International Hospitality Management
2,365 Followers
Recent papers in International Hospitality Management
As successful tourism firms invest heavily in marketing to defend or improve their competitive position, they increasingly need to measure their marketing performance. Previous studies related to tourism have largely focused on financial... more
As successful tourism firms invest heavily in marketing to defend or improve their competitive position, they increasingly need to measure their marketing performance. Previous studies related to tourism have largely focused on financial and operational performance, but the marketing perspective has been largely overlooked. Drawing on an in-depth investigation involving 12 hotel chains, 8 travel agencies and 8 tour operators, this study provides an overview of the state-of-the-art marketing performance measurements among some of the leading tourism firms in Italy. Several issues and unanswered questions are also identified.
- by Fabio Cassia and +1
- •
- Business, Information Systems, Management, Marketing
With the aim of enhancing their online reputation, several hospitality businesses have started soliciting their guests to write online reviews. Available studies have not yet evaluated the effects of this strategy. To fill this knowledge... more
With the aim of enhancing their online reputation, several hospitality businesses have started soliciting their guests to write online reviews. Available studies have not yet evaluated the effects of this strategy. To fill this knowledge gap, this study draws on the Theory of Psychological Reactance and investigates guests' attitudinal and behavioral reactions to received solicitations. Evidence collected from a sample of Italian travelers indicates that soliciting reviews has both benefits and drawbacks: it increases the number of reviews for the business, but it also irritates a significant share of guests. Particularly high levels of irritation arise when a business explicitly asks its guests to write positive reviews. The implications of these findings for the reputation management strategy of hospitality businesses are discussed.
As foreign hotel brands continue to roll out their investment in China, the competitive landscape intensifies. Central to the success of these hotel brands is their ability to offer the unique features of their service offering, as... more
As foreign hotel brands continue to roll out their investment in China, the competitive landscape intensifies. Central to the success of these hotel brands is their ability to offer the unique features of their service offering, as reflected in the brand, in which employees play a key role. However, in the Chinese market, where the introduction of foreign hotel brands is in its initial stages, employee brand knowledge may be limited resulting in service behaviors that are inconsistent with the brand. Therefore, the adoption of a service brand orientation to guide employee attitudes and behavior is considered to be necessary. In an effort to realize productive service employees, this study examines the consequences of adopting a service brand orientation. Results suggest that a service brand orientation is imperative for positive employee brand-oriented behaviors as well as customer-oriented behaviors that are a consequence of an employee customer orientation.
Purpose – The purpose of this paper is to analyze the effectiveness of social couponing campaigns for hotels. In particular, the perceived effectiveness related to four specific objectives is explored (acquiring and retaining new... more
Purpose
– The purpose of this paper is to analyze the effectiveness of social couponing campaigns for hotels. In particular, the perceived effectiveness related to four specific objectives is explored (acquiring and retaining new customers, building brand awareness, balancing seasonality and stimulating demand among existing customers).
Design/methodology/approach
– A questionnaire-based survey was conducted that involved 108 hotels, each of which has run at least one social couponing campaign through Groupon in Italy. The importance-performance approach was applied to analyze the data.
Findings
– Overall, the perceived effectiveness of social couponing for hotels is quite low. Social couponing is useful to increase brand awareness but does not encourage customer behavioral loyalty. Larger hotels can successfully use this marketing tool to balance demand seasonality.
Research limitations/implications
– The sample size is limited but includes approximately one-fourth of all Italian hotels that have run social coupon campaigns through Groupon. Only social couponing campaigns run through one daily deal site (Groupon) in one country (Italy) were considered.
Practical implications
– Social couponing is not perceived as equally effective for all hotels. This study provides hotel managers with suggestions for deciding whether to allocate a share of their marketing resources to social couponing.
Originality/value
– To the authors’ knowledge, this is the first paper to present field data to complement the available theoretical knowledge on social couponing for hotels.
– The purpose of this paper is to analyze the effectiveness of social couponing campaigns for hotels. In particular, the perceived effectiveness related to four specific objectives is explored (acquiring and retaining new customers, building brand awareness, balancing seasonality and stimulating demand among existing customers).
Design/methodology/approach
– A questionnaire-based survey was conducted that involved 108 hotels, each of which has run at least one social couponing campaign through Groupon in Italy. The importance-performance approach was applied to analyze the data.
Findings
– Overall, the perceived effectiveness of social couponing for hotels is quite low. Social couponing is useful to increase brand awareness but does not encourage customer behavioral loyalty. Larger hotels can successfully use this marketing tool to balance demand seasonality.
Research limitations/implications
– The sample size is limited but includes approximately one-fourth of all Italian hotels that have run social coupon campaigns through Groupon. Only social couponing campaigns run through one daily deal site (Groupon) in one country (Italy) were considered.
Practical implications
– Social couponing is not perceived as equally effective for all hotels. This study provides hotel managers with suggestions for deciding whether to allocate a share of their marketing resources to social couponing.
Originality/value
– To the authors’ knowledge, this is the first paper to present field data to complement the available theoretical knowledge on social couponing for hotels.
- by Fabio Cassia and +1
- •
- Business, Management, Marketing, Business Administration
Purpose – The purpose of this paper is to analyze the effectiveness of social couponing campaigns for hotels. In particular, the perceived effectiveness related to four specific objectives is explored (acquiring and retaining new... more
Purpose – The purpose of this paper is to analyze the effectiveness of social couponing campaigns for hotels. In particular, the perceived effectiveness related to four specific objectives is explored (acquiring and retaining new customers, building brand awareness, balancing seasonality and stimulating demand among existing customers). Design/methodology/approach – A questionnaire-based survey was conducted that involved 108 hotels, each of which has run at least one social couponing campaign through Groupon in Italy. The importance-performance approach was applied to analyze the data. Findings – Overall, the perceived effectiveness of social couponing for hotels is quite low. Social couponing is useful to increase brand awareness but does not encourage customer behavioral loyalty. Larger hotels can successfully use this marketing tool to balance demand seasonality. Research limitations/implications – The sample size is limited but includes approximately one-fourth of all Italian hotels that have run social coupon campaigns through Groupon. Only social couponing campaigns run through one daily deal site (Groupon) in one country (Italy) were considered. Practical implications – Social couponing is not perceived as equally effective for all hotels. This study provides hotel managers with suggestions for deciding whether to allocate a share of their marketing resources to social couponing. Originality/value – To the authors’ knowledge, this is the first paper to present field data to complement the available theoretical knowledge on social couponing for hotels.
As far as the hospitality industry is concerned, every client wants better services by a trusted host. No visitor would want to visit a place, which has gained popularity in negative ways. A good hotel with a great host makes a perfect... more
As far as the hospitality industry is concerned, every client wants better services by a trusted host. No visitor would want to visit a place, which has gained popularity in negative ways. A good hotel with a great host makes a perfect combination.
Kym Carter is a role model and one of the most regarded professionals in the Australian hotel industry. With years of experience in serving people and employers with the dedicated services, Kym has gained the most positive response from his employers and clients. He is today a living legend and one of the most respected professionals in the booming hotel business in Australia.
It is the result of his hard work and dedication towards his profession that helped him gain unbeatable success in the industry. He has created records in helping hotel businesses and achieve optimum goals. His strong relationship and deep understanding of hotel business makes him a perfect leader in the business.
Kym Carter started his career with Accor Hotels as a General Manager and over the subsequent years, he had achieved success in every corner of the country. Presently he is working with Hotel & Resorts Beneton Hospitality Group as a Senior Vice President. He never stops improving himself and continues his efforts to achieve more in the business.
For any query about Kym Carter, feel free to contact him.
Kym Carter is a role model and one of the most regarded professionals in the Australian hotel industry. With years of experience in serving people and employers with the dedicated services, Kym has gained the most positive response from his employers and clients. He is today a living legend and one of the most respected professionals in the booming hotel business in Australia.
It is the result of his hard work and dedication towards his profession that helped him gain unbeatable success in the industry. He has created records in helping hotel businesses and achieve optimum goals. His strong relationship and deep understanding of hotel business makes him a perfect leader in the business.
Kym Carter started his career with Accor Hotels as a General Manager and over the subsequent years, he had achieved success in every corner of the country. Presently he is working with Hotel & Resorts Beneton Hospitality Group as a Senior Vice President. He never stops improving himself and continues his efforts to achieve more in the business.
For any query about Kym Carter, feel free to contact him.
Related Topics