소비자 평점이 높은 유럽 호텔의 특징에 대한 참여관찰 결과와 후기내용 비교

이용숙 ( Yongsook Lee ) 한국소비자학회 2013 소비자학연구 Vol.24 No.2

본 연구는 호텔예약 사이트에서 높은 평점을 받은 동남부 유럽의 호텔들은 어떤 특징을 가지고 있으며 이러한 특징으로 인해 소비자들의 경험은 어떻게 달라지는지 참여관찰을 통하여 알아보고, 그 결과를 후기 내용과 비교하였다. 예비조사에서는 40개 호텔을 네 가지 방법으로 선정하여 숙박하면서 참여관찰을 실시하였다. 또한 20-40대 개인여행자 30명과 비공식적 면담을 실시하였다. 본 조사에서는 13개국에서 9.0 이상의 평점인 호텔 15곳, 8.0-8.9 인 호텔 15곳, 8.0 미만인 호텔 3곳에서 숙박하면서 참여관찰을 실시하였다. 또한 호텔 주인과 호텔 운영방식에 대한 비공식적 면담과 온라인 후기의 내용분석도 실시하였다. 주요 연구결과는 다음과 같다. 첫째, 평점에 가장 큰 영향을 미치는 것은 호텔규모로, 소규모일수록 평점이 높은 경향이 있다. 또한 넓은 발코니가 있고 아파트 형 호텔인 경우 평점이 높은 경향이 있다. 둘째, 높은 평점을 받은 호텔들은 이외에 다음의 특징을 공유하였다: (1)호텔 내 또는 근처에 거주하는 친절한 주인이 직접 호텔을 운영하며 고객과 잦은 커뮤니케이션; (2)부지런한 주인이 잦은 수리와 지속적 호텔 개선 노력으로 편리하고 깨끗한 객실 제공; (3)훌륭한 식사를 제공하거나, 부근의 비싸지 않으면서 훌륭한 식당 추천; (4)안내문에 제시되지 않은 부가서비스 제공. 셋째, 평점이 높을수록 장점 언급 횟수가 늘어나고, 평점이 낮을수록 단점 언급 횟수가 늘어나는 경향이 있으며, 높은 평점의 호텔에는 사소한 단점들이 낮은 호텔에는 중요한 단점들이 주로 언급되었다. 넷째, 후기내용을 참여관찰 내용과 비교한 결과, 장점으로서 ‘부가서비스 제공’, ‘객실의 시설, 설비, 가구’, ‘친절, 특별한 도움, 가족 같은 느낌을 갖게 하는 상호 작용’ 등 호텔주인/종업원의 태도’들이 주로 언급되었다는 점에서 비슷한 점도 많지만, 참여관찰 결과 중요한 특징이었던 ‘소규모 호텔’ ‘부지런한 주인이 직접 운영’, ‘잦은 수리와 세심한 관리’의 언급은 드물었다. ‘주인의 친절’과 ‘다양한 부가서비스 제공’은 부지런한 주인이 소규모 호텔을 직접 운영하며 호텔이나 부근에 거주하기 때문에 가능하지만, 이러한 원인은 후기에는 언급되지 않았다. 이는 소비자들은 직접 경험한 결과 중심으로 후기를 작성하기 때문이다. 본 연구의 결과로부터 후기 내용분석에만 의존해서는 평점이 높은 호텔과 낮은 호텔의 차이점이 충분히 분석되기 어렵다는 시사점을 얻었다. 참여관찰 등 다른 연구방법과 상호보완 함으로써 훨씬 좋은 결과를 얻을 수 있을 것이다. 이외에 글로벌 호텔 예약사이트 가입이 적고 평점이 낮은 편인 우리나라 호텔 마케팅을 위한 시사점을 몇 가지 얻었다: 소규모 아파트형 호텔의 신축과 개인주택의 호텔로의 전환, 발코니가 딸린 객실을 만들도록 노력 및 지원 할 필요가 있으며, 소규모 호텔과 아파트형 호텔은 어떤 편의나 특별한 체험이 가능한지에 대한 홍보를 위해 노력할 필요가 있다. 또한 더 많은 호텔들이 국제적인 호텔예약 사이트에 가입하도록 하고, 높은 평점을 받은 외국 호텔에서 숙박하면서 참여관찰을 하거나 소비자들의 호텔 리뷰 분석을 통하여 벤치마킹 하도록 할 필요가 있다. Today, more and more tourists are selecting hotels using online reservation sites. Previous studies have shown that the positive/negative reviews of hotels tend to influence consumers`` choice of hotel. However, few studies have dealt with the characteristics of hotels with high evaluations from online reviews. This study has two purposes. The first purpose is to identify the characteristics of European hotels that receive high evaluations from online consumer reviews. The second purpose is to compare the characteristics of these hotels found by participant observation with the contents of the online reviews. Following an emergent research design, the researcher conducted participant observation for 100 days. For the pilot study, the researcher conducted participant observation and interviews while staying in 40 hotels that were selected using four different approaches: (1)hotels recommended in tour books, (2)hotels that looked beautiful and modern from the outside, (3)online reservation site listed hotels with special discounted rates, and (4)online reservation site listed hotels with high consumer ratings. It appeared that the researcher and other consumers tended to be most satisfied with the hotels with high online ratings. Based on this finding, the focus of the main study became comparing hotels with higher ratings on a hotel reservation site with hotels with lower ratings on the same site. During participant observation, the researcher stayed one or two days each in 33 hotels in 13 countries of southeastern Europe: 15 hotels that scored higher than 9.0/10.0, 15 hotels that scored 8.0-8.9, and 3 hotels that scored lower than 8.0. In addition, the researcher conducted informal interviews with the owners or managers of the hotels while a content analysis was carried out on the consumers`` online reviews. The research results are as follows: First, the size of each hotel appears to influence the consumers`` reviews most. The smaller a hotel, the better chance there is to get a high level of evaluation. The apartment hotels with spacious balconies and kitchens also tended to get high evaluation. Second, these hotels also tend to share the following characteristics: (1) The kind owners who speak English tend to live in hotels or at nearby places to manage the hotels by themselves and to communicate frequently with their clients; (2) Diligent owners provide convenient and clean rooms and modern facilities by frequent repairing and continuous efforts to improve their hotels; (3) The hotels provide excellent meals and/or recommend non-expensive but excellent restaurants located nearby; and (4) The hotels provide extra services which were not noticed. Third, the higher the evaluation of a hotel, the better chance there is to get a higher number of good evaluations in important points such as the ones for an extremely kind and friendly owner, impressive extra services and beautiful modern rooms. Fourth, according to the hotel reviews, consumers tended to mention what they experienced or saw personally rather than the causes of their experiences which were identified by participant observation and interviews with hotel owners. Moreover, consumers who gave lower ratings tended to skip providing written reviews, which means that the results of the analysis of written reviews likely misrepresent consumers`` actual feelings(i,e., made them appear more positive). One of the important implications of this study is that it is not sufficient to use only the analysis of the online consumer reviews to understand the consumer’s behavior. For better results, we need to use other data collection methods such as the participant observation and interviews as well. The implications for hotel marketing are as follows: (1) For the development of the tourist industry, it is necessary to recommend and support the construction of small-sized apartment hotels with balconies and to change private houses to small-sized hotels; (2) It is necessary to recommend more hotels to use international online hotel reservation sites; and (3) Hotel owners need to benchmark foreign hotels with high evaluation by staying in these hotels themselves and through the analysis of online consumer reviews.

Comparison of e-Commerce Systems in Different-sized Hotels

김홍범,함선옥,문혜영 한국마케팅과학회 2011 마케팅과학연구 Vol.21 No.3

Use of Internet is getting popular to hotel industry to promoting marketing activities. Hotel operations adopt electronic distribution channels to facilitate the operations by rendering conveniences to customers and suppliers. Literature review on the distribution channels showed the value of using traditional and electronic channels (Middleton & Clarke, 2001). O’Conner and Frew (2004) argued that the selection of appropriate distribution channels may differ according to the goals of organizations. The size of hotels may determine many characteristics of the hotel operations. Thus, the hotel size may be a criterion to make a difference in the selection of relevant distribution channels of certain types of operations in the hotel industry. While previous research confirmed the importance of using electronic distribution channels, little research has examined the selection of distribution channels by the size of hotel operations. This study proposes an investigation of electronic distribution channels of hotel operations according to size. Specifically, this study holds two research objectives: 1) to identify the basic characteristics and the underlying dimensions that portray e-Commerce systems for hotels, and 2) to compare the key dimensions of e-commerce systems and related informational activities with respect to hotel sizes. The necessity for this consideration arises from the significance of adopting e-commerce systems for S&M hotels which may not coincide with same imperatives for large hotels. In-depth interviews of managers collect data from 16 hotels chosen for the study. The participating hotels are seven large hotels (super deluxe and deluxe), and nine S&M hotels (1st, 2nd, and 3rd rated tourist). The study has value for the hotel industry by positing implications for the influence of e-commerce on hotel management. This study offers major findings: First, e-commerce has expanded throughout the hotel industry regardless of hotel size or management style. Large hotels tend to institute more e-commerce than smaller hotels, through both B-to-B and B-to-C channels. The findings also support previous research that e-procurement is an important element of e-business operational excellence for large firms (Barua et al., 2001). In particular, reinforcing e-commence is important for F&B procurement, which helps hotel management by offering cost reductions, since F&B divisions allocate higher variable costs than rooms divisions. In addition, large hotels, primarily chain-affiliated, accrue other benefits from effective customer management connected to the CRM of the central corporation, and cost reductions as a whole. Second, although S&M hotels also need to promote both B-to-B and B-to-C systems, they are able to adopt B-to-C easily due to limited resources. One suggestion is that S&M hotels place emphasis on enforcing B-to-B systems through e-Market places or in cooperation with large hotels, rather than developing unique systems, considering resources and management styles. While large hotels tend to facilitate more e-commerce than smaller hotels, this study’s results indicate that the expansion of e-commerce continues in the hotel industry regardless of the hotel’s size or management style. From a marketing perspective, the findings of the study benefit hotel industry managers’ decision-making processes with regard to investments in e-commerce and selection of effective e-commerce systems for specific hotel systems.

Budgeting practices of Korean tourist hotels: Comparison of upscale hotels and budget/mid-priced hotels

Sohibov Akmaljon Nurulloevich,오흥철 한국관광학회 2022 관광학연구 Vol.46 No.1

This study explores Korean tourist hotel budgeting practices and compares budgeting practices of two hotel categories: upscale hotels and budget & mid-priced hotels. Its justification is the lack of research on the related topic. To achieve the purpose of this study, a questionnaire consisting of questions related to budget planning, execution, and control stages was sent to 183 Korean tourist hotels, 78 of which (36 upscale and 42 budget & mid-priced hotels) participated in this survey. To analyze survey responses, frequency analysis, descriptive statistics, and t-tests were employed to determine the similarities and differences in the budgeting practices between the two hotel categories. The results indicated that the budgeting practices of these hotel categories were significantly different from each other. The main differences between the two hotel categories were identified in the practices of budget manual existence, budget period, long-term budget existence and its period, budget execution stage, and budget variation analysis frequency and its examiners.

휴양호텔과 비즈니스호텔간 식음료 서비스품질 만족에 대한 비교연구

김동수(Dong Soo Kim) 한국조리학회 2003 한국조리학회지 Vol.9 No.1

The study aimed at conducting the comparative analysis of the service quality and the degree of satisfaction in the area of foods and beverages between recreational hotels and business hotels. Thus the quality of service was set up as tangibleness, reliability, responsive quality, confidentiality and sympathetic quality; the customer satisfaction was classified into the overall satisfaction and the degree of satisfaction of experience in using and analyzed. As the result of it. business hotels indicated higher than recreational hotels in tangibleness, reliability, confidentiality, the overall satisfaction and the degree of satisfaction of experience in using. Even in the effects of the service quality on the degree of satisfaction, there was difference between recreational hotels and business hotels. In conclusion, there is difference in the service quality and the degree of satisfaction on foods and beverages between recreational hotels and business hotels. Besides, to improve the degree of satisfaction on the field of foods and beverages of hotels, it is most important to understand the characteristics of main customers who use hotels.

비즈니스 여행자를 위한 중저가호텔 선택속성에 따른 만족도, 행동의도 영향관계 연구 - 대전지역 호텔을 중심으로 -

고유민,홍민정 한국호텔리조트학회 2019 호텔리조트연구 Vol.18 No.4

This study is based on previous researches related to budget hotels, selection attributes and behavioral intentions, and direct experiences and management data and surveys on budget hotels. The purpose of this study was to identify the relations of behavioral intentions and to use the results to suggest ways to improve and revitalize budget hotels in Daejeon. According to the analysis result, the selection attribute of budget hotels affects customer satisfaction, indicating that price is the most influential factor in customer satisfaction. This means that business travelers are more frequent than one-time visits, and knowing what they want, and responding quickly and continually returning can save the marketing costs of attracting new customers. In addition, hotel reputation did not affect satisfaction or behavioral intention among hotel selection attribute factors. It was found that budget hotels were more practical than hotel brand or recognition than luxury hotels. These results identify the characteristics of business travelers choosing middle and low-priced hotels in Daejeon area, identify the influence relationship between satisfaction and behavioral intention, and selectively focus investments on their desired areas. It can be used as basic data for future efficiency and rational management.

EMOTION, COMPENSATION AND CUSTOMER ENGAGEMENT: EVIDENCE FROM LUXURY HOTELS IN CHINA

Doris Chenguang Wu,Namho Chung,Zhaohan Hua,Hee Chung Chung 글로벌지식마케팅경영학회 2018 Global Marketing Conference Vol.2018 No.07

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-Gara?a, Mu?oz-Gallego, & Gonz?lez-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.

지방 관광호텔 운영활성화 방안 연구 -부산지역을 중심으로-

박대환 ( Dae Hwan Park ),원철식 ( Chol Shik Won ) 한국호텔리조트학회(구 한국호텔리조트카지노산학학회) 2012 호텔리조트연구 Vol.11 No.2

The purpose of this study is to suggest the strategies for activation for local tourist hotels` operations in Busan area. The hotels have much difficulty in management although they considerably contribute to local economy and also perform a role as a hub of local tourism industry. This study mentioned the circumstances related to the management of tourist hotels in Busan area and analyzed the actual conditions of hotel-management. This study suggests the policy issues and the measures to overcome the a bear market, The policy issues for activation the management of local tourist hotels are as follows, First, It needs to make rational reform measures to give various tax benefits for tourist hotels in Busan area. Finally, local authorities and government of the province tourist hotel needs to be told what difficulties and problems, and the opinion of the local tourist hotel to accommodate the request of local governments and government support policies should be established. And the local tourist hotel continues to overcome difficulties with own efforts, whether you need any support the government`s ongoing efforts to identify and, if in each local tourist hotels and hotel management and will contribute to the activation.

국내 중저가호텔의 새로운 모델 개발에 관한 연구

김철승(Kim Cheol Seung) 한국문화관광학회 2004 문화관광연구 Vol.6 No.2

The present study aims to provide the basic concepts for improvement of management profit and advancement of brand image to introducing a new model of moderate and mid & low priced hotels in order to cope with an uncertain economic situation and keep face with international hotel industry. To develop a new model of moderate and mid & low priced hotels could be the firm method to improve domestic accommodation industry and to attract capitalists who are willing to invest on the moderate and mid & low priced hotels in the future. To achieve the aim of study, I took the following steps. Firstly, I examined all the various theories of moderate and mid & low priced hotels that were published and announced in public. Secondly, I deduced the choice attributes for moderate and mid & low priced hotels through case study of precedent guest’s choice attributes. Finally, I described the essential points in managing moderate and mid & low priced hotels on the basis of results from the analysis of questionnaires. The conclusion is that the management strategy differentiated by the location, demand and resources of the hotel is necessary and I expect that this strategy will play a central role in activating moderate and mid & low priced hotels.

수도권 비즈니스 호텔 기업의 상대적 효율성에 관한 연구

돌마,이준재,김동한 한국호텔리조트학회 2022 호텔리조트연구 Vol.21 No.1

This study aim to analyze the relative efficiency of business hotels in the metropolitan area during COVID-19 using an input-oriented DEA model. The number of employees and the number of rooms were used as input variables, and the output variable was analyzed as sales. As a result of the analysis, as of 2020, among the three-star hotels in the Seoul metropolitan area, two hotels were efficient in both the CCR model and the BCC model: Seoul-F and Seoul-H. As for hotels with BCC efficiency of 1, five hotels were efficiently operated: Seoul-A, Seoul-B, Seoul-F, Seoul-H, and Seoul-J hotels. Also, 4 hotels showed diminishing return on scale (DRS), and 14 hotels had increased return on scale (IRS).

STRATEGY AND COMPETITIVE ADVANTAGE OF LAS VEGAS HOTELS : FOCUS ON LESSONS FOR THE KOREA HOSPITALITY INDUSTRY

Kyung Jin Woo 한국관광학회 2007 International Journal of Tourism Sciences Vol.7 No.1

Strategy refers to the ideas, plans and support that firms employ to compete successfully against their rivals. In the hospitality industry many strategic method has been developed to help firms achieve competitive advantage. Especially, Las Vegas hotel firm’s competence or skill is so distinctive that others could not be able to copy it. Capabilities and skills that are valuable in hotel business include such activities as customized service, innovative hotel facilities, proprietary technology, superior quality, faster response to customer needs, and employee care programs. Thus, Las Vegas hotel firms may have several areas of activity or skill that lead to competitive advantage during many decades. This article demonstrates history and development of hotel industry in Las Vegas and thus provides lessons to Korea hospitality industry. The following are the strategies & competitiveness used by hotels in Las Vegas: ? Strategic cooperation and M&A ? Development of strategic events ? Strategic Customer Management ? Strategic Employee Management ? Constant value creation through competition Hotels in Las Vegas, currently operating 140,000 guest rooms, constantly sought to build its strength to compete against the newly established hotels. After the mid 1990s, the opinion of Vegas hotels being over-supply has constantly been brought up, but the total revenue of Vegas casino in 2005 increased 13% from that of previous year. This implies that Las Vegas hotel persistently seek to improve and enhance its quality by offering moderate price, facilities, and services in order to satisfy its customer to a greater extent. High-tech management strategies and proper use of skills made Vegas hotels the most powerful in the hotel corporation field. Therefore, for the better management and prosperity of Korean hotel corporations, less involvement of government is needed, and advanced corporation-centered management is strongly needed at this point.