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Application of technology and meeting accessibility requirements of guests are two essential areas to consider and improve in order to facilitate, ameliorate and accelerate the management of hospitality services furnished by hotels. These two trends carry great importance for competitivity of hotels' services and sustainability of tourism industry. They are two distinguishing characteristics that build a positive perception of hotels' image among its rivals.

This chapter aims to reflect the current level of conformance of the hotels' services to the Sustainable Development Goals (SDGs) for tourism, specifically, SDG 11 related to accessibility and SDGs 9, 12 and 13 related to technology. A qualitative research is conducted to find out the commitment and awareness levels of the hotel staff at managerial positions to the accessibility and technology requirements in line with the mentioned SDGs. The representatives of city centre hotels of İzmir, Turkey with three, four and five stars and boutique hotels categories are chosen as the target population. The results obtained via content analysis signal that the extent of conformity of hotels to technology and accessibility requirements in line with the adoption of the related SDGs depend on the creation of practical solutions on the educational, legal and managerial perspectives. The chapter contributes to academic literature in tourism management and brings suggestions for tourism practitioners to adapt and improve their services to meet the standards and requirements of SDGs related to accessibility and adoption of technology in hospitality services.

This chapter aims to list the literature that document the role of hospitality industry achieving Sustainable Development Goals (SDGs), and to summarize those contributions, related to the literature. Extensive literature review was also conducted to explore a critical analysis of sustainable digitalization of the hospitality industry.

The article has undertaken a systematic literature review of all the significant research area of almost last two decades. Keyword searches were performed in Google Scholar search engine, where timeframe of “2001–2023” was used to filter the desired article. Total 141 research articles were primarily identified after the initial search. After screening the articles for relevance or duplicates, finally 107 articles were considered for this study.

This study figures out those environment-related SDGs which is considered essential for the hospitality industry. This study found the importance of adopting digitalization in hospitality sector to build inclusive environment and providing seamless experience to customers while focusing on both positive and negative aspects associated with digital transformation.

Hospitality industry of numerous countries around the world are now exploring by implementing SDGs and Digitalization in their business practices. This study will provide insight to policymakers as development and usage of digital technologies and implementing SDGs in their practices are crucial for the sustainable transformation of hospitality industry. Sustainable transformation of hospitality sector not only improves services and helps us to make wiser choices when planning for a trip but also positively impact both physical and psychological well-being.

Unlike manufacturing firms where the production of goods can be adjusted according to the demand of customers, hospitality firms do not have the ability to alter the capacity of the changing demand of guests in a short period of time. Given the relatively fixed capacity or supply, maximizing revenue through inventory control is essential for hospitality operations. This chapter covers operations inventory control extracted from the field of revenue management. First, the concept of capacity management and planning is enclosed and various capacity management tactics and inventory control strategies are explored. Next, the management and principles of space inventory through inventory-based restrictions, strategic pricing, displacement analysis, and distribution channel management are addressed. Finally, the respective applications of these principles, strategies, and tactics in several hospitality sectors are discussed.

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network approach (see, e.g., Axelsson & Easton, 1992; Håkansson & Snehota, 1995a). The study describes how adaptations initiate, how they progress, and what the outcomes of these adaptations are. Furthermore, the framework takes into account how adaptations spread in triadic relationship settings. The empirical context is corporate travel management, which is a chain of activities where an industrial enterprise, and its preferred travel agency and service supplier partners combine their resources. The scientific philosophy, on which the knowledge creation is based, is realist ontology. Epistemologically, the study relies on constructionist processes and interpretation. Case studies with in-depth interviews are the main source of data.

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 paper discusses how market orientation impacts marketing performance in the hotel industry of Ghana. The research was a qualitative research that covered a sample of nineteen19 hotels in Ghana by using a two-stage nonprobability sampling comprising convenience sampling and purposive sampling. Personal interviews were conducted to collect primary and qualitative data from hotel managers of the sampled hotels. Template analysis was used to analyze the data in order to understand how market orientation impacts selected marketing performance indicators. The study has provided insight into how market orientation impacts marketing performance indicators, precisely sales growth, customer complaints, customer satisfaction, and customer retention. The limitations of the study are that it is a cross-sectional study and it involved only officials of the hotels as participants. Also, the study does not explain how customers perceive market orientation practices and how market orientation affects customer buying behavior. Research implications are that longitudinal research design and involvement of customers as participants should be considered in future-related qualitative studies. The contribution of this study to knowledge is that it has given some explanations to how market orientation impacts sales growth, customer complaints, customer satisfaction, and customer retention in the hotel business.

The COVID-19 crisis has jolted the hotel landscape profoundly and sector's usual resistance to innovative efforts is gone. Ecologically innovative (green) hotels are now expected to set the benchmark in protecting the environment and mitigating human health hazards. The need for this study stems from the fact that eco-innovative (green) hotels need not only be established and promoted, but also accepted or adopted by guests. Existing studies have mostly relied on customer's pro-environmental attitude, knowledge, and a selective list of green hotel attributes in order to predict green hotel visit intentions. The objective of this study is to provide a comprehensive list of environmental and human health attributes that are likely to influence guest's decision to visit a green hotel. One of the first studies to utilize the diffusion of innovation (DOI) theory in sustainable hospitality research, this qualitative study identifies 27 key green hotel's perceived attributes. Examining the guest's expected green hotel attributes would help managers make their green efforts more effective and attract potential guests who have not yet stayed at green hotels.

The main purpose of this chapter is to define the concept, scope and importance of a feasibility study when developing a new business venture. It also presents the main components of a feasibility study by describing a feasibility study template.

A literature review was conducted on conceptual issues and practical aspects of the feasibility analysis and study by presenting a hypothetical case of study of a boutique hotel.

This chapter highlights the importance of both feasibility analysis and study, and the main reasons why all entrepreneurs should carry them out. It presents a simple template that shows the key components of a feasibility study and also a hypothetical case of study of a boutique hotel that helps in relating the concepts and ideas previously developed.

This chapter introduces both theoretical and practical approaches by presenting a model or template on how to develop the feasibility analysis and study. This template can be applied at any stage of assessment process of a business project.

The concept of a feasibility study is accompanied by a practical template and a case study. This approach contributes to a better understanding of the value and utility of feasibility analysis and study in assessing tourism business ventures.

The purpose of this research was an attempt to improve the applicability of the balance scorecard, in particular the customer perspective, in the hospitality industry. The objective of the study was to investigate a more structured customer-centric performance measurement framework customized for the hotel industry. Hence, this paper presents the “Customer Calculator” which had been developed based on the Customer Equity model proposed by Rust et al. (2000a). Qualitative examinations by interviewing hotel management were conducted to test the applicability of the customer-centric measurement framework. The customer scores facilitate hotel decision-makers who can pinpoint the important drivers of customer relations, which are in need of further action and improvement. The framework can also be employed by the stakeholders to assess hotel performance in general.

The pressure to remain competitive in a dynamic, global economy forces organizations to consider the results-based approach when deciding on investments in information technology (IT). Senior IT managers are convinced that they do create value and believe that if measured properly and with adequate support, they would be significant profit centers for their organizations. However, without adequate performance evaluation systems they have difficulties proving the value-adding role of IT and find themselves continually fighting for and justifying the resources that are needed. The article provides a model and a methodology for evaluating performance in IT to help chief information officers (CIOs) better justify and evaluate their initiatives and aid CEOs and CFOs in making better resource allocation decisions. The IT Contribution Model and the subsequent IT Payoff Methodology is illustrated by and empirically tested in Istrabenz Group, an international group engaged in food, investments, tourism, and energy. The study shows that the methodology's requirement for active employee involvement in the identification of the critical drivers of success, the expected outputs of the IT initiative, in particular, substantially facilitates the IT initiative implementation by increasing the level of understanding and acceptance.