Organizations are forced to adapt themselves to the ever-increasing advances in knowledge and technology in order to survive in this changing environment. They are to take fundamental measures and changes based on innovation, flexibility, responsiveness, creative redefinition of the market and new opportunities, and resources to gain a competitive advantage. These changes are focused on effective use of the knowledge-based capital, which is achieved by creating a learning organization. This article is to present a model for transforming HOTELs into learning organizations. Therefore, by compiling interview questions based on theoretical literature and obtaining experts' opinions with thematic analysis method, indicators and factors of the learning HOTEL for the Iranian HOTEL industry is presented. The model is composed of 61 basic concepts, 11 organizing concepts, and 3 comprehensive concepts including the drivers, the factors, and the consequences of the learning HOTEL.

In this research, we try to determine the strategic planning and the most appropriate strategic options for HOTELs through a case study, considering the current situation of HOTEL industry in Iran. For this purpose, Parsian Evan HOTEL, a four star located in Tehran was selected as a case study. Initially, the mission and vision of the HOTEL were expressed; then a questionnaire was prepared for investigating the internal and external environment of HOTEL and determining its strengths, threats and opportunities of the HOTEL and distributed among 5 senior managers in Evin HOTEL. In the next step, the information of the questionnaires was extracted and the evaluation matrices of internal and external factors were formulated based on that information. Next, the related strategies were provided after comparing the weaknesses, strengths, opportunities and threats. The most important strategic options were identified based on the views and comments of the above-mentioned senior managers and consultations with two of the elites of the HOTEL industry in Iran, according to which the SWOT matrix and internal and external factors (IE) were prepared. Finally, the related strategies were introduced and the quantitative strategy planning matrix (QSPM) was formulated by identifying the HOTEL’ position in the IE matrix. The results of the matrices indicated that Evin HOTEL is currently in an aggressive position and can use the most important strategies related to the comparison of strengths and opportunities (SO) to overcome the competitors. In addition to Evin HOTEL, the top managers of other HOTELs can also use the presented process for their strategic planning according to their capabilities.

The purpose of this study is to investigate the effect of HOTEL brand experience on tourists’ perceived value and brand strength. This research is descriptive and of survey type. The statistical population of this research consists of Iranian tourists of 4 star HOTELs in Shiraz in summer 2018. Available and clustering sampling methods have been used. The structural equations modeling sampling formula (5q≤ n≤ 15q) has been used to determine sample size. According to 26 question of questionnaire and this formula, minimum sample size was 130 and maximum sample size was 390, and finally 310 questionnaires were collected. To analyze the data and test the research hypotheses, structural equations modeling using Smart PLS software has been used. The findings of this research show that HOTEL brand experience effect on financial perceived value, functional perceived value and social perceived value. But, HOTEL brand experience doesn’ t effect on individual perceived value. Financial perceived value, functional perceived value and social perceived value effect on individual perceived value. Eventually, individual perceived value effect on brand strength.