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This viewpoint paper provides insights and actions as to how destinations and airports need to be aligned in post-COVID-19 resumption. This paper aims to inform those working in airports and tourism boards about how to deal with airlines and support connectivity and route development post-COVID-19.

This paper provides a practical viewpoint based on working with airlines and tourism boards as part of consultancy and advisory development.

This paper offers practical suggestions on how airlines, airports and tourism boards can work together to support air connectivity and tourism development.

This paper provides those working in aviation and the tourism industry with practical steps to manage route development and connectivity post-COVID-19.

The paper suggests new ways of working towards the integration of efforts made by airlines, airports and tourism boards.

Considers the inter‐linking business relationships between aspects of strategy formulation, implementation and performance as they relate to the hospitality industry. The “relating strategy” theme is developed and elaborated by reviewing approaches to strategy and external analysis, structure and performance. Includes case examples from Forte Hotels, Granada Group plc, Hilton International, Holiday Inn Worldwide and Hyatt International Corporation.

Considers the benefit for service companies of measuring both customer satisfaction and employee attitude, as a means of first determining guest perceptions of the service offered, and then to consider the internal environment of business operations. Draws conclusions based on research from Forte Hotels, on increasing levels of staff morale impacting significantly to raise customer satisfaction, as well as the benefit to organizations of implementing softer measures of service training.

Notes the fact that dissatisfied customers may not complain to the service provider, but will tell a number of people about the bad service they have received. Looks at factors related to the development of a service recovery system to ensure that dissatisfied customers are dealt with effectively so as to ensure they receive appropriate levels of service and to maximize customer retention. Considers factors such as the reasons for customer complaints, reciprocity and complaint handling and ways to instil a service recovery strategy.

This article considers solutions to the one of the areas of greatest weakness in corporate university management, that of the marketing of its purpose and benefits. It draws upon a stakeholder framework to define the different relational perspectives which have to be managed for success in establishing the corporate university brand as having the capability to deliver career potential and also add another level of value to the enterprise at all levels.

This article looks to review recent practice undertaken within the UK hotel sector to improve customer service, and suggests ideals that could be implemented within National Health (NHS) Trust hospitals. At a time of increasing competition, hotel firms are using service enhancement as a means to gain competitive advantage, and therefore developing a range of techniques to measure levels of service quality improvement. With continued change in the health service, where greater focus now lies with patient satisfaction, so there is a requirement for managers to adapt techniques presently being offered in other service industries to improve levels of customer service and ensure patients are targeted to define their levels of satisfaction.

Reviews the acquisition of Forte plc, the longest established UK hotel company, by Granada plc. The Granada Group, a television and leisure conglomerate, launched a £3.3 billion hostile takeover bid for Forte on 22 November 1995, in one of the UK’s most expensive takeovers this decade. This marked the end of family control of a hotel group created by Lord Forte in the 1930s. Identifies the factors underpinning Granada’s success and in particular managerial style and approach.

Examines aspects of tourism development as reflected by articles published in: Annals of Tourism Research, Tourism Management and Travel and Tourism Analyst during 1995 (sustainable tourism, transport, new products and the future of tourism) and during the six‐year period from 1989‐1994 (social trends in tourism, tourism planning and the airline industry).

Reviews the activities of the European Union (EU) (1994‐95) and the published work of UK‐based associations, government bodies, analysts and consultants (1990‐95). Identifies the relative influence of the EU in gaining wider recognition for hospitality and tourism and industry research in tracking salary trends and the performance of hospitality firms among others.

Reviews the journal Tourism Management over a six‐year period, from 1989‐1994. Focuses on five prominent themes in the tourism field: destination planning; marketing and promotion; new products; sustainable tourism; transport. Determines major themes and trends evolving in the tourism industry and reports, both in tabular and written form, on research and industry developments affecting both tourism organizations and their environment.