Há pouco investimento porque a coisa é sazonal, e a coisa não deixa de ser sazonal porque há pouco investimento

Quando tenho de me deslocar de carro para o norte do Porto, ou seja quando tenho de atravessar o Porto de manhã, prefiro levantar-me cedo e evitar a maioria dos acidentes que a distribuição de Poisson acarreta.
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Assim, de manhã muito cedo, no trajecto de cerca de quatro quilometros que separa a minha casa da A29, comecei a reparar num fenómeno que poder um sintoma de algo preocupante.
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Cada vez passo por mais homens de saco a tiracolo, parados, encostados a uma parede ou muro aguardando uma boleia para o trabalho. Este facto pode, eventualmente, ser explicado por uma opção de poupança de combustível, ou por um aumento da necessidade de trabalhar mais longe.
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Contudo, não consigo deixar de associar a observação aos relatos do passado em que num largo alguém aparecia para escolher os homens para a jorna. Impressiona-me o encontrar cada vez mais trabalhadores temporários nas empresas, pois agora, com a queda da procura, muitos só sabem se têm trabalho no dia seguinte na véspera ao final do dia.
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Associo esta reflexão ao facto de que com o aproximar do Verão normalmente diminiu o desemprego por causa das ocupações sazonais ligadas ao turismo.
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As ocupações são sazonais, por isso o emprego é precário e as pessoas têm pouca formação. Ou seja pouco investimento por parte dos gestores. Há pouco investimento porque a coisa é sazonal, e a coisa é sazonal porque há pouco investimento. Mas sem investimento como subir na escala de valor? Mas sem investimento como mudar o panorama?
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Recomendo a leitura do artigo "Key Factors in Guests' Perception of Hotel Atmosphere" de Morten Heide e Kjell Gronhaug, publicado no Cornell Hospitality Quarterly, de onde retirei os seguintes trechos:
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"As frequently mentioned by experienced hoteliers, guests tend to be satisfied in hotels with conventional design and simple amenities, provided they are treated in a hospitable and welcoming manner. Thus, managers should avoid focusing on design features to the extent that hospitability suffers.
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Furthermore, employees have an essential role for ensuring hospitability, and consequently, hotel establishments should not focus solely on the guests’ needs but also pay attention to employee training.
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Studies have identified atmosphere as a critical variable for explaining customer satisfaction among hotel guests, regardless of geographical area, nationality of guests, and type of hotel. In some cases, the atmosphere is the operation’s primary product. A recent study of restaurants, for example, indicates that atmosphere is often perceived by both guests and staff as the single most positive characteristic of the establishment—rated even more important than the food itself."
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"Distinctiveness was the most important variable in explaining overall atmosphere, while hospitability emerged as the key variable for explaining guest satisfaction, loyalty, and willingness to recommend the hotel to others. Although relaxation and refinement were elements in overall atmosphere, it seems reasonable that managers should focus on distinctiveness and hospitability."
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"hospitability appears to be an important variable in this regard—indeed, the main attribute for hotels. As frequently mentioned by experienced hoteliers, guests will be satisfied in hotels with moderate design and simple amenities, provided they are treated in a hospitable and welcoming manner. Thus, managers should avoid focusing on design features to the extent that hospitability suffers.
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In this regard, one area that requires more study is the role of employees in these hotel attributes. Employees are central in the creation of atmosphere, and they are essential to hospitality.
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Of particular relevance in this context is the service– profit chain, which argues that strong business performance is the result of a mirror effect between employee and customer satisfaction (Heskett et al. 1994). Based on this argument, there are reasons to believe that genuine hospitability can be achieved only if guests are met by motivated, loyal, and satisfied staff. Consequently, efforts to improve the atmosphere of hospitality establishments should not solely focus on the guests’ needs but also pay attention to employee training. The service–profit chain suggests that achieving service profits and growth goals begins with taking care of those who take care of customers."