As one of the biggest service-oriented industries worldwide, the hotel industry significantly contributes to environmental degradation in several ways. Service marketers, consumers, and policy makers are increasingly aware of the damage that excessive natural resources depletion in the guise of water and energy consumption and CO2 emissions by hotels might bring about to the planet. As a result of the growing global concern about climate change, there has been an increase in consumer demand for environmentally-responsible hospitality options. One such option is green hotels, which are environmentally-conscious hospitality properties that are gaining popularity worldwide at a rapid pace. Consumers who prioritize eco-friendliness are willing to pay a premium for green hotels. However, unlike tangible products, services such as hotel experiences are subjective, emotional, and therefore, difficult to evaluate before actual usage. One of the prominent ways in which consumers assess green hotels’ credibility is through user generated content in the form of reviews.

The hospitality, tourism, and travel (HTT) industry has a significant environmental impact due to its water, energy, and waste production. One of the main challenges faced by the HTT industry is the reduction of the negative environmental impact of hotel businesses. Recent studies have shown that consumers are willing to pay a premium for green hotels that adopt environmentally friendly practices to minimize their impact on the environment. While interest in these practices has been increasing, not all consumers are familiar with actual benefits of green hotels. Therefore, it is necessary to employ strategies to increase consumers’ awareness and encourage positive pre-purchasing decisions when selecting a green hotel.

The hotel industry is facing a complex business environment due to the impact of the COVID-19 pandemic and ongoing competition. The ability to build resilience in adverse conditions is key to the survival and sustained growth of hotel enterprises. Against this backdrop, as a Chinese domestic hotel group, Huazhu Group actively embraces digital technology and takes the lead in developing and adopting digital measures such as hotel smart robots and digital platforms to effectively improve work efficiency, reduce employee burden, manage supplier and owner relationships, and achieve digital transformation.However, the issue of how digitalization enables hotels to form resilience, the process and mechanism of empowerment, and the dimensions of hotel enterprise resilience have not been explored in detail from a theoretical perspective. Therefore, this study adopts an inductive qualitative research method and a single-case study approach, selecting Huazhu Group's subsidiary hotels as the research objects. The aim is to explore the practical aspects of digital empowerment and construct a framework for achieving hotel enterprise resilience through digital empowerment.

외식산업의 급속한 성장과 함께 호텔을 비롯한 외식업체에서는 식품안전 요구 및 위생에 대한 중요성 이 증가하고 있다. 이에 현장에서 위생상태를 판단할 수 있는 신속하고 실용적인 모니터링기법이 요구된다. 본 연구는 국내5성급 호텔 5군데를 대상으로 개인위생(작업자의 손), 조리기구(칼, 도마, 식품보관용기, 슬라이스 머신 칼날, 제빙기 스쿱), 시설·설비(냉장고 손잡이, 작업대, 싱크대), 고객 접점항목(뷔페용 집게)에 대한 위생관리 실태를 조사하였고 그에 대한 검증법인 ATP 값의 상관관계를 도출하고자 하였다. 5개 호텔의 위생관리 실태조사 결과, 다른 검사 항목보다 상대적으로 조리기구 및 개인위생 결과가 비교적 위생적으로 관리되고 있었으며(조리기구 92.2%, 개인위생 91.4%, 시설·설비 76.19%, 고객 접점항목 88.6%) 으로 시설·설비는 비교적 미흡한 것으로 나타났다. ATP검사 결과, 조리 기구(51±45 RLU/25 cm2)는 시설·설비(167±123 RLU/25 cm2)보다 비교적 위생적으로 잘 관리되었다. 위생실태 조사 결과 점수와 ATP 값의 상관성 분석을 실시한 결과, 각 호텔 별 작업자 손, 조리기구, 시설·설비의 대부분 음의 상관관계를 가지며 높은 상관성(-0.64 - -0.89) 을 보였다. 또한 이번 연구에서 각 검사 항목의 평소 상태의 ATP 값(1020±1254 RLU/25 cm2)에 비해 세척 후 ATP 값(92±67 RLU/25 cm2)이 현저히 감소되어 세척의 유효성을 확인하는 도구로 적합성을 확인할 수 있었다. 호텔을 비롯한 외식업체에서 수행하는 주관적인 위생실태조사와 ATP 검사법을 병행한다면, 실시간으로 보이지 않는 오염 물질의 객관적인 수치화를 통해 식품사고 발생을 예방하기 위한 효과적인 모니터링 방법이 될 것으로 사료된다.

The global luxury travel market is in a constant state of flux, and traditional players have to adapt to the rising challenges in various areas of their business model. As new players emerge, using technology and the global reach of the Internet and social media to reach out to a discerning group of travelers, they speak to the changing expectations and behavior of international consumers. Our study will shed light on these consumption and travel patterns, on ways new disruptors in the field of luxury hospitality successfully differentiate themselves from their more traditional competitors and on the implications this will have on the business models of five-star hotels in Switzerland. While limited in scope, this study will provide insight relevant to academics and professionals in the field of luxury hospitality.

Theming has become a powerful strategy in hospitality industry to enhance customer engagement and to serve as a competitive advantage in a saturated market. Based on the resource-based theory (RBT) of sustained competitive advantage (SCA), this qualitative study is an exploratory attempt to investigate 10 hotels in Mainland China and Taiwan that have adopted the theming strategy. Introduction As hospitality industry is facing the increasingly intense competition and saturated markets, theming is continuously gaining importance of hotels strategy to survival and growth. In addition, strategy planning determines the future of firms and discover the method to achieve success (Yong & Oh, 2004). Holjevac (2003) predicted that at the beginning of the 21st century, hotels with themed strategy which characterized by a synthesis of esthetics, quality and functionality would become the future trend. Theming has created the differentiation in hospitality market, using the creation of experience-centric service. Pine & Gilmore (1999) once pointed out that the shaping of experience stems from simple and powerful thematic transmission. Moreover, experience marketing can bring preference to the product and service of the enterprise, which in turn leads to a positive value experience (Milman, 2013). The results of theming strategy will positively influence the satisfaction and return rate (Wu, M. Li, & T. Li, 2018). Theming strategy with the advantage of pursuing innovation and uniqueness was extensively used to firms in the competitive hospitality market, like hotels in Las Vegas and Macao. However, some scholars concerned about the sustainability for the strategy due to the high-capitalized cost and the customers sensitive taste (Wassler, Li, & Hung, 2015). Although hotels with themed strategy has flourished in Chinese market more than decade, market research has lagged behind to support the industry’s growth. Researchers still adopted a rather normative paradigm by either identifying the superficial issue focused on experiential market concept or pointing out problems without providing more sustainability related solutions (Zou & Peng, 2008; Xiao, Zhang, & Huang, 2013). Barney (2007) indicated that internal resources could lead to the competitive. Therefore, this study aims at understanding the factors that lead theming strategy to be sustainable in hotels, based on the resource-based theory of sustained competitive advantage. The article has the following structure. The first section establishes a theoretical foundation through a review of strategy literature on theming. The second section proposes a conceptualization of theming strategy’s sustained competitive advantage (SCA) consisting of firms intrinsic resources based on resource-based theory (RBT), also, describe the assessment of key sustainable factors of theming strategy through interview the superior manager of 10 hotels in Mainland China and Taiwan that have adopted the theming strategy. The final section discusses the study’s findings, implication, and suggests directions for future research. As this research is one of the first studies in the hospitality field that identifies the resources and capabilities of the hotels’ theming strategy from the inside viewpoint, the contribution of this study will, and can conceptualize and discover the key factors to sustain the competitive advantage of themed hotel managing strategy Literature review Theming strategy for hotels Theming is a complete and ubiquitous way of impressing consumers and improving brand awareness (Olson, 2004). From theme parks, casinos, department stores, aviation, restaurants to hotels, thematic construction has the dominant influence on most customer engagement (Muñoz, Wood, & Solomon, 2006). Hotel theming strategy, based on the theme of cultural material (history, city story, etc.) either from surrounding area or develop within hotel, display the core value of theme from physical resources, as buildings and facilities, to invisible resources, as atmosphere and service, which would, in the end, create a valuable and unforgettable customer stay experience(Zins, 1998). Xiao, Zhang, & Huang (2013) noted that the distinctive consumer experience at the theme hotel can impress customers, and, ultimately enhances brand recognition, customer engagement and repurchase intention. On the other hand, Wassler, Li, and Hung (2015) has indicated the pros and cons for the China themed hotels, which are the uniqueness to create competitive advantages that are difficult to imitate. On the contrary, the gaining of customers’ sense of demand can lead to the difficulties to fulfill customers’ taste and the ingrained capital with the narrow development is hard to recapitalize once invested. Importance of sustainability for theming strategy. Due to the strong specific image of the themed hotels, some cases developed as a passing fad in the hospitality field. Although prior study has indicated the importance of theme selection for themed hotels (Xiao et al., 2013), seldom literature focus on the overall implementation and application within hotels’ ins and outs, also the SCA issue of hotels management. Xiao & O'Neill (2010) pointed out that the analysis of internal resource is enable manger to realize and build sources of competitive advantage, which is emanated from the resource-based view of strategy. In Resource Based Theory (RBT), scholars thought that resources and capabilities from firms could bring lasting competitive advantage to the organization, and companies that have SCA (Wernerfelt, 1984). Organization have SCAs can reach outstanding performance by constantly creating and delivering the core value through price, trust, aesthetics and functionality to its target markets (Barney, 1991). Thus, in order to observe the SCAs for themed hotels management, this research will employ on internal resource view based on RBT to explore the SCAs from the internal aspect of themed hotels. Methodology We illustrate the key factors and analyze the importance of internal resources for the SCA of hotels’ theming strategy by means of a qualitative study in which 10 hotels applied theming strategy in Mainland China and Taiwan were surveyed using semistructured interviews. For the research question, a qualitative approach offers the advantage to allow an adequate, in depth analysis of the complex relations between internal recourses and SCA of theming strategy. These 10 hotels adapted theming strategy are chosen by non-probability snowball sampling method, below Fig.1 is the hotels list for 10 interviews in Taiwan and Mainland China. In addition, because China with a vast territory is limited to cover all area, the research focuses on Zhejiang province and Shanghai city, which have well-developed economy and rich tourist resources. All interviewees of the hotels will be the superior manager who decides the core value and leads the hotel’s future. The interview will be three part to proceed. First, in warm-up period, interviewer will frame an informal and trust environment, first step is to confirm interviewees’ background. The second part will be identify period; there will be a questionnaire, which adopted Chuang (2000), whose survey to prioritize the 5 dimension of internal resources that essential to hotel theming strategy management. Finally, we will confirm the competency, competitive advantage, and the strategy to achieve the sustainability for hotels theming strategy. We present conclusions for research and practice, as well as deriving practical recommendations for hotels’ theming strategy in Chinese market based on our findings. Preliminary findings The preliminary findings of the research will base on the key themes that emerge from in-depth interview to understand perceptions of hotel managers regarding theming. The result will be presented and discussed in three period. First, based on the questionnaire result from the interviewees, we will recognize that what the priority degree about the five dimension of internal resources is regarding perception of theming in hotel strategy. Second, 10 interviews will transcribe from voice recordings to pages of text, then the text will go through the coding technique, in which the raw and efforts data will be identified as the themes and subthemes. All the analyzed process will be carried by expert triangulation. Finally, through the experts examining on the links of themes and quotations, we will create a view of framework that would explore the relationships between theming strategy and SCA, the result will find the formula for hotels adapted theming strategy to possess competitive advantage of being sustainable. Although space limitations of the conference preclude the detailed explanation of this research work, the authors believe this study will broaden the theoretical domains used in understanding internal resources and competency of hotels’ theming strategy and practical information can be observed from the findings.

Boutique hotels have gained popularity across the world. Despite this, they still have to face fierce competition from large hotel chains to attract guests to stay. This study aims to investigate different factors which may contribute to generation Y/millenials' intention to stay at a boutique hotel. Questionnaires were distributed online to generation Y respondents. Data gained was analyzed using partial least square structural equation modelling. The findings suggest that knowledge of a boutique hotel has a significant positive influence towards perceived value of staying at a boutique hotel. Moreover, perceived authenticity and perceived value were also found to have positive significant influence on intention to stay at a boutique hotel. The findings of this study contribute to better understanding of the factors which drive millennial customers to stay at a boutique hotel. It is imperative that the boutique hotel managers deliver the promised values of their accommodation to the existing and potential customers. In addition to that, knowledge was also shown to influence perceived value of a boutique hotel, indicating a strong need to educate potential customers about the values of staying in a boutique hotel.

Introduction In view of the fact that innovation and entrepreneurship are the major trends in the tourism and hospitality industry and the entry technology for the tourism and hospitality industry is easier for start-ups than for high-tech industries and for small and medium-sized enterprises with low thresholds for investment, the demand for business start-ups by the general public has become more and more frequent The larger the cultivation of talents is, the more intense it is. At present, foreign countries have begun to pay more attention to the tourism and hospitality industry for innovation and entrepreneurship (Weiermair, Stiller, & Mossenlechner, 2006; Zapalska, Brozik, & Rudd, 2004; Lee, Hallak, & Sardeshmukh, 2016), there is a lack of integration and comprehensiveness. Most studies only focus on the entrepreneur's personal characteristics, entrepreneur's personal factors, and entrepreneurial psychology (Hisrich, 1990; Littunen, 2000; Zapalska et al., 2004; Ramos-Rodriguez et al., 2012). Compared with the previous single-level discussion, this study will explore the key elements of innovation and entrepreneurship in tourism and hospitality industry through expert interview. Theoritical Development Innovation plays an important central role in entrepreneurship (Hebert & Link, 2006). In the past, there was also a lot of empirical research that identified innovation as a tenet of hotel organization performance (Agarwal, Erramilli, & Dev, 2003; Grissemann, Plank, & Brunner-Sperdin, 2013; Lin, 2013; Lee et al., 2016). Hotel industry products are difficult to protect through patents, etc. Therefore, continuous product innovation is very important for the hotel industry and is the main factor in keeping the leading competitive edge in the industry (Agarwal et al., 2003). What's more, implementing a new management structure, improving operational efficiency through new technologies, and new logistics and delivery systems make the enterprise a price-competitive advantage with lower costs due to innovation (Lin, 2013). In addition Enz and Siguaw (2003) believe that hoteliers can gain more competitive advantage if they can integrate and implement innovations in daily operations. From the study of Ndubisi and Iftikhar (2012), it is found that entrepreneurship really affects the innovation of SMEs. All in all, the current tourism and hospitality industry in Taiwan is mostly characterized by SMEs. According to the literature review, this study finds that innovation is the intermediary variable that catalyzes the initiation of entrepreneurial activity by innovation. Research Design The data on which this paper is based consist of expert concepts of hotel innovation and entrepreneurship in Taiwan and investigations into their views on innovation and entrepreneurship, which have developed over the course of their specialized experience. The experts had an average of 13 years of experience in researching, teaching, or hospitality management in the field of hotel innovation and entrepreneurship. The scholars we selected had excellent academic reputations and teaching experience in innovation and entrepreneurship. Most of the industry experts selected had experience in assisting hotels to carry out their innovation and entrepreneurship, whose duties are relevant to organizational innovation and entrepreneurship implementation and whose corporations have pursued innovation and entrepreneurship related activities that can be found in mass media or are certified in innovation and entrepreneurship related practices. Result and Conclusion As the hotel industry continues to expand, innovation and entrepreneurship initiatives are imperative. In this study, the innovation and entrepreneurship conceptual framework in the hotel industry contains not only the elements of personal factors, organizational factors, but also innovation and entrepreneurship performance, such as competitive advantages. That is, hotels can implement innovation and entrepreneurship through personal or organizational factors. For instance, encouraging members to interact and learn together, through mutual trust toward a common goal, and then create business and personal fruitful. It can provide a clear and complete process of an innovation and entrepreneurship program, which is important for practitioners to reduce uncertainty and the cost of trial and error and increase their motivation to practice.

Introduction Although hotel employees are trained to deliver the best service, service failures may happen at any time because service is delivered by people to people (Susskind, 2002). Moreover, customers are more impressed by failed services than good services (Titz, 2001). According to the recovery paradox, customers have higher satisfaction level after experiencing a service failure if they receive satisfactory service recovery or compensation (McCollough & Bharadwaj, 1992). With the development of information communication technology and mobile device, customers can receive personalized services in recent days (Migacz, Zou, & Petrick, 2018). They also can easily share their experience on the online review platforms such as TripAdvisor, as well as select hotels based on shared online reviews (Liu & Park, 2015; Nieto-Garaía, Muñoz-Gallego, & González-Benito, 2017). Therefore, it is important for hotel managers to understand the mechanisms for service failure and recovery strategy. Thus, this study aims to examine the relationship between different emotion, customer engagement and brand loyalty under the context from the luxury hotels in China that different service failure compensation strategies are adopted. Particularly, the following two research questions are aimed to be addressed: First, do emotions (anger, regret and helplessness) significantly affect hotel brand loyalty through customer engagement? Second, does compensation type (immediate vs. delayed) significantly affect customer engagement and hotel brand loyalty based on customers’ emotions? The results of this study will benefit industry practitioners for formulating effective service failure recovery strategies. Theoretical frameworks and hypotheses development Stimulus-Organism-Response framework Stimulus-Organism-Response (S-O-R) framework is a commonly used form of behavioral research in which events or occurrences are said to be the result of certain stimulus leading to a certain response, following a set of organism processes (Kim & Lennon, 2013; Mehrabian & Russell, 1974). In behavioral research, the S-O-R theory explains “how” something happens and a variance theory describes “why” (Chiles, 2003). We adopted the S-O-R framework in an attempt to explain the effect of the compensation types (immediate vs. delayed) on hotel brand loyalty. In our research model, customer engagement is used an intervening construct on the causal relationship between emotions of customer (anger and regret as a retrospective emotions, helplessness as a prospective emotion) (Gelbrich, 2010) and hotel brand loyalty. Customer engagement is composed of multidimensional concepts of identification, enthusiasm, attention, absorption, and interaction (So, King, & Spark, 2014). Our model thus explains four basic processes of relationship impact on service failure as “stimulus”, emotions and customer engagement as “organism”, and hotel brand loyalty as “response”. This study also emphasizes compensation type as “moderator”. The model shows how to enhance the understanding of emotions that affect hotel brand loyalty through customer engagement based on the moderating effect of compensations type. Customer engagement It is important for a firm to manage customers to improve a firm’s performance. Customer management has transformed from customer transactions, to relationship marketing, and then engaging customers (Pansari and Kumar 2017). There are different definition about customer engagement and most of them define customer engagement as the activity of the customer toward the firm. For example, Pansari and Kumar (2017) define customer engagement as how customer contributes to the firm by “the mechanics of a customer’s value addition to the firm, either through direct or/and indirect contribution.” Vivek et al. (2012) define customer engagement as “the intensity of an individual’s offerings or organizational activities, which either the customer or the organization initiates” (p.127). It has been discussed that customer engagement has been affected by customer emotion and also has significant impact on behaviour intention and brand loyalty. However it has not been discussed under service failure context and when different types of compensation strategies are employed. This study therefore aims to explore this mechanics. Under hospitality context, So, King and Sparks (2014) develop five factors to measure customer engagement: identification, enthusiasm, attention, absorption, and interaction. Since this study also examine hotel guest customers, we adopt the scale of So et al. (2014) due to its comprehensiveness and consistent context. Service failure and emotion Customer emotion is an important antecedent of customer engagement. Currently firms have been shifted their focus from selling products to emotional connection with their customers (Pansari and Kumar 2017). Positive emotion may enhance customer engagement and thereby improve customer loyalty. But when service failure occurs, customers have different negative emotions including anger, frustration, helplessness, regret amongst others. These negative emotions of customers disappoint customers themselves and reduce customer loyalty. Different emotions may have different impact on customer engagement. Anger often refers to the attributes of others such as the service providers (Weiner, 1985) whereas regret often refers to the service failure locus of customer himself/herself such as the customer is regret to choose this service provider (Roseman, 1991). Both anger and regret refer to retrospective emotions and when customer would like to solve questions they may also negative emotion of helplessness which is called prospective emotions (Davidow, 2003; Gelbrich, 2010). This study aims to examine and differentiate the impact of two retrospective emotions of anger and regret and one prospective emotions of helplessness. The first hypothesis is therefore proposed: H1: Anger has negative impact on customer engagement. H2: Regret has negative impact on customer engagement. H3: Helplessness has negative impact on customer engagement. Service failure compensation Though service providers aim to deliver zero fault service, it is inevitable service failure may occur that may bring customers anger and dissatisfaction and damage the customer loyalty thereby. It is found that compensation is an effective way to comfort and delight the dissatisfied customers. Therefore, it is important to formulate effective compensation strategy when service failure occurs. Different compensation strategies such as monetary or nonmonetary (Fu et al. 2015), immediate or delayed compensation (Boshoff, 1997; Davidow, 2003), may be suitable to different contexts/situations. According to prospect theory, a customer is risk-reverse in case of gains. A customer may value products available now more than products obtained in the future due to the higher certainty of the former. Similarly, immediate compensation has less uncertainty than delayed compensation, and therefore is supposed to have higher value. Therefore customers with anger are assumed to have higher customer engagement when immediately compensated. On the other hand, regret customers attribute failure to himself/herself and therefore less expect compensation. The immediate compensation may lead to unfair and thereby less effect than delayed compensation. Therefore immediate compensation may not always be superior over the delayed one under different contexts. We therefore propose the second hypothesis: H1a: Compensation type (immediate vs. delayed) moderates the relationship between anger and customer engagement. H2a: Compensation type (immediate vs. delayed) moderates the relationship between regret and customer engagement. H3a: Compensation type (immediate vs. delayed) moderates the relationship between helplessness and customer engagement. Brand loyalty Brand loyalty refers to the loyalty of a customer toward the brand both behaviourally and attitudinally (Dick and Basu 1994; Li and Petrick 2008; So, King, Sparks, and Wang 2013). It is a key goal of marketing activities, and its antecedents have been extensively examined such as satisfaction, perceived quality, received value, and brand trust, amongst others. Customer engagement, as the activity of a customer toward to a firm, is naturally viewed to influence brand loyalty. This study therefore adopts brand loyalty as the consequence of customer engagement. Furthermore, we would like to examine if compensation types have moderating effect between customer engagement and brand loyalty. We therefore propose below two hypotheses: H4: customer engagement has positive impact on brand loyalty. H4a: Compensation type (immediate vs. delayed) moderates the relationship between customer engagement and brand loyalty. The research model is shown in Figure 1 where all hypotheses are demonstrated. Our research model is developed based on the S-O-R framework in which emotions are antecedent of customer engagement, and customer engagement impacts hotel brand loyalty. This research model also shows the moderating effects of compensation types has on causal relationships between the aforementioned constructs. Methodology Scenario design Scenario based questionnaire is designed to obtain quantitative data for analysis. Based on the interview with hotel managers/operators, one service failure scenario and two compensation scenarios (immediate and delayed) are designed. In-depth interviews with a couple of hotel managers and guests were conducted to verify the realisation of the scenarios formulated. The questionnaire begins with a screening question: in the previous 12 months have you ever had experience staying in a four- or five-star hotel? The survey would only continue if the answer is “yes”. Then the participant is asked to write down the name of this hotel and read the below service failure scenario thereby. Service failure scenario: Imagine you have checked into this hotel again. During your stay in hotel, you send your coat for laundry. It is a nice coat and you bought it a year ago with the price of 1000RMB. However when you collect the cleaned coat, you notice that there is a damage on your coat which makes you cannot dress this coat anymore. You therefore call the service counter for complain. Immediate and delayed compensation scenarios were designed as follows: Immediate compensation scenario: after 15 minutes, the duty manager of the hotel went to our hotel and expressed his sincere apology. You showed him about the damage and informed him the original price of your coat. The manager offered you the cash compensation with the original price of your coat and you agree with this. After half an hour you received 1000RMB cash as the compensation. Delayed compensation scenario: after 15 minutes, the duty manager of the hotel went to your room and expressed his sincere apology. You showed him about the damage and informed him the original price of your coat. The manager said according to the hotel policy, they need to check how this happened and confirm the price of your coat first before making the compensation for you. After two weeks you left the hotel, you received 1000RMB compensation which is transferred into your bank account directly. Participant emotion is measured after the participants read the service failure scenario and before they read the compensation scenario. Each participant is randomly assigned to be involved in one compensation scenario only. Customer engagement and hotel brand loyalty are measured after the compensation happened. Variable measurement Customer engagement is measured using 25-item scale developed by So et al. (2014) in which five factors are involved: identification, enthusiasm, attention, absorption, and interaction. Particularly, identification is measured by four attributes: “When someone criticizes this brand, it feels like a personal insult”, “When I talk about this brand, I usually say we rather than they”. “This brand’s successes are my successes”. “When someone praises this brand, it feels like a personal compliment”. Enthusiasm is measured by five attributes: “I am heavily into this brand”. “I am passionate about this brand” “I am enthusiastic about this brand” “I feel excited about this brand” “I love this brand”. Attention is measured by five attributes: “I like to learn more about this brand” “I pay a lot of attention to anything about this brand” “Anything related to this brand grabs my attention” “I concentrate a lot on this brand” “I like learning more about this brand” . Absorption is measured by five attributes: “When I am interacting with the brand, I forget everything else around me” “Time flies when I am interacting with the brand” “When I am interacting with brand, I get carried away” “When interacting with the brand, it is difficult to detach myself” “In my interaction with the brand, I am immersed” “When interacting with the brand intensely, I feel happy”. Interaction is measure by five attributes: “In general, I like to get involved in brand community discussions” “I am someone who enjoys interacting with likeminded others in the brand community” “I am someone who likes actively participating in brand community discussions” “In general, I thoroughly enjoy exchanging ideas with other people in the brand community” “I often participate in activities of the brand community”. Three emotion of anger, regret and helplessness are included as the measurement of emotion. Particularly, according to Gelbrich (2010), three attributes are adopted to measure anger “I would feel angry with the hotel/hotel employees”, “I would feel mad with the hotel/hotel employees”, and “I would feel furious about the hotel/hotel employees”. Three statements are employed to measure regret (Tsiros & Mittal 2000): “I would feel sorry for choosing this hotel”, “I regretted choosing this hotel”, and “I should have chosen another hotel”. Four statements are used to measure helplessness (Gelbrich 2010): “I would feel helpless”, “I would feel lost”, “I would feel defenceless”, and “I would feel stranded.” Five statements are used to measure brand loyalty (So, King, Sparks, & Wang 2013): “I would say positive things about this brand to other people.” “I would recommend this brand to someone who seeks my advice.” “I would encourage friends and relatives to do business with this brand.” “I would consider this brand my first choice to buy services.” “I would do more business with this brand in the next few years.” A seven-point Likert scale ranging from 1 (=disagree strongly) to 7 (=agree strongly) is adopted for all measurement. Data collection and analysis method In-depth interview with managers from upscale hotels and customers will be used to finalize scenarios. Opinions of academic experts will be used to revise variable measurements and questionnaires. Convenience sampling method will be adopted to obtain about 400 respondents who has experience of staying at four- or five-stars hotels in China in the previous year. Regarding with data analysis, Partial least square structural equation modelling (PLS-SEM) is used to test the hypotheses proposed. Expected results The manipulation check has been conducted to verify the scenarios designed. The negative relationship between emotions and customer engagement are expected and compensation timing (delayed or immediate) may moderate this relationship. Most importantly, it is expected that this moderating effect varies when different emotions and customer engagement are examined. Contributions The theoretical contributions have three folders. Firstly, this study first considers compensation timing into the examination of relationship between different negative emotions and customer engagement, after service failure occurs. Secondly, this study adopts stimulus-organism-response theory to explore the mechanism how service failure could be well recovered by relationships of different negative emotions, effective compensation type, customer engagement, and brand loyalty. Thirdly, this study applies second order factor for the measurement of customer engagement and also divides negative emotions into retrospective and prospective ones to shed light on customer engagement in the context of service failure and compensation. The practical implication of this study will benefit industry practitioners for their formulation of compensation strategies. Especially as the development of big data, hotel industry is able to adopt different strategies for individuals to maximize customer experience. The findings of this study could propose different strategies for different situations/individuals thereby.

How the destination image is presented in terms of the content and the selected media is known to have a considerable influence on consumers. In the current study, we examined the effect of destination images of Japanese hot spring hotels through photographic images taken by actual hotel guests on intended customer engagement behaviors (CEB) and their evoked conceptualization of the hotels. By showing photographic images of two types of hot spring hotels (traditional/contemporary) to participants from the United States (Phase 1, n=154) and Japan (Phase 2, n=677), we found that the image of traditional hot spring hotels induced higher evaluations and stronger CEB. When participants were clustered based on their travel motivations, we also found that, in both inbound and domestic markets, more engaged tourists gave higher evaluations and stronger CEB. The results suggest that the relationship among key constructs tested in this study validates the conceptual perspective on the theory application of destination image and CEB to hotel operations. From a practical perspective, hotel managers should carefully reconsider the primary drivers that attract tourists to visit the site and stay at their hotel. In addition, when developing promotional materials, managers should also consider key features in the photographic image to create a desirable destination image to attract tourists to visit and recommend the property to others.

The purpose of this study was to determine health consciousness and eating habits of workers at Deluxe hotels in Seoul and Gyonggi-do. To determine health levels, this study focused on quality of sleep, current state of health, smoking, drinking, regular exercise, dietary behavior patterns, dietary habits, and food intake patterns. Out of 228 subjects, 145 (63.6%) were males and 83 (36.4%) were females. Majority of workers (86.9%) graduated from university. A majority (57.0%) worked more than 10 years. Average health condition was ‘little tired’, whereas 18.4% of subjects were ‘always tired’. Male percentages for smoking and drinking were higher than those for females. A total of 44.3% of workers ate twice a day. Regular physical activity was high, but regular exercise rate was slightly low. Male average eating speed was faster than that of females and had lower scores for desirable eating habits. Shift workers ate night meals more than non- shift workers. This study shows that workers at Deluxe hotels need to take better care of their health.

The rapid growth of the Chinese tourism has stimulated competition within tourismrelated industries, such as the hospitality industry. The purpose of this study is to examine the Chinese consumer reaction to different promotional tools used by hotels in China and, thus, to provide a deeper understanding for marketers of how to use sales promotion effectively to generate appropriate consumer responses. An experimental survey was administered yielding a total sample of 319 Chinese customers, who were probed using different types of sales promotion tools. Data analysis indicates that bonus packs (e.g. a 3-night stay at a hotel for the price of 2) induced the highest consumer perceived value, brand switching, and purchase acceleration intention, whereas price discounts resulted in the highest intention to spend more. Although this study has its limitations given its reliance on a convenience sample, it offers insightful practical implications for hotel business owners in Asia regarding targeting the right customers with the right promotional tools, where it is proposed that bonus packs successfully attract new Chinese customers and price discounts support in generating more sales.

This research was conducted in order to investigate how customer experience could be built in the hospitality industry, more specifically with the aim of becoming memorable (Lindgreen et al., 2009). The hospitality industry is at the crossroad between providing simple services and selling a good to be actively consumed (the room occupation). However, studies show that consumers do expect more than before from their stay in a hotel (Williams, 2006; Zeithalm & at., 1990): a clean well-heated room with proper shower and a qualitative breakfast does not meet anymore people’s expectations and in no way drives them towards delight… Besides, the power of customers have gained importance, being the first source of information for prospects when considering a choice of hotels to stay in: Booking.com and the such are now huge challengers to their success. Hence the importance of exceeding customers’ expectations to create positive word-of-mouth and hence attraction for new clients, while building some closer relationship with the initial customer which should lead towards repeat stay, if applicable. One way found by the industry to enhance stays and stimulate customers’ delight potential focuses on providing ‘memorable customer experience’. Such experience is the fusion between tangible (sensorial) and intangible (symbolic) attributes of an offering (Kwortnick & Ross, 2007), leading towards the engraving of its unique souvenir in the consumers’ minds. It becomes some kind of engagement, of co-creation act between the experience provider and the consumer (Poulsson & Kale, 2004). Such positive, enduring and unique souvenir is a rational for relationship-building and thus positive word-of-mouth on along with loyalty towards the experience provider (Berry & Carbone, 2007). During the past years, the hospitality industry has been witnessing the increasing success of the so-called boutique-hotels that appeared in the 80’s in the USA. They are hard to define, as ontologically refusing any of the traditional marketing approach of the hospitality sector (no classification, no norms to respect, etc…). However, they could be characterized as “middle-size hotels, usually located in urban or semi-urban areas, and distinguishing itself by a personalized service and a sophisticated elegant environment” (Source: World Hotel Rating). Their exponential development and success raises questions regarding the relevance of their business model as a source of inspiration for the overall hospitality industry. In this research, we use the case study of the boutique hotels to grasp the various dimensions of a memorable customer experience in hospitality. More specifically, we aim at answering the key question on the triggers of positive emotions in such experiential offers. To reach this goal, we combine participant observation and in-depth interviews with clients in boutique-hotels (theoretical sampling, 13 interviewed equally representing men and women). Data was analyzed using content analysis (Belerson, 1952). Results confirm the fact that the experiential nature of the offer of the boutique-hotels match current consumers’ desires. It concludes with the need to retain customers through an innovative loyalty strategy that would communicate with them in an effective manner, and turn the concept into a long-term profit-raising one, turning consumers into real customers.

This study investigates (1) how promotion activities in intra-firm and inter-firm levels influence customers’ total spending amount (revenue) and (2) how customer- and firm-generated online information influences revenue directly and indirectly in luxury hotel industry.

Currently food-borne disease is being increased at outdoor food services including hotels and restaurants. Speedy and convenient practical monitoring techniques to determine hygienic conditions are needed. This study was designed to verify correlation of direct ATP (Adenosine Tri-Phosphate) examination method using ATP bioluminescence and surveillance with check-list by inspector. Hygienic status of personal hygiene (hands), kitchen utensils (knives, chopping boards, kitchen towels, cap openers, food storage containers, and blade of slice machines), facilities and equipments (refrigerator handles, worktables, and sinks) in five major hotels in Seoul were examined. The result of personal hygiene of hotels was relatively better than other inspection items (46.6 points in personal hygiene, 40.2 points in kitchen utensils, 40.3 points in facilities & equipments). In ATP inspection, kitchen utensils and facilities & equipments were relatively clean comparing with personal hands data (40.8 ± 6.77 RLU/cm²). After correlation analysis of surveillance in hygienic status points and ATP value, all results showed negative and high correlation. The surveillance data and ATP results investigating personal hygiene, kitchen utensils and facilities & equipments were highly correlated. The ATP examination method which shows real-time identification could be considered as an appropriate method to alternate current check-list dependent safety management in food services including hotels.

For the hotel industry, the situations having difficulties in management are becoming we planed by the rises of the cost and labor costs, the imbalance between supply and demand, stiffening competitions between the hotels. Therefore, there has been a plan for a great change to attract customers, escaping from the existing form of management in order to secure competitive powers in the food and beverage field. For that purpose, we plan to investigate into the preference of buffet restaurants in ten 5star hotels in Seoul. By the analysis, we also plan to present the menu concepts that stand out and are preferred by the customers in managing semi-buffet restaurants. Therefore, the linear and planar coordinate values of the H Hotels and I Hotels came out both positive(+) as results of a similarity analysis using MOS, we can predict that they would be positioning on the same dimension. Furthermore we can predict that the menu of antipasto, sushi, sashimi and desserts would be positioning on the same dimension as a result of analysis of the most preferred menu by customers for each station in managing a semi-buffet restaurant. Based on these results, there must be continuous supervision over the menu of buffet restaurants.

This exploratory study is to analyze the status of star menus and suggest the development strategy of star menus in the western restaurants of the tourism hotels in Seoul. The data was collected from the chefs who have been working over 15-years in tourism hotels in Seoul by judgement sampling. The questionnaire was composed of Miller and Pavesic's 'Fifty tips for a successful menu' and Khan's 'The evaluation of menu item development', The 30-menu items were selected from the 1st survey on the menu items that were high in both popularity and contribution margin by menu engineering method. The selected menu items were analyzed by 14 lists: simplicity, ready availability of ingredients, quality, flavor, presentation, preparation, service method, nutrition quality, preference, profitability, serving temperature, descriptive copy of menu and publicity. As a result of the study, appetizer category was recorded the highest score by 4.09. Smoked salmon, Tomato and mozzarella cheese, Cream of mushroom, Cream of asparagus, French onion soup, Grilled beef tenderloin, Grilled rib-eye steak, Roasted lamb rack, King prawn, Seafood spaghetti, Chef's salad, Caesar salad, Organic salad, Fruit plate, Italian tiramisu and Yogurt ice cream were recorded high score. The development strategy of star menu is belows : the menu writer must consider the productivity, effectiveness, popularity and profitability, the regular customers want varieties and creativity in the menu and the operators have to include the star menu items in the set menu.

The purpose of this study were to measure brand personalities of deluxe hotels in Seoul, and to identify the difference of brand personality between local and international hotels. The questionnaires developed for this study were distributed to 460 employees in kitchen and F&B departments of 11 deluxe hotels in Seoul. A total of 398 questionnaires were used for anaylsis(86.5%) and the statistical analyses were completed using SPSS Win(12.0) for descriptive analysis, reliability analysis and t-test, and AMOS(5.0) for confirmatory factor analysis. The results of this study showed that deluxe hotels have brand personalities relatively strong at 'affection', 'sophistication', 'competence' dimensions, and there was a significant difference by hotel nationality. The brand personality scores of international brand hotels perceived by employees were high at the 'excitement'(p<0.001), 'sophistication'(p<0.001), and 'competence'(p<0.01) dimensions, whereas local hotels were considered more obedient(p<0.01). Overall, it could be a key factor for successful brand management that establish a distinctive brand personality, and a localized brand personality measure will lead to more desirable decision making.