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The purpose of this paper is to investigate and identify the price sensitivity of consumers of three- and five-star hotels and to determine the impact of bundling strategies on consumers’ price sensitivity.

To calculate price sensitivity, authors apply the van Westendorp’s price sensitivity meter (PSM). To understand the impact of bundling strategies, univariate and bivariate techniques are applied.

PSM results reveal the optimal prices and the range of acceptable prices for three- and five-star hotel. The bundling strategy results reveal that five-star customers are less sensitive to mixed-leader bundling. Regarding mixed-joint bundling, managers could improve sales through bundling strategies if they selected an attractive service (e.g. restaurants).

Findings assist hotel managers to understand the different price sensitivities, according to the hotel typology. Managers can manage prices without the risk of losing market share or revenue. The results help managers in deciding which bundling strategies they can create, as well as the services to be included to achieve highest profitability.

No research to date to the best of the authors’ knowledge has attempted to understand and compare the role of bundling strategies in three- and five-stars hotels. Moreover, no research has attempted to measure and compare customers’ price sensitivity of three- and five-stars hotels.

The purpose of this paper is to follow a comparative framework to investigate the effects of outcome quality on loyalty through the mediating role of perceived value in four-star hotels and five-star hotels.

Following a review of the literature, some hypotheses were formulated to examine the effects of outcome quality on attitudinal loyalty and behavioral intention through the mediating role of perceived value. The data guiding the comparative analysis were collected from two groups of visitors staying either in four-start or five-star hotels. The sample included 356 international tourists who stayed overnight in four- or five-star hotels in Kuala Lumpur, Malaysia. Structural equation modeling was used to analyze the data.

Analyzing the data obtained helped to construct three models. In the first model, the effects of outcome quality on attitudinal loyalty and behavioral intention through the mediating role of perceived value in both group of customers was analyzed. In the second model, the effects of outcome quality on behavioral intention through the mediating role of perceived value were compared across the two groups. In the third model, all dimensions of attitudinal loyalty and behavioral intention were combined into one single variable called composite loyalty.

In the first model, the (in)direct effect of outcome quality on both of the dimensions of loyalty (attitudinal loyalty and behavioral intention) was confirmed through perceived value as the mediating variable. The results of processing the second model showed that the impact of outcome quality on behavioral intention was greater in the four-star hotels clients, whereas the effect of perceived value on behavioral intention was greater in the five-star hotels visitors. The third model revealed that the (in)direct effect of outcome quality on composite loyalty through perceived value was greater in the four-star hotels clients than that in the five-star hotels clients.

From experiences recollections, this study aims to explore the place of emotions in the souvenir’s step of the family consumption process of luxury hotels stays.

To explore the emotional dimension, this exploratory research is based on a triple qualitative approach (software, manual and a psychology-based approach). In total, 1,055 e-reviews, following a family stay in four- and five-star hotels, were collected.

The findings highlight an omnipresent emotional dimension in the recollections of experiences of consumers who have travelled with their families. These emotional traces differ according to the hotel’s positioning. Overall, positive emotions are much more prominent in the most luxurious hotels, while negative emotions are more related to the four-star hotels. Moreover, the four-star hotels reviews mainly associate emotions with the tangible aspects of the offer. Those in five-star hotels are more structured through intangible aspects.

The study of family decision-making dynamic, with a focus on the role of each family member, is a first perspective. That of experiences recollections apart from the digital approach is also to be considered.

On the one hand, the objective is to extend the literature about the role of emotions in a service consumption process, and especially in a family context, trying to understand the post-purchase step of these customers. On the other hand, it is interesting for hotel managers to identify to which aspects of the offer (e.g. comfort, room, catering, decoration) the emotional traces that have remained in the customers’ memory are associated.

This study considers the family unit in a new way, that of its emotional memories’ traces of luxury hotels experiences. The post-consumer stage of the purchase process based on many spontaneous online reviews analysis is investigated.

The purpose of this paper is to understand how chefs working at five star hotels perceive the menu planning process.

Case studies were used to deeply investigate the menu planning process of five star hotels. Data were drawn from in situ interviews and documentation, which were examined via content analysis. After the coding process, themes and categories were extracted and corroborated by direct quotations.

The findings revealed that the menu planning process can be classified into five major categories. The first category consists of the prerequisites of planning a menu. The second category is “key issues” and encapsulates the managerial, consumer, gastronomic, marketing and external aspects of menu planning. The third category highlights key actors’ responsibilities in the menu planning process, while the fourth category, “trial and improvement,” elaborates on the iterative process of menu design and the key players and issues involved with it. Finally, the last category outlines the difficulties of menu planning.

In the existing academic literature, most research conducted about menu planning only provides conceptual framework while empirical information remains unexamined. However, this qualitative study aims to clarify the components of menu planning in more detail in terms of five star hotel firms that offer various food and beverage operations. The present study is an attempt to fill a gap in the existing literature on the subject.

The purpose of this paper is to identify, assess, rank, and compare the most influencing factors in three-, four-, and five-star hotels in the Eastern Province in Saudi Arabia.

A combination of literature and interviewing of ten local experts have resulted in the identification of 46 factors. Through a web-based questionnaire survey, the identified factors were ranked. A total of 23 responses were gathered from the full population of the 47 hotels (14 five-star, 15 four-star and 18 three-star hotels) in the Eastern Province of Saudi Arabia. A reliable overall response rate of 50 percent was achieved.

The most important factors affecting the operating and maintenance cost of five-star hotels are “climatic conditions” followed by “availability of the materials,” “annual energy consumption rate,” and “efficient energy consuming equipment.” Regarding four-star hotels, those factors are “star rating of the hotel” followed by “customer satisfaction,” “occupancy rate,” and “efficient energy consuming equipment.” Finally, the top-ranked factors for three-star hotels are “climatic conditions” followed by “floor area,” “glass and non-glass façade,” and “occupancy rate.”

The most important factors affecting the operating and maintenance cost of five-star hotels are “climatic conditions” followed by “availability of the materials,” “annual energy consumption rate,” and “efficient energy consuming equipment.” Regarding four-star hotels, those factors are “star rating of the hotel” chased by “customer satisfaction,” “occupancy rate,” and “efficient energy consuming equipment.” Finally, the top-ranked factors for three-star hotels are “climatic conditions” followed by “floor area,” “glass and non-glass façade,” and “occupancy rate.” The shared concern point between the respondents of all three groups of hotels is relevant to the energy department, which keeps the facility running.

This paper is original in the sense that the areas of knowledge and practice covered in the identified factors were distributed and not available in one source. The factors are derived from personal interviews with the selected operation and maintenance/engineering managers of all three classes of hotels, and from the relevant literature.

This paper aims to explore the extent of the use of hotel renovation as a product development tool in the hospitality industry. It aims to gain an understanding of the nature of renovation within the context of large hotels.

The approach is a multiple case study of five star hotels in Egypt. A sample of nine hotels was selected.

The results reveal that Egyptian five star hotels use renovation to achieve different aims and goals. Surprisingly, the cases indicate that Egyptian five star hotels still use renovation as a reactive rather than proactive property management tool. The study suggests that renovation was found to be most successful in organisations that have clearly stated renovation strategies, a good relationship between the managing and owning companies, sufficient funds, and greater customer involvement.

While the findings may be applicable to hotels other than five star and located in other parts of the world, further research would be required to conform this.

The paper will be useful to hotel groups, or those advising such clients who are considering renovation of luxury hotel accommodation.

Results are discussed in the context of theoretical and empirical work on renovation, and product development.

This study aims to investigate the relationships between service quality, perceived value and hotel guest satisfaction, drawing upon data from TripAdvisor – an online travel agent (OTA) platform. The study also investigates the mediating role of perceived value on the relationship between service quality and satisfaction, as well as the moderating role of hotel star ratings on all direct and indirect relationships.

Data for this study were collected via Web scraping from August–October 2018. Data were collected from 192 three- to five star-rated hotels in Kuala Lumpur, Malaysia. Partial least squares – structural equation modeling was used for data analysis. Furthermore, importance-performance map analysis (IPMA) was performed to identify the most important items of service quality and perceived value in improving customer satisfaction.

The findings of this study provide support for all direct and indirect relationships for three-star and four- and five-star hotels. Moreover, the results indicate that perceived value mediates the relationship between service quality and customer satisfaction. These results support the moderating role of hotel star ratings for the relationship between service quality and perceived value. The results also show that after perceived value, three-star hotels looking to improve customer satisfaction should prioritize improving the quality of their services, sleep quality, cleanliness and rooms. Four- and five-star hotels, on the other hand, should prioritize service, cleanliness, room and sleep quality.

OTA platforms collect a wealth of data pertaining to large number of hotels; nevertheless, few studies to date have drawn on this data to examine a pre-determined conceptual framework developed based on the literature. As such, this study makes a valuable methodological contribution to the tourism and hospitality literature. In terms of theoretical contributions, this study examines the mediating role of perceived value between service quality and satisfaction using OTA data. In addition, this study assesses the moderating role of hotel star ratings for the direct and indirect effects of service quality on satisfaction. Using IPMA, this study compares the importance and performance of service quality indicators to generate satisfaction between three-star and four- and five-star hotels.

本论文检测了服务质量、价值感知、和酒店顾客满意度之间的关系, 使用TripAdvisor的数据—OTA。本论文还检测了价值感知对服务质量和满意度之间的中介作用, 以及酒店星级评价对其中直接和间接关系的调节作用。.

本论文采样通过网络爬虫技术, 截取了2018年八月至十月之间的数据。研究样本为192家马来西亚Kuala Lumpur地区的三星-五星酒店。样本分析方法为PLS-SEM。此外, 本论文采样IPMA分析法来找出提高顾客满意度中的服务质量和价值感知中最重要的因子。.

研究结果指出了三星、四星、五星酒店的直接和间接关系。此外, 研究还显示了服务质量和顾客满意度关系的价值感知中介作用。研究结果还指出了酒店星级评价对服务质量和价值感知关系的调节作用。此外, 研究还指出, 除了价值感知, 如果三星酒店想提高顾客满意度, 那么他们应该优先提高其服务质量、睡眠质量、清洁度、和房间。另一方面, 四星和五星酒店应该优先提高其服务质量、清洁度、房间、和睡眠质量。.

OTA平台搜集大量酒店数据, 但是很少作品研究这些数据, 以检测根据文献提出的理论模型。因此, 本论文在方法论上对旅游酒店文献做出宝贵贡献。理论贡献而言, 本论文使用OTA数据检测了价值感知对服务质量和满意度关系之间的中介作用。此外, 本论文检测了酒店星级评价对服务质量和满意度之间直接和间接关系的调节作用。本论文使用IPMA方法, 比较各种服务质量指标的重要性对在三星、四星、五星酒店的提高满意度的不同作用。.

The purpose of this paper is to explore the impact of human resource (HR) management practices on achieving competitive advantage through studying the mediating role of employee satisfaction in the context of five-star hotels in Northern Cyprus.

To produce numeric data as well as to test the hypothesis, the researchers employed structural equation modeling and AMOS. The testing included (n=439) questionnaires. The model suggested by the authors examined the tourism sector, and in particular, five-star hotels located in Northern Cyprus.

The main research findings revealed that HR practices had a significant effect on competitive advantage. By comparison, the research findings revealed that the mediator variable had no effect on achieving competitive advantage for five-star hotels in Northern Cyprus.

This study demonstrates originality by responding to the recommendations of prior studies conducted on HR in Northern Cyprus Island. This makes a theoretical contribution to the field, since only Turkey recognizes Northern Cyprus, which makes conducting research on this country a challenge for researchers worldwide. Based on this study’s outcomes, this paper discusses its theoretical and practical implications, as well as recommendations for future research.

An essential part of the transfer of knowledge in the tourism and hospitality industry, destination image is defined as the expression of objective knowledge, imagination, and the subjective emotions of the tourist. Social media is profoundly changing the way the tourist images and interacts with the destination environment. In turn, firms in the industry are seeking to leverage the power of social media to gain insights into tourist cognition and behavior. In this chapter, we analyze various social media to investigate knowledge transfer relating to two groups of hotels in Philadelphia, and we propose a methodology to predict future lodging demand from empirical data in line with the objectives of the t-Forum.

The purpose of this paper is to evaluate the need for innovation as a means of competitive advantage in the housekeeping (HK) department of five-star hotels in Dubai and consider how the nature of the industry in the region provides particular challenges.

An initial White Paper produced by Amadeus served as the stimulus to conduct a preliminary literature review of innovation in the field of hospitality. The application of innovation was then considered via a content analysis of web sites in Dubai to identify potential candidates for interview. Semi-structured interviews were conducted with Senior Housekeeping Executives in two internationally recognized chain hotels in Dubai to better understand whether there is a need for innovation, what types of innovation are important within these HK departments and understand the potential challenges confronting senior managers in fostering innovative practices.

The key results of this study provide interesting insights into the problems of developing and managing innovation within HK operations, highlighting the issues that exist as potential barriers to innovation in terms of the organizational culture and the ownership structure within the industry in Dubai. The research also highlights the fact that much of the innovation introduced within the HK department is focused on utilization of technology and is very much “output”-orientated in terms of improving customer service and creating operational efficiencies.

The paper profiles the potential problems confronting the HK department when it comes to identifying and adopting innovation. The paper also highlights the ever-changing nature of the organizational culture and the ownership structure in the five-star hotel industry in Dubai as a critical influence in terms of the perceived importance of innovation as a success factor for the future.

The study is the first in a series of research papers that explores the relationship between key stakeholders in the hospitality industry in Dubai as the customer demand alters and they try to identify and implement innovative ideas and concepts that provide return on investment, increased customer satisfaction, sustainability and competitive advantage. It is the first paper that identifies the context and the current internal and external environments and the drivers within the industry in Dubai (five-star) hotels with a particular focus on 2020. This is within an industry that is showing evidence of change management within the customization of the hotel build and specification, and within the adaption of IT, but is looking for innovation within the application of ideas into industry processes.