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The search for luxurious hospitality experiences increasingly coincides with the imperative to mitigate negative impacts in the pursuit of greater sustainability. This is a task often understood as being complex particularly in the context of luxury hospitality which often resonates with conspicuous consumption. This chapter uses a case study approach to analyze the complex relationship between luxury tourism and sustainability. The study focuses on the development of “luxury” from a materialistic perspective toward an experience economy and relates this to the concept of sustainability and agreements relevant to the tourism industry. The environmental impact of luxury hospitality is then discussed. The case study on properties in Costa Rica, South Africa, the Maldives, Vietnam, and French Polynesia focuses on philosophy, facilities, energy and waste consumption, food and beverage, conservational and educational activities, and alignment to the United Nations Sustainable Development Goals (UN SDGs). The focus is on the properties and shows limitations in that it is not applicable to the whole tourist journey and experience. All properties understand luxury as based on experiences and involvement in nature. Measures to mitigate environmental impact and foster conservational and educational activities are mainstream practices. Comparing the cases with academic literature on luxury, sustainability, ecotourism, and environmental policies underline that sustainability-driven luxury hospitality shows valuable steps toward a more sustainable product but is ultimately faced with the dilemma of taking into consideration and ultimately mitigating the impacts of the entire travel value chain.

The International Organization for Standardization (ISO) 14001 as well as the European Union Eco-Management and Audit Scheme (EMAS) are two established management tools to evaluate, report and improve the environmental performance of businesses. The purpose of this chapter is the development and testing of a model on motivations, benefits, barriers and preconditions to the implementation of environmental management system (EMS) in the German hotel sector. One hundred and thirty six hotels have been identified as having implemented either ISO 14001 or EMAS (or both) in their operations. An analysis showed various correlations between motivations and perceived benefits of implementing an EMS, whereas no correlation could be measured between preconditions and barriers. Finally the preconditions, barriers, motivations and benefits were examined based on various characteristics of the hotels surveyed, which revealed significant differences among the different subgroups, such as chain-operated hotels and independently owned properties, or between luxury properties and budget operations.

Delivering services that create memorable luxury accommodation experiences rely on frontline staff to engage guests on a sensory level rather than merely a functional one. This engagement includes cognitive, emotional, relational and behavioural. Hospitality and tourism industries are people-orientated – people are needed to serve people in order to create desired experiences – and it is very difficult to create satisfaction or to revisit intention in every interaction that takes place. It is this intangible characteristic of the industries, provisions and tangible cues that play an important part in enhancing the overall luxury accommodation experience. Guests are very clear as to what they expect from luxury accommodation experiences: they feel that they are paying for a service that should be personalised, and that staff should realise what they want and need. The human interaction component and the co-creation that occurs between staff and guests is an essential dimension of the industry. The influence of these interactions on guest experiences and the delivery of services will be explored in this chapter.

The overall significance of tourism's role in the nation's holistic development is now a common phenomenon world over. That is why the Government of various countries are according top-most priority towards tourism development. The luxury tourism is that niche segment which is growing intense day by day and the craving of luxury traveller is uninfluenced by any economic turmoil or the crises. Tourism is now widely acknowledged as the strategic tool for economic diversification in the Sultanate of Oman. The Government is fully geared towards turning Oman into a prime luxury tourism destination by incorporating tourism in its vision 2040 strategy. The Government is actively tapping Oman's luxury tourism potential with improved tourism product development, increased projects funding, thoughtful marketing and brand promotion to reap benefits from tourism investments. Oman's unparalleled beauty, rich historic grandeur and authentic hospitality complement the desire of luxury travellers to seek unique quality and comfort, exclusivity and less ostentation. With the slogan ‘Beauty has an address’, the laudable effort of Oman has placed its tourism offering as an ideal upscale and luxury destination in the Middle East. The chapter explores the prospects of beautiful attractions and various services and facilities offered by Oman to qualify as a luxury destination. It also identifies the challenges faced by Oman in luxury tourism destination development.

The market for luxury products and services plays a significant role in the world economy. The luxury hotel market is a crucial segment within the global market for luxury products and services. Luxury hospitality recorded a 5% growth rate along with demand for luxury cruises recording the growth of 7%, the highest among all luxury segments. The remarkable performance of luxury products and services over a period is attributed to the laudable marketing communication strategies of luxury marketers. In this research, we aimed to analyse how a multi-brand hospitality firm differentiates its luxury brand with other luxury brands in the portfolio, using textual messages aimed to communicate the uniqueness of the brands in its official websites. The case study method and content analysis are adapted to achieve the research objective. The study results show that different luxury brands under the brand portfolio of Marriott International can communicate the differences through the textual contents. Most of the differentiation relies on brand-specific features, traditions, services, location of the hotel and metadata on the Internet, followed by branded differentiators. It may be concluded that Marriott has been successful to an extent in using text contents in the website to differentiate its luxury brands.

This chapter treats the luxury hotel concept and practice and its recent trends in the tourism industry. This niche market is expanding rapidly with changing global income structures and increasing complexity of the hospitality sector. Its clientele comprises quality-seeking, prestige-striving, and high-spending customers. The chapter first explores the concept of luxury in relation to hotels. It further groups various associated assets into tangibles and intangibles to discuss their recent trends across the world. It is suggested that companies and destinations active in the luxury hotel market or contemplating entry take these trends into account to gain and/or maintain competitiveness.

This chapter explores in-depth the particularities of the luxury travel industry during the coronavirus pandemic. The chapter begins with a literature review on the concept of the experience referred to as luxury travel, followed by a brief overview of the measures adopted globally in the tourism sector for the prevention of COVID-19. Due to the impact of the crisis, high-net-worth individuals (HNWIs) have changed their motivations, preferences and behaviour. To meet the new demands prompted by the pandemic, the luxury travel industry has adopted a wide range of strategies that have been classified into three groups: (1) reducing new moments of friction; (2) experiencing protection and (3) building new memorable experiences. A selection of examples from the luxury travel industry illustrates each category. The chapter ends with a case study that describes the strategy adopted by Fiji to respond to the pandemic. The manner in which Fiji has tackled the pandemic may be inspiring for other tourism-dependent destinations as Fiji has been able to protect the health and safety of the inhabitants of its islands while preserving the local economy, which relies on tourism.

At a time when many people are experiencing stress, burnout, and strain at work, a relaxing vacation becomes increasingly important. Remote locations such as Bali, the Maldives, or the Caribbean have experienced a steady increase in popularity: exotic dishes, turquoise water, and white sandy beaches are often tourist magnets. While the corona crisis is changing the name of the game at this point, those destinations may attract travelers seeking remote destinations catering to the individual rather than the group. In response, new luxury resorts have emerged in recent years fostering global travel with its set of positive and negative impacts on the environment, the economy, and communities. In light of a global climate emergency, is luxury tourism in remote destinations compatible with sustainable development? This chapter, exploratory by nature, concludes that if there is one hope, it is that sustainability becomes the sine qua non of luxury tourism in the near, post-corona future.

This chapter conceptualizes a framework that can be applied to examine the service experiences of business tourists at luxury hotels. A synthesized literature review results in the identification of three service constructs − surprise, recovery, and sweetness − that constitute the service experiences. In the development of five propositions and in views of emotional appreciation and reciprocity, the chapter posits that emotional value from these three constructs of service experiences can enhance business tourists’ attitude of gratitude and consequently their willingness to pay a price premium. The proposed conceptual framework extends the three service constructs to, and integrates them with, a value–attitude–behavior model.

The aim of this chapter is twofold: (i) to explore the issue of experience within the context of the hotel industry and (ii) to analyze the contribution of collaboration between businesses in providing valuable experiences in hotel settings.

Extensive literature reviews have been done on dimensions and outcomes of tourist experiences and on collaboration/business venture’s contribution in providing memorable experiences in the hotel industry. A case study is then used to illustrate how hotel operations are collaborating to provide tourism experience opportunities.

(i) Collaboration between hotel operations makes a significant contribution in providing special guest experiences; (ii) Investment in business ventures is a good investment because it constitutes a potential source of competitive advantage; (iii) A collaborative platform wisely designed creates a series of business benefits.

This study is explorative in nature. Based on a single case study of a business network, the suggestions are indicative rather than conclusive. Thus, more empirical studies and analyses are needed to fully validate the chapter’s suggestions.

The collaborative approach is a requirement for hotel businesses in providing valuable tourism experiences and in overcoming the issues and challenges arising within the context of experiential tourism. This collaboration offers a way of enriching and deepening guests’ experiences, based on endogenous resources and meeting the tourists’ requirements.

Offers insights on tourism providers’ collaborations in offering attractive experience opportunities to their customers.