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This paper's aim is to help hospitality management executives and graduate students to understand and to develop marketing expertise in the small hotel sector.

Case studies for three hotels illustrate some major marketing challenges for the small hotel sector. Marketing activities are characterized by non‐marketing, inexpert marketing, implicit marketing, and sophisticated marketing categories. These categories are adapted specifically for the small hotel sector.

Some hotels fall into a distinct category, while other hotels span multiple categories depending on their involvement level in various marketing activities (e.g. marketing intelligence, or promotion).

Training exercises highlight specific marketing issues relevant to small independent hotels. Using the model, benchmarking suggestions are developed based on the hotel's marketing activity level. These exercises help practitioners to recognize this sector's diversity due to a wide spectrum of marketing styles and approaches employed by SME owner‐managers within the hospitality sector.

The concept of integrated marketing has been recognized as a key factor in marketing literature. Integrated marketing has changed from being a customer-centric system to a customer-facing process and is the past, present, and future of marketing. This type of marketing helps build brand awareness and equity in order for people to know, trust and ultimately choose your brand over competitors. It ensures that a message is communicated via different platforms according to a specific strategy. Integrated marketing has now become more important than ever before and focusing on the customer and their requirements involve a more integrated view with a big emphasis on digital, traditional and the physical world all working together. If practiced properly, integrated marketing approach is a healthy balance that can yield unlimited results beneficial to the organization’s goals. This approach should be practiced not only for one department but also all departments at hotel companies should be included.With that in mind, hotels have begun applying this notion as part of their everyday outreach. Specifically, marketing methods and strategies will vary from hotel to hotel and some significant factors to analyze and research prior to drafting are: property size, management structure, type of ownership and type of hotel (luxury, business, hi-tech, economy, etc.), area demographics and psychographics, as well as the dynamics of the internal and external environment. The need for studying integrated marketing in the hotel context has been emphasized in this research which revealed that marketing strategies are crucial for hotel companies to raise their brand value and equity. In this respect, it is stressed that strategies can shape a positive hotel brand perception within the customer’s mind.

The purpose of this paper is to determine whether US-only hotels and US-based international hotel chains similarly promote sustainability marketing.

A qualitative exploratory research study reviewing the web site marketing of the US-only hotels and US-based international hotel chains.

The research indicates that there are differences in the sustainability marketing of US-only and US-based international hotel chains.

This is a unique research study. The hotel industry has a diverse body of stateholders due to its large market and impact on sustainability.

This paper aims to analyse literature relevant to four imperative aspects of hotel marketing, to discuss current challenges and opportunities, and to make suggestions for marketing Canadian hotels in the future.

The foundation for this paper was laid during a well‐attended Worldwide Hospitality and Tourism Themes (WHATT) roundtable discussion between industry leaders and hospitality educators in May 2012. The subject of marketing hotels is discussed in the context of the theme for the 2012 Canadian WHATT roundtable and the strategic question: “What innovations are needed in the Canadian hotel industry and how might they be implemented to secure the industry's future?”.

The paper identifies innovation as the main ingredient for success in marketing Canadian hotels in the future. In the conclusion suggestions for strategic shifts in hotel marketing and tactics, which would help Canadian hoteliers in marketing their hotels in the future, are identified.

The paper reviews past concepts and industry practices as well as current practices to identify practical, effective and innovative approaches for the future.

As the team of authors represents both the industry and academia, this paper will be of immense value to students, educators, and researchers, as well as industry leaders. The paper captures significant strategy shifts, lists the top integrated digital awareness systems, and presents a new model in innovative hotel pricing empowerment for hotels.

The green marketing concept emerged in the late 1980s, and many hotels have since implemented a variety of green marketing strategies, such as the use of the “green hotel” label to project a green image and attract potential customers. However, some companies that have launched environment-based promotions have been accused of “green washing” by their customers. This study aims to investigate the gap between hotel manager and customer perceptions of the relative importance of green marketing-related activities.

Two sets of 30-statement questionnaires designed for hotel managers and customers were used to gauge respondents' perceptions of a variety of hotel green marketing-related activities. Independent samples t-tests and one-way analysis of variance (ANOVA) were used to examine the significant differences between the ways in which hotel managers and customers rate the importance of these activities.

The two statements that gained the highest level of agreement amongst both hotel managers and customers were: “The internet is an effective channel for marketing a hotel's green initiatives directly to customers”; and “Green hotels can elevate industry members' image and reputation to attract green tourists who demand green accommodation when travelling”. Both also perceived: “The environmental claims in advertisements are often met with criticism from competitors and consumer organisations”; “Hotel customers are willing to pay a higher price for eco-facilities”; and “Customers are willing to pay a higher green price if part of the amount paid is donated to green activities” to be the three least important statements. The results also indicated ten over-perceptions and three under-perceptions amongst hotel managers, thus implying that they may require a better understanding of customer expectations. Several demographic differences were also identified. Female hotel managers and customers were found to be more concerned with green hotel products and a green image; hotel managers aged over 59 were found to have reservations about certain green marketing strategies probably because of service quality issues, although green supporters are in general older than average; younger customers aged between 20-29 become more concerned about environmental issues; and customers with a Master degree level of education or above challenged whether hotels are truly innovative in their development of green products and services and had reservations about the use of eco-labels.

The results of this study may not reflect the full picture of managerial perceptions of green hotel marketing, as the sample was restricted to hotels on the Hong Kong Hotels Association list. Researchers may thus wish to undertake further studies with larger hotel samples over a longer time period in future. Drawing on the foundations laid by this study, future researchers may also wish to investigate smaller, lower-ranked hotels, which may experience greater challenges in implementing green marketing strategies than those considered here.

Few studies to date have investigated green hotel marketing. The findings of this study can be viewed as a preliminary step towards greater understanding of green hotel marketing-related activities.

The purpose of this paper is to explore the ways in which a transactional marketing approach can generate customer loyalty in a hotel brand.

The paper provides a review of the paradigm shift from transactional marketing to relationship marketing, in the services marketing literature. The inductive research used a qualitative approach, with multiple techniques including non‐participant observation in several hotels; in‐depth interviews with hotel managers; and telephone interviews with hotel customers in the UK.

The findings suggest that a transactional approach to marketing can be an effective strategy for hotels, which target niche segments with highly differentiated offers at competitive prices. It was found that this approach can create significant customer loyalty.

The case study approach and focused sample mean that attempts to generalize the findings should be taken with care. Furthermore, this study does not attempt to measure the effectiveness of transactional marketing on customer loyalty; it reports findings from a qualitative study carried out to explore marketing practices in a small sample of hotels.

For practitioners, the paper suggests that transactional marketing and relationship marketing can be seen as complementary marketing strategies.

The paper provides novel insights into hotel culture, hotel/customer relationships, hotel service customization and customer loyalty. The paper challenges the received view that transactional marketing is less appropriate than relationship marketing in achieving customer loyalty in hotel branded operations.

The purpose of this paper is to contribute to the understanding of marketing in small hotels specifically, and, more generally, to the area of SME or entrepreneurial marketing.

A deductive‐inductive approach based on interviews with 15 small hotel owner‐managers, supported by web site analysis and three in‐depth case study interviews, was used to provide a profile of marketing activities in small hotels in North Wales.

The application of Carson's levels of activity model to characterise and classify the marketing strategies and activities of the respondent hotels suggested that for these small hotels an additional category would be helpful in characterising marketing activities, inexpert marketing. On this basis, five of the hotels were in the non‐marketing category, eight in the inexpert category, and two in the implicit category; none were in Carson's sophisticated category. Further, any one hotel might fall into different categories on the basis of their engagement with different areas (such as marketing knowledge, or promotion).

These findings suggest that, whilst the search for a definition of entrepreneurial marketing is useful in articulating the difference between what SMEs do and marketing theory, there is also a need to recognise that there is a spectrum of different styles of and approaches to marketing adopted by different SME owner‐managers even within a specific sector, such that it is important not to neglect to develop models which help owner/managers, advisors, consultants and academics to understand the diversity in this sector.

This paper aims to explore the impact of emerging technologies, such as virtual reality, voice search, artificial intelligence, robotics and the Metaverse on hotel sales, marketing and revenue optimization.

This paper uses a combination of articles published in Journal of Hospitality and Tourism Technology and industry case studies to examine the integration of innovative technologies in hotel sales, marketing and revenue optimization strategies, plus the role of fundamental practices in ensuring long-term success.

The analysis demonstrates that innovative technologies can significantly enhance customer engagement, streamline booking processes and unlock new revenue streams. However, this paper also highlights the importance of fundamental marketing practices, such as user-friendly websites, fast and reliable/mobile-friendly websites, search engine optimization, social media engagement, content marketing and data-driven revenue management, in maintaining a hotel’s competitive advantage in the dynamic world of hospitality.

The findings suggest that hoteliers need to strike a balance between embracing emerging technologies and maintaining traditional marketing fundamentals to remain competitive and drive revenue growth. This integrated approach ensures long-term success in the ever-evolving hospitality landscape.

This paper bridges the gap between academia and industry practitioners by providing practical insights and implications that can be applied directly to hotels’ marketing and operational practices. The paper highlights the importance of balancing innovation with fundamental marketing strategies, emphasizing the need for an integrated approach to ensure long-term success in the ever-evolving world of hotel sales, marketing and revenue optimization – as well as those same tools in a plethora of hospitality and tourism venues working alongside the accommodations sector.

探讨新兴技术（如虚拟现实、语音搜索、人工智能、机器人技术和元宇宙）对酒店销售、营销和收入优化的影响。

本文结合发表在《酒店旅游科技杂志》（JHTT）的文章和行业案例, 研究了创新技术在酒店销售、营销和收入优化策略中的整合, 以及基础实践在确保长期成功方面的作用。

分析表明, 创新技术可以显著增强客户参与度, 简化预订流程, 并开拓新的收入来源。此外, 文章强调了基本营销实践, 如用户友好的网站、快速可靠/移动友好的网站、搜索引擎优化、社交媒体参与、内容营销和数据驱动的收入管理, 在保证酒店在充满变化的行业竞争中维持优势的重要性。

研究结果表明, 酒店经营者需要在使用新兴技术和保持传统营销基本原则之间取得平衡, 以保持竞争力并推动收入增长。这种综合方法确保在不断发展的酒店销售、营销和收入优化领域取得长期成功。

本文通过提供可直接应用于酒店营销和运营实践的实际见解和影响, 弥合了学术界与行业从业者之间的鸿沟。文章强调了创新与基本营销策略的平衡的重要性, 强调了综合方法的必要性, 以确保在不断发展的酒店销售、营销和收入优化领域取得长期成功, 以及这些工具在众多酒店和旅游场所与住宿部门一起工作的多样性领域中的应用。

This paper aims to suggest an empirically based typology of hotels according to their marketing information systems (MrkIS) configurations. The study seeks to examine major antecedents of the effectiveness of MrkIS and their influence on the adoption of specific marketing applications. Finally, this paper seeks to expand the general understanding of the relationship between the effectiveness of a hotel's MrkIS and that hotel's overall effectiveness, compared with that of others from the suggested typology.

The paper collected empirical data from a sample of 254 luxury and five‐star Greek hotels. They conducted a cluster analysis in order to define various clusters of hotels based on their use of specific marketing applications. They considered the role of basic antecedents – namely the hotel's degree of market orientation adoption, system quality, the quality of the information that the MrkIS produce, and support service quality – examining their influence on the MrkIS configuration in use. In addition, the paper considers the relationship between MrkIS effectiveness and overall hotel effectiveness as evidenced throughout the different clusters.

The study offers insights that can help hoteliers to analyse realistically the potential benefits of MrkIS for their businesses. Toward this end, the paper identifies three specific types of hotels: the “transactional‐oriented”, the “sales‐oriented”, and the “market‐oriented”.

The results of the study may not be broadly applicable due to differences in national context, hotel category, and other characteristics – a fact that suggests future research opportunities.

Based on the current results, a hotel might better evaluate its existing MrkIS and be prepared to maximise the opportunities offered by the full utilisation of these systems.

The scarcity of empirical evidence with regard to MrkIS utilisation in the lodging industry makes this kind of study essential. The results of the paper expand the general knowledge about hotels' MrkIS adoption, its antecedents, its effectiveness and hotels' overall effectiveness. The results provide an integrated picture of the utilisation of these systems.

This paper aims to investigate a guest’s subjective appraisal of a hotel’s green marketing program, or green equity, along with value, brand and relationship equities on guest loyalty.

Study 1 presents three models to explicate the role of a luxury hotel’s green initiatives in influencing guest loyalty. By means of structural equation modeling, one model emerges with the best fit. Study 2 examines how tourists assign economic value to a hotel’s green programs.

Green equity plays a significant role in customers’ overall assessment of a hotel’s marketing programs; however, the effect is weaker when compared with the other indicators, including a hotel’s value proposition, brand image and loyalty programs. Furthermore, the results reveal that tourists are willing to pay a price premium for a hotel’s green marketing programs.

The paper links green marketing to the customer equity model and clarifies the impact of green marketing programs on loyalty and profitability. However, the study was conducted among luxury hotel guests and tourists in Macau, a leading gambling destination; thus, these customers might not have been concerned with green marketing initiatives.

The results show that green initiatives are beneficial as long as managers include these initiatives in their overall strategic marketing programs that also promote firm value propositions, brand images and reputation.

The paper clarifies the role of green marketing programs in hospitality and shows how hotels can benefit from enhanced guest loyalty and decreased operational expenses by implementing green initiatives.