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A British Airways flight crew arrives after a long flight from London to Chicago to find their hotel rooms are not ready for check-in. The front-desk agents tell them that the hotel is overbooked. The flight crew is asked to wait in the hotel lobby for more than one and a half hours while housekeepers prepare their rooms. Upon returning to London, the pilot complains to British Airways. What should the hotel have done differently to avoid complaints?

The purpose of this paper is to explore the pertinent issues in the relationship between service experience and service design among small and medium‐sized enterprises (SMEs) in the tourism industry.

The conceptual paper undertakes a thorough review of the relevant literature before developing propositions regarding service experience and service design for SMEs in the tourism industry.

Service experience must be appropriately managed by SME operators by collecting and evaluating relevant data on customer experience. Service design must be undertaken in a holistic manner that is embedded in the organisational culture of the service provider using tools such as “blueprinting”. Synergistic cooperation and learning regions among traditionally fragmented tourism providers are essential for achieving long‐term competitiveness.

Future research should undertake empirical studies to validate and/or modify the propositions presented in this conceptual paper.

This is one of the few studies to have addressed the relationship between experience management and service design for SMEs in the highly competitive tourism industry.

This paper aims to examine new housekeeping procedures introduced in response to COVID-19. The pandemic has required hotels to reassess their standard operating procedures, especially in housekeeping to retain the confidence of guests in the hotel/brand via high standards of sanitization, hygiene and the maintenance of social distancing.

The article draws on publications and announcements made by major brands and associations about their updated standards of cleaning, hygiene and sanitisation, social distancing and workplace protocols arising from the pandemic. Further, a survey was used to determine the impact of new processes on housekeeping teams and their perceptions of its effect on service quality, guests and employee safety.

Some key new processes are: keeping the hotel room vacant for several hours after departure, the sanitisation of every room, cleaning and sanitisation of high touch points, linen and waste management and low frequency or complete avoidance of the cleaning of occupied rooms. The survey questionnaire establishes that housekeepers value their new standard operating procedures (SOPs) and agree that “clinically clean” is the new normal and essential to avoid cross-contamination and keep guests and employees safe.

As the pandemic is a current phenomenon, the guidelines and protocols are rapidly evolving. Hotels are innovating and looking for new processes to manage infection control. This study has mainly focused on cleanliness and hygiene protocols and procedures prevalent in the industry. Currently, future work could be useful to evaluate the long-term impact of COVID-19 on the new processes and procedures that have been deployed.

In order to recover from the pandemic, the Indian hotel industry faces a colossal task. Even when the virus peaks have passed and hotels can safely reopen, the fear of infection will continue and so guest trust and confidence is essential. Given this, the paper should be of interest to hoteliers and policymakers seeking to implement the best possible post COVID-19 housekeeping practices.

This paper identifies and analyses best practice in hotel housekeeping in response to COVID-19. The new standards that are being adopted aim to assure hotel guests and employees about the hygiene and safety measures and standards that have been adopted.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Using the backdrop of an (apparently) extended visit to the West Indies, analogies with key concerns of internal audit are drawn. An unusual and refreshing way of exploring the main themes ‐ a discussion between Bill and Jack on tour in the islands ‐ forms the debate. Explores the concepts of control, necessary procedures, fraud and corruption, supporting systems, creativity and chaos, and building a corporate control facility.

Provides an outline for implementing a defensive marketing strategy. Advocates a procedure which combines aggregate complaint analysis and a quality function development tool known as the House of Quality. The combination of these procedures allows marketers to identify common customer complaints and to assess the synergy between different combinations of service attributes. Then measures customer perception of service attribute combinations for changes in satisfaction level. Argues that the development of a complaint management program can positively contribute to the firm′s competitive advantage.

The COVID-19 pandemic has tremendously affected the hospitality industry. With the experiences of severe acute respiratory syndrome in 2003 and commitments to ensure guests’ health and safety, many hotels in Asia have actively engaged in updating and implementing new service standards and measures. This study aims to investigate hotels’ service standard changes, processes of management decisions and preparations for the future.

Using grounded theory methodology, this research interviews 24 hotel managers from mainland China and Hong Kong. It examines the differences among hotels with different operation types, classifications and locations, and analyzes the service standards in physical and social services cape.

Building on the service marketing and crisis management literature, this research provides a synthesis that reflects how hotels have coped with the COVID-19 crisis. It depicts the service standard update process during the COVID-19.

In line with the literature in disaster management, hotels experienced the outbreak, response and recovery phases of the crisis management procedure. However, given the severity and scope of the COVID-19 pandemic, undertaking particular processes is necessary at every procedure such as following local guidelines and updating local standard operating procedures (LSOPs). This research also expands the literature on the process of adopting new technology in hotels during crisis management.

The paper suggests that hotel managers should update and use well-thought-out standards on the bases of available scientific evidence. For example, hotels should use LSOPs according to the local situations. Hotels are also suggested to exert additional efforts and attention in service innovation, guest experience and enhancing hospitableness.

To the best of the authors’ knowledge, this paper is one of the first efforts to investigate the impact of COVID-19 on hotel operations. It offers empirical evidence from hotel operators who worked against the crisis during the pandemic and provides valuable theoretical contribution to the hospitality service literature as well as managerial implications for hotel operators globally.

Many hotels allocate guests to specific rooms immediately after reservation. This happens because individual rooms are sold (and there is no concept of room type) or because the assignment is done by hand at reservation or because of a connection with a channel manager, which is immediately fixing the room number after a reservation request. This early allocation is suboptimal, and it causes the unnecessary rejection of some reservations when the hotel has a high occupancy level. The purpose of this paper is to investigate different room allocation algorithms, including an optimal one (called RoomTetris), aiming at higher occupancy levels and profitability.

The methodology is based on theoretical results and experimentation. The optimality or the proposed RoomTetris algorithm is demonstrated. Experiments are executed in different contexts, including realistic ones, through the adoption of a hotel simulator, to measure the improvements in the occupancy rate of the optimal and heuristic strategies with respect to random or sub-optimal assignments of rooms.

The main results are that smart allocation algorithms can greatly reduce the rejection rate (reservation requests which cannot be fit into the hotel room plan) and improve the occupancy level, the percentage of available rooms or beds sold for the various periods.

This analysis can be extended by considering cancellations and overbookings. A second possibility to add flexibility in room allocation for hotels having more than one type of rooms is that the hotel can upgrade and offer a high-price room to the customer, which given an even large flexibility to fix rooms by shifting customers to other compatible types. In addition, more complex integrations with revenue management can also be considered, for cases in which the cost of a room depends on the number of guests.

Given that the difference in occupancy rate of the optimal algorithm is particularly large in high season and high-request periods, periods which are usually associated to higher rates and higher volumes, the proposed algorithm will improve the main financial performance indicators such as revenue per available room by an even bigger multiplier, depending on the hotel pricing policy. Because the room allocation process can be completely automated, the adoption of appropriate smart allocation algorithms represents a low-hanging fruit to be picked by efficient hotel managers.

To the best of the knowledge this is the first proposal of an optimal algorithm (with proof of optimality) for the considered problem.

很多酒店, 特别是私人、家庭经营型、或者精品酒店, 在客人预定后立刻分派指定的房间给客人。这往往是因为独立房间售卖（没有特殊房型概念）或者因为客人在预定时, 工作人员手动指派房间, 亦或者是因为预订系统与渠道管理系统链接, 直接在预定后指派房间号。这种早期的分派程序是不优化的, 往往在酒店住房率高的时候, 会造成一些不必要的房间预定失败, 继而带来的利润损失。本论文旨在研究不同房间指派参数配置, 包括最优系统（RoomTetris）, 使得酒店达到更高住房率的同时产生高利润。

本论文采用理论讨论和实验等研究方法, 并展示了提出的RoomTetris参数的最优性。本论文还将其参数放在不同的情景中做实验, 以显示其提高酒店针对随机或者次优化分派的最佳启发式策略中的住房率。

研究结果表明智能型分派参数能够大大降低预定失败率（预定需求不能符合酒店房型供给）, 并且提高住房率和利润。住房时间并不是必须的参数, 极具个性化服务, 比如让客人选房间号, 可能导致利润损失（因为最优房间分派无法实现）, 房型的设计也应该参与到最优房间分派的效果中来。

预定取消和超额预定的情况也应该加入到分析中来。第二种对于拥有不止一种房型的酒店来说, 可能增加房间分派的情况在于为客人升级房型, 这样可以将客人转到其他适合房型以解决房间分派问题。此外, 更复杂系统兼容财务管理系统应该被考量, 有的时候, 房间的成本取决于客人的数量。

由于最优算法的住房率区别在于旺季和高预定时段, 也就是高房间价格和高预定量, 本论文提出的最佳算法将提高主要财务指标, 比如RevPAR（平均客房收益）。由于房间分配系统可以完全实现自动化, 那么采用智能分派系统无疑是有效酒店管理中的优质选择。

据作者所知, 此文章是首篇关于此类话题的研究优质算法（且被证实其最佳）。

Purpose: This paper presents a review of the current state and potential capabilities for application of robots, artificial intelligence and automated services (RAISA) in hotel companies.

Design/methodology/approach: A two-step approach was applied in this study. First, the authors make a theoretical overview of the robots, artificial intelligence and service automation (RAISA) in hotels. Second, the authors make a detailed overview of various case studies from global hotel practice.

Findings: The application of RAISA in hotel companies is examined in connection with the impact that technology has on guest experience during each of the five stages of the guest cycle: pre-arrival, arrival, stay, departure, assessment.

Research implications: Its implications can be searched with respect to future research. It deals with topics such as how different generations (guests and employees) perceive RAISA in the hotel industry and what is the attitude of guests in different categories of hotels (luxury and economy) towards the use of RAISA. It also shows what is the attitude of different types of tourists (holiday, business, health, cultural, etc.) and what kinds of robots (androids or machines) are more appropriate for different types of hotel operations.

Practical implications: The implications are related to the improvement of operations and operational management, marketing and sales, enhancement of customer experience and service innovation, training and management.

Originality/value: This book chapter complements and expands research on the role of RAISA in the hotel industry and makes some projections about the use of technologies in the future.

In line with the escapist dimension of hospitality settings, the article investigates how the front office staff of high-end hotels deal with clients' secret sexual encounters.

The article draws on data collected through a participant observation study conducted in two high-end hotels in Milan (Italy), during which the author held the role of front-line receptionist.

The research illustrates the ways in which workers frame events and conduct operations to guarantee the appropriate conditions for guests' extra-marital adventures and paid sexual encounters. In revealing the role of shared knowledge as well as non-formalised procedures in meeting guests' needs, the article shows how employees seek to protect their own work and the hotel's image.

The article sheds light on the very features of high-end service work by illustrating how workers satisfy clients' secret needs and unexpressed demands.