverse
relationships and optimizing processes
across the value chain are essential for
enhancing overall performance and
sustainability.
• Digital disruption: The advent of digital
technologies has revolutionized the way
travel services are marketed, sold, and
consumed. From online booking platforms
to mobile apps and artificial intelligence-
powered chatbots, digital innovation is
reshaping the industry landscape and
redefining customer interactions. Travel
agencies must embrace digital
transformation strategies to remain
competitive and relevant in this digital age.
• Quality Management: Quality management
principles lie at the heart of the EFQM
model, emphasizing the importance of
continuous improvement, stakeholder
engagement, and organizational learning. By
adopting the EFQM framework, travel
Plavcan, P., Asvanyi, G., Hrbek, P., Siekel, A., Vodackova, Z. / Volume 13 - Issue 75: 9-19 / March, 2024
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agencies can systematically assess their
strengths and weaknesses, identify areas for
improvement, and implement best practices
to enhance overall quality and performance.
In light of these factors, applying the EFQM
model in travel agencies presents a compelling
opportunity to foster organizational excellence,
drive operational efficiencies, and deliver
superior value to customers. By embracing a
culture of excellence and leveraging the
principles of the EFQM model, travel agencies
can position themselves for long-term success in
an increasingly competitive and dynamic
industry landscape.
The paper is organized as follows. The
introduction highlights the significance of
effective management amidst economic
challenges and global competition. It introduces
the EFQM model as a pivotal quality
management tool developed by European
industry leaders in response to international
competition. The model emphasizes leadership,
strategy, and continuous improvement across all
organizational aspects. Through the EFQM
Foundation, members gain access to cutting-edge
information, benchmarking, and expertise,
facilitating ongoing improvement and enhancing
customer satisfaction. The Theoretical
Framework delves into the EFQM model,
emphasizing its effectiveness in strengthening
organizational management. Originally derived
from Total Quality Management (TQM), the
EFQM model offers a comprehensive approach
to self-evaluation, focusing on achieving
desirable organizational goals and fostering
continuous improvement. With seven main
criteria, it evaluates various aspects of an
organization’s performance, aiming for
excellence in customer and employee satisfaction
while considering environmental impact. The
model evolves, incorporating the "Design
Thinking" methodology to facilitate
organizational change and adaptation. Although
implementation demands preparation and
resources, the benefits include enhanced
organizational dialogue, detailed self-assessment
reports, and potential eligibility for quality
awards. The RADAR evaluation tool
complements the EFQM model, assessing
organizational maturity and process
effectiveness. Before application, clear goals and
conditions must be set, with options for either
incorporating the model into strategic
management or tailoring it to specific
organizational needs. Ensuring understanding,
sufficient resources, and employee support are
crucial for successful implementation. The
methodology involves establishing desirable
outcomes such as modernizing service offerings
and increasing competitiveness. Various
questionnaires assess customer satisfaction,
employee satisfaction, and societal impact.
Planning a comprehensive system of approaches
and procedures is crucial, emphasizing
objectivity and extensive information.
Questionnaires for clients, employees, and
random respondents gauge satisfaction and
engagement. The EFQM model provides a
framework for organizational improvement,
requiring thorough self-evaluation and active
participation from all levels of management.
Implementing the model is a long-term endeavor,
demanding a deep understanding and continuous
commitment from the management team. The
results and discussion section highlights the
evaluation of a selected travel agency based on
the EFQM model's criteria. Scores were assigned
for each criterion, reflecting the agency's
performance in areas such as purpose, vision, and
strategy; organizational culture and leadership;
engaging stakeholders; creating sustainable
value; driving performance and transformation;
stakeholder perceptions; and strategic and
operational performance. The travel agency
achieved a total rating of 696 out of 1000 points.
While it excelled in certain aspects like
leadership and stakeholder engagement, there
were areas requiring improvement, such as
updating policies, enhancing customer-centric
processes, and ensuring financial sustainability.
Recommendations include regular employee
meetings, external expert involvement in
leadership, policy innovation, and reevaluation
of financial plans. Client satisfaction was noted
as a strong point, yet there were concerns about
employee compensation and working conditions.
Additionally, efforts to enhance the agency's
visibility through marketing initiatives were
suggested to address its relatively low local
recognition. As a result, the EFQM model
provides a valuable framework for travel
agencies to improve performance and quality,
fostering continuous improvement and
positioning them for success in a competitive
industry landscape. Embracing EFQM principles
can lead to streamlined processes, optimized
resource allocation, and superior service
delivery, ultimately enhancing customer
satisfaction and organizational resilience.
Theoretical Framework
When a company is prosperous, it does not
necessarily mean it is well managed. It can be the
initial popularity of a particular industry, the
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mistakes of the competition or the overall
positive economic growth of the country in
which it operates. Despite its success, however,
it may have even higher growth prospects
(Hornikova, 2006). Companies are increasingly
focusing on quality management in today's
unfavorable economic conditions and with the
sharpening of global economic competition.
Improving the quality of management processes
and introducing modern quality management
systems is one of the possible ways for
companies to achieve favorable economic
growth (Madarova, 2007).
One of the most effective quality management
methods is the EFQM model, which leads
companies to pay attention to results and
assumptions. The EFQM model was created in
cooperation with the European Foundation for
Quality Management founders in 1988. Fourteen
of the most substantial European manufacturing
companies, with the support of the European
Commission, developed an initiative that led to
the creation of the EFQM Foundation and its
model (CAF Centre, 2023; Vartiak & Jankalova,
2017). The main motive was to restore and
strengthen the competitiveness of European
companies against American and Japanese
companies in the global market. The EFQM
model is a management tool intended to
comprehensively assess a company and its
performance. It focuses on both business and
public sector organizations. Its main task is to
show that the results correspond to the
assumptions made by top management
(Garbarova, 2017).
The model emphasizes the role of leadership in
the enterprise, the policy and strategy used, and
the impact on workers, resources, and
partnerships used. The resulting indicators are
customer relationships, workers, and the
company. The main principle of this model is the
principle of continuous improvement, which
applies to all business activities which can be
achieved using available modern management
methods and proven practices and thus ensure the
progress of the business (CAF centre, 2023;
Vartiak & Jankalova, 2017).
Thanks to the EFQM foundation, its members
have access to the latest information and trends
in the field of quality management and improving
the performance of the organization, to
benchmarking of best practices of organizations
applying for the European Quality Award, and
also have the opportunity to use the know-how
acquired in this way directly in their
implemented projects for customers and the
chance to use the know-how acquired in this way
for the permanent improvement of the quality of
the services offered and the increase of customer
satisfaction (Broska & Nurin, 2020).
The EFQM model has proven to be an effective
tool for improving organizational management.
The essence and purpose of the EFQM model of
excellence is the development of driving forces
and means for achieving previously desirable
goals of the organization. For organizations that
want to get an overall picture of their
assumptions and make their results visible to
themselves and those around them, the EFQM
excellence model is an ideal practical tool for
self-evaluation (Vartiak, 2015).
The EFQM model was created from the
principles of TQM (Total Quality Management)
and was initially designed to meet the needs of
private sector organizations. Gradually,
however, public administration organizations
began to draw on the experience of organizations
from the business sector and exchange these
experiences with each other. Given that the
model was created to obtain a general system
capable of evaluating the state of the organization
at a particular time, its strength is the ability to
assess the organization from a relatively
objective point of view and to repeat this
evaluation regularly. The results of the
assessments provide valuable indicators,
documents and feedback for long-term and
medium-term planning and management of the
organization (Jintana et al., 2020).
The model has seven main criteria. The structure
of the seven criteria identifies the main aspects
that require attention in any business analysis.
The criteria indicate the primary outputs that
must be assessed in the company's evaluation.
The model's logic assumes that excellent
organizational results can only be achieved under
conditions of maximum customer and employee
satisfaction while respecting the environment
(Garbarova, 2017).
The EFQM model (Figure 1) addresses the real
problems facing today's modern organizations
and offers them data-driven tools and analytics,
the use of which provides meaningful insights,
data and support to organizations and individuals
and helps them feel be part of the process, learn
and be part of the EFQM community (EFQM,
2023).
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Figure 1. The EFQM Model.
The new model, created using the "Design
Thinking" methodology, has changed from a
simple self-assessment tool to an offering tool
with the necessary framework and methodology
to assist with daily change, transformation and
disruption that individuals and organizations
face. Simply put, the EFQM Model will help any
organization achieve success by measuring
where it is on its way to creating sustainable
value for its key stakeholders and the
organization. It will help it understand the gaps
and possible solutions available and enable it to
progress and significantly improve the
organization’s performance (EFQM, 2023).
There is a demand in the market for introducing
a certified quality standard for service
companies, especially in emerging markets. In
many cases, businesses need a little help to move
toward excellence. However, companies must
implement certain basic concepts to ensure the
effective use of the excellence model. The
EFQM model is dynamic and focuses on the
organization’s growth, creates space for
improvement, and integrates various
management elements. The benefit of using the
EFQM model is the performance of a
comprehensive analysis, which also serves as a
self-assessment. Another benefit is the opening
of dialogue within the organization, which is
focused on strategic management issues, the
processes taking place in the organization, and its
strengths and weaknesses from the perspective of
customers' purchasing behavior (Garbarova et
al., 2017). Thanks to the application of the
model, there is time and space for discussion,
which cannot be carried out during the ordinary
course of the organization. By compiling a self-
evaluation report, the organization gets a detailed
picture of its activity, which helps solve
shortcomings. When applying the EFQM model,
the organization also paves the way for obtaining
a national or even European award for quality.
(Rentkova & Vartiak, 2017; Shnyrkov et al.,
2019; Zorkociova et al., 2019).
On the other hand, applying the EFQM model
requires relatively demanding preparation, fact-
finding, and documentation to prepare reports.
The fact that the degree of critical view of the
evaluator can also lead to more severe disputes in
evaluating individual and sub-criteria is also not
negligible. Suppose the organization decides to
do an external consultation or wants to apply for
a quality award. In that case, the costs associated
with evaluating the self-assessment report must
be considered (Andrieiev et al., 2023).
An essential part of the model of excellence is an
evaluation tool called RADAR (Figure 2). It is a
closed cycle consisting of five steps. The
RADAR principle is simple: the company sets
the expected or desired results and develops
approaches to achieve them. He will then apply
them in practice. Over time, it therefore evaluates
(EFQM, 2023; Vartiak, 2015):
• achieving goals and trends (Results),
• suitability and reliability of the chosen
approaches (Approach),
• degree of actual application and
systematicity (Deployment),
• measurement and improvement
(Assessment),
• reviewing lessons for the future and learning
(Refinement).
These logical links then require the organization
to determine the outcomes it aims for as part of
its policy and strategy process. The results reflect
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both the financial and operational activities of the
organization, including the perception of
stakeholders. Furthermore, it is essential now and
in the future to plan and develop an integrated set
of approaches to ensure results and scale up the
approaches systematically to ensure their full
implementation. Prioritize, plan and implement
improvements where necessary based on
evaluation and review of techniques based on
results achieved and learning activities
(Garbarova, 2017).
RADAR is also an excellent tool for evaluating
difficult areas, such as the organization’s
maturity and processes. Although the RADAR
approach was developed with the EFQM model,
it can also be successfully used outside the seven
criteria of the EFQM model (EFQM, 2023;
Hnatek, 2008).
Figure 2. The RADAR logic.
Before applying the model in business practice,
it is necessary to define a goal for this
application. In general, it can be stated that the
model is suitable for two different purposes:
1. To incorporate the EFQM methodology into
management practice to obtain indicators for
strategic management, it is necessary
(Miknevicius, Jasinskas, Savitskyi, Sauliuk
& Olefir, 2022):
• the time horizon in which the evaluation will
be carried out – after the implementation of
the program, the self-evaluation will be
carried out every two years,
• responsible persons – director of the travel
agency,
• qualification of persons participating in the
project – training of employees by the
external company GOA-WorkBench,
• essential automated support – SAETO
software from the external company GOA-
WorkBench,
• cooperation with an external expert on the
issue – the company GOA-WorkBench.
2. To apply the model in line with the current
need of the company in the principle of
creating a model tailored to the given
purpose, it is necessary:
• commission an external expert to carry out
the assessment,
• carry out a self-assessment before and after
the start of the project,
• compare the results of input and output
control,
• evaluate the contribution of the project.
For the perfect functioning of the model of
excellence, it is necessary to ensure that the
following conditions are met (EFQM, 2023):
• understanding how to apply EFQM –
training conducted by GOA-WorkBench,
• setting a clear goal – modernization of the
service offer and subsequent increase in
competitiveness and market share,
• allocation of sufficient funds for project
implementation - use of funds from the
created fund,
• error-free administration – controlled by
SAETO software from GOA-WorkBench,
• support from employees – employee
participation in the process,
• suitable system – SAETO software from
GOA-WorkBench,
• complexity,
• adapting the organization’s standards –
creating an internal directive.
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Methodology
The paper aims to apply the EFQM model to
evaluate the degree of excellence achieved by the
selected travel agency. To ensure the rigor and
validity of the paper, several measures were
taken:
• Data triangulation: Employing multiple data
sources can enhance the study's credibility
and reliability. This includes qualitative data
(interviews, focus groups, participant
observation). Triangulating data from
various sources provided a more
comprehensive understanding of the
phenomenon under investigation and helped
validate findings.
• Verification by multiple researchers:
Involving five researchers or a research team
in the study mitigated individual biases and
enhanced the robustness of the research
process. Collaborative data analysis,
interpretation, and peer debriefing ensured
the perspectives or assumptions of a single
researcher did not influence findings.
• Peer review: Subjecting the research design,
methodology, findings, and interpretations
to peer review by the Danubius University
experts in the field provided valuable
feedback and validation.
• Transparent reporting: Maintaining
transparency in reporting the research
process, including methods, data collection
procedures, analysis techniques, and
limitations, enhanced the study's
trustworthiness. Transparent reporting
allows readers to assess the validity and
reliability of the findings and draw their
conclusions.
By incorporating these rigorous methodological
approaches, researchers could strengthen their
study's validity, credibility, and trustworthiness.
These measures helped ensure that the findings
accurately reflect the reality of the phenomenon
under investigation and contribute to advancing
knowledge in the field.
The data collection process involved a
combination of qualitative and quantitative
methods, including interviews with travel agency
employees and the distribution and analysis of
questionnaires. Here's a detailed description of
each stage:
• Preparation phase: Develop a research plan
outlining the objectives, research questions,
and methodology. Obtaining necessary
approvals and permissions from the travel
agency's management and relevant ethics
review boards, designing interview
protocols and questionnaires tailored to
capture pertinent information.
• Interviews with travel agency employees:
Conducting semi-structured interviews with
employees and use open-ended questions to
explore employees' perceptions,
experiences, and practices related to EFQM
model principles and their application within
the travel agency. Recording interviews with
participants' consent to ensure accurate data
capture and transcription for later analysis.
• Questionnaire distribution and evaluation:
• Developing a questionnaire based on the
EFQM model criteria and dimensions,
incorporating both closed-ended
(quantitative) questions. Ensuring the
questionnaire is clear, concise, and relevant
to the research objectives, with appropriate
response options and scales. Collecting
completed questionnaires through paper-
based methods, ensuring confidentiality and
anonymity of respondents. Conducting a
thorough analysis of the questionnaire
responses.
• Integration of findings:
• Integrating findings from interviews and
questionnaires to provide a comprehensive
understanding of the application of the
EFQM model within the selected travel
agency.
Procedure for applying the EFQM model in the
selected travel agency:
3. Establishing desirable outcomes –
Modernization of the service offer and
subsequent increase in competitiveness and
market share. It is evaluated:
• customer satisfaction in the form of a
questionnaire (Questionnaire for clients),
• employee satisfaction in the form of a
questionnaire (Questionnaire for
employees),
• impacts on society in the form of a
questionnaire (Questionnaire for random
respondents – general public),
• key results of the organization.
4. Planning a comprehensive system of
approaches and procedures – To achieve
desirable results now and in the future, the
Ibis travel agency must establish a system of
approaches and procedures. The primary
element of the system is objectivity, without
which this system cannot function properly.
Furthermore, the information must be
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comprehensive and known to all interested
parties.
The questionnaire for the clients of the given
travel agency contained six questions:
1. How do you rate the services provided by the
given travel agency?
2. How do you rate the environment of the
given travel agency?
3. How do you rate the willingness of the
employees of the given travel agency?
4. How do you rate the quality of the
information provided by the given travel
agency?
5. How do you rate the time spent at the given
travel agency?
6. Would you return to that travel agency?
The questionnaire for the employees of the given
travel agency contained six questions:
1. How do you rate the director of the given
travel agency?
2. How do you rate the work team at the given
travel agency?
3. How do you rate the working environment
in the given travel agency?
4. How satisfied are you with the financial
evaluation at the given travel agency?
5. How satisfied are you with the non-financial
evaluation at the given travel agency?
6. How satisfied are you with the working
hours at the given travel agency?
The questionnaire for random respondents
(general public) contained six questions:
1. Do you use the services of travel agencies?
2. Do you know the travel agency in question?
3. Have you ever used the services of a given
travel agency?
4. Were you satisfied with the services of the
given travel agency?
5. Do you still plan to use the services of the
given travel agency in the future?
6. Would you recommend that your friends use
the travel agency services?
The EFQM model does not determine the
organization’s approaches but defines the
framework requirements to which the
organization should respond in its practice. That
is why comparison with practice is essential for
using the model. As part of the self-evaluation, it
is not enough for the organization to state that the
implemented approach is suitable but to explain
why it is ideal. Therefore, the support and
participation of top management team members
and other employees are priorities. It is also
necessary to appoint a project manager and
establish the powers and responsibilities of each
team member (Michek, 2006).
When applying the model, it is necessary to
realize that its introduction is long-term, so the
results will not appear immediately. The essence
of the model is simple, but its application is quite
tricky. Management must understand its laws and
work with them permanently and long-term
(Jaeger, 2018).
Results and Discussion
Based on the answers of employees, clients, and
the general public, it was possible to evaluate the
seven individual criteria of the EFQM model
verbally and point-wise concerning the given
travel agency.
Evaluation for the Purpose, Vision & Strategy
criterion: 70 points out of 100
The policy is articulated, supported by ongoing
processes, and prioritizes stakeholders' interests.
Thus, the policy is based on stakeholders' current
and future needs. However, the policy is not
based on survey information and has not been
updated for long.
Evaluation for the criterion Organizational
Culture & Leadership: 80 points out of 100
The leader of the team is the director of the travel
agency, who, as the founder, sets the goals of the
travel agency and oversees that they are
achieved. The director of the travel agency, as a
model of corporate culture, is interested in the
process and makes sure that it is constantly
improved. In addition to leading and motivating
travel agency workers, he is also involved in
relations with clients and partners. As the leader
of the implementation team, the travel agency's
director knows the company and its processes, as
well as its strengths and weaknesses. Still, his
judgment may be distorted and not objective.
Rating for the Engaging Stakeholders criterion:
60 points out of 100
Both external partnerships and internal resources
are managed to support the policy. In contrast,
financial resources are considered, and attention
is paid to the care of assets and knowledge inside
the travel agency. However, the assets of the
travel agency are not valued, and external partner
relations are not re-evaluated due to the non-
innovated policy.
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Rating for the Creating Sustainable Value
criterion: 160 points out of 200
Processes in a travel agency are systematically
designed and managed to achieve increased
value for clients. However, they are not updated
according to needs, which can lead to
deterioration of relations with clients and within
the company.
Rating for the Driving Performance &
Transformation criterion: 90 points out of 100
Workers are appropriately planned, managed and
their potential is developed so that their
knowledge and competencies are identifiable.
Workers have the necessary competencies; they
conduct dialogues with each other during the
process and are rewarded depending on their
results. However, there are no regular meetings
between the employees and the director of the
travel agency to evaluate the company's
processes.
Rating for the Stakeholder Perceptions criterion:
120 points out of 200
Evaluation of what the travel agency has
achieved concerning its employees, including
employee satisfaction and motivation, and
evaluation of their performance. The assessment
was a questionnaire filled out by six travel
agency employees.
Evaluation of what the travel agency has
achieved in relation to the local public. The
involvement of the travel agency in public
projects and the awareness of members of the
local public about the travel agency are
evaluated. The evaluation took the form of a
questionnaire filled out by 60 random
respondents in the given city.
Evaluation of what the travel agency has
achieved concerning planned performance. The
results of critical financial indicators are
evaluated in terms of processes, external
partners, internal resources, information, and
knowledge. The evaluation compares the
planned volume of sales and revenues with the
achieved results. The travel agency did not fulfil
its plan 100%, so the revenues did not reach the
expected value. However, it is not at a loss
despite this.
Evaluation for the Strategic & Operational
Performance criterion: 116 points out of 200
To achieve its new strategy, the travel agency
pays attention to the consistent and consistent
application of the adopted system, which is
regularly checked by the director of the travel
agency and subsequently recorded in the reports.
The travel agency should evaluate the applied
system based on monitoring processes and
parties involved in the system. When considering
the system, it is necessary to consider four
criteria of results: relationship with clients,
relationship with employees, relationship with
the company, and results of critical activities. An
evaluation of what the travel agency has achieved
concerning its clients, including overall image,
character of services, sales and loyalty. The
assessment was a questionnaire completed by
130 travel agency clients.
According to the criteria of the EFQM model, the
given travel agency achieved a rating of 696 out
of 1000 points. The criteria of direction were
evaluated with 150 points out of 200, the criteria
of execution with 310 points out of 400 and the
criteria of results with 236 points out of 400.
Based on these results, the travel agency must
continue caring for its employees as it has been.
However, it would be appropriate to hold regular
meetings that would benefit the employees and
the management of the travel agency.
The selection of the leader of the implementation
team, who was the director of the travel agency,
was well-evaluated, but even so, his objectivity
cannot be guaranteed. Therefore, an external
expert on the issue who is familiar with the
operation of the travel agency would be a better
choice. The given travel agency stands out for its
precise formulation of goals, but the negative is
that the policy has not been updated for a long
time. It is therefore necessary to regularly adjust
and innovate the policy of the travel agency so
that the company can respond flexibly to the
market situation. It must be emphasized that
external partnerships are managed based on
policy, but since the policy is not updated,
partnerships are not reviewed. It is not sure
whether they are all beneficial for the company.
Therefore, it would be appropriate for the
innovation of the travel agency's policy to be
accompanied by a review of external
partnerships. Although the processes are
designed and managed in the interest of the travel
agency's clients, they are not modified and
innovated according to the customers' changing
requirements. It would, therefore, be suitable for
the travel agency to conduct regular surveys of
client satisfaction with services and adjust
processes based on their results.
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Furthermore, the positive management of the
given travel agency is evaluated as a big plus.
However, the plan of the travel agency was not
fulfilled 100%, which can be attributed to the
deteriorated economic situation and, thus, the
weakened purchasing power of the population.
The recommendation for the travel agency is to
establish more realistic financial plans that also
consider the deterioration of the market situation.
The clients of the given travel agency positively
evaluated the workers, the quality of information,
the environment, and the services of the travel
agency. They said they would return to the travel
agency again, which expresses their loyalty. All
employees of the given travel agency positively
evaluate the director, the work environment, and
the non-financial compensation offered by the
travel agency. Still, on the other hand, they are
only moderately satisfied with the financial
compensation. Therefore, it would be good for
the travel agency's management to re-evaluate
the employees' salaries and possibly invite them
to discuss and make suggestions, which could
lead to the satisfaction of both parties.
Furthermore, one of the employees is not
satisfied with the work team and with the
working hours in the travel agency. It would be
necessary to conduct a dialogue with the
employee in question, which would reveal the
reason for his dissatisfaction and subsequently
take steps to strengthen the collective and
integrate him. However, changes in working
hours in the travel agency are not possible,
because employees work 9 hours, during which
they are entitled to a one-hour lunch break. On
the other hand, based on the general public
assessment, the given travel agency is relatively
little known in its city. The travel agency should,
therefore, develop more marketing activities,
such as advertising, sponsoring, and participating
in public and charity events, which would
improve awareness of the travel agency.
Conclusions
The paper aimed to apply the EFQM model to
evaluate the degree of excellence achieved by the
selected travel agency. In summary, considering
the travel agency's performance through the
EFQM model has provided valuable insights into
areas of strength and areas needing improvement.
While the agency has excelled in employee care
and goal clarity, there are notable areas for
enhancement. These include updating policies,
regularly reviewing external partnerships,
adapting processes to evolving customer
demands, and establishing more realistic
financial plans. Moreover, addressing employee
satisfaction concerns, particularly regarding
financial compensation and working hours, is
crucial for maintaining a positive work
environment. Additionally, efforts to increase the
agency's visibility through strategic marketing
initiatives are essential for expanding its reach
and customer base. By implementing these
recommendations and fostering a culture of
continuous improvement, the travel agency can
further enhance its performance position as a
leader in the industry and reach the maximum
points in the subsequent evaluation.
In conclusion, the EFQM model serves as a
valuable framework for enhancing performance
and quality within the operations of a travel
agency. The model encourages continuous
improvement, customer focus, and employee
engagement through its holistic approach to
organizational excellence. By applying EFQM
principles, travel agencies can streamline
processes, optimize resource allocation, and
ultimately deliver superior service experiences to
customers. Embracing the EFQM model fosters
organizational resilience and positions travel
agencies to thrive in an ever-evolving industry
landscape.
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