This study examines the impact of social media on lodging performance. It finds:
1) The percentage of consumers consulting online reviews at sites like TripAdvisor before booking a hotel has increased over time, as has the number of reviews read.
2) Data from Travelocity shows that if a hotel increases its review score by 1 point out of 5, it can raise prices by 11.2% while maintaining occupancy.
3) By matching review scores with hotel performance data, the study found a 1% increase in online reputation leads to a 0.89% increase in average daily rate, a 0.54% increase in occupancy, and a 1.42% increase in revenue per available room.
Developing a sustainability measurement framework for hotelsMarinet Ltd
The document proposes a framework for developing standardized sustainability metrics for hotels. It recognizes that while hotels currently report sustainability data, there is no uniform structure, making comparisons difficult. The framework is intended to facilitate industry collaboration on metrics that address stakeholder requests around carbon, energy, water and waste footprints in a practical, consistent manner. Testing actual hotel data, it evaluates boundaries, quantification methods and performance indicators to establish feasibility. However, issues remain around normalization and benchmarking given hotel operational complexities. The framework aims to catalyze cooperation on comprehensive sustainability measurement.
El documento describe un tema sobre el analfabetismo digital en el manejo de la ofimática de Office a nivel básico en tercer año de secundaria. El tema se divide en cuatro subtemas: generalidades de Ofimática de Office, Word, Excel y PowerPoint. Cada subtema incluye objetivos, contenidos y actividades de aprendizaje relacionadas con el programa correspondiente. El documento también incluye rúbricas para evaluar investigaciones, cuadros comparativos y hojas de Excel.
1. Professor Shamsuddin has had a 40-year career devoted to teaching and conducting research in metallurgical engineering. His research focused on chemical thermodynamics, extractive metallurgy, and electron transport properties of materials.
2. He made significant contributions determining thermodynamic properties of chalcogenides and metal-hydrogen systems. His work established orderings of stability for binary chalcogenides and phase behaviors.
3. Professor Shamsuddin also studied kinetics of sulphide-oxide reactions, uranium recovery from phosphorite, and treatment of complex sulphphide concentrates. He established salt roasting as best for treating complex concentrates.
4. Additional
This document summarizes the opening title sequence of a film. It shows the logos of the different production companies that worked on the film, with the background color becoming gradually lighter. This could symbolize the main character's life improving throughout the film. The final frame is unique, showing the film title over a coastal landscape. The document also describes the diegetic sounds heard during the sequence, including wind, seagulls, a clock ticking and a gentle song, establishing a peaceful setting.
The document analyzes and describes four characters from the movie "The Breakfast Club" based on their appearance:
1) A popular female teenager who wears heavy makeup and fashionable clothes to get attention from boys at school.
2) A studious male teenager from a supportive family who does well in school but does not seem extremely popular.
3) A bored male teenager who seems indifferent about being in detention, possibly because he ends up there regularly.
4) A rebellious male teenager who dresses scruffily and seems unaware of his surroundings, suggesting he comes from a less wealthy family.
Developing a sustainability measurement framework for hotelsMarinet Ltd
The document proposes a framework for developing standardized sustainability metrics for hotels. It recognizes that while hotels currently report sustainability data, there is no uniform structure, making comparisons difficult. The framework is intended to facilitate industry collaboration on metrics that address stakeholder requests around carbon, energy, water and waste footprints in a practical, consistent manner. Testing actual hotel data, it evaluates boundaries, quantification methods and performance indicators to establish feasibility. However, issues remain around normalization and benchmarking given hotel operational complexities. The framework aims to catalyze cooperation on comprehensive sustainability measurement.
El documento describe un tema sobre el analfabetismo digital en el manejo de la ofimática de Office a nivel básico en tercer año de secundaria. El tema se divide en cuatro subtemas: generalidades de Ofimática de Office, Word, Excel y PowerPoint. Cada subtema incluye objetivos, contenidos y actividades de aprendizaje relacionadas con el programa correspondiente. El documento también incluye rúbricas para evaluar investigaciones, cuadros comparativos y hojas de Excel.
1. Professor Shamsuddin has had a 40-year career devoted to teaching and conducting research in metallurgical engineering. His research focused on chemical thermodynamics, extractive metallurgy, and electron transport properties of materials.
2. He made significant contributions determining thermodynamic properties of chalcogenides and metal-hydrogen systems. His work established orderings of stability for binary chalcogenides and phase behaviors.
3. Professor Shamsuddin also studied kinetics of sulphide-oxide reactions, uranium recovery from phosphorite, and treatment of complex sulphphide concentrates. He established salt roasting as best for treating complex concentrates.
4. Additional
This document summarizes the opening title sequence of a film. It shows the logos of the different production companies that worked on the film, with the background color becoming gradually lighter. This could symbolize the main character's life improving throughout the film. The final frame is unique, showing the film title over a coastal landscape. The document also describes the diegetic sounds heard during the sequence, including wind, seagulls, a clock ticking and a gentle song, establishing a peaceful setting.
The document analyzes and describes four characters from the movie "The Breakfast Club" based on their appearance:
1) A popular female teenager who wears heavy makeup and fashionable clothes to get attention from boys at school.
2) A studious male teenager from a supportive family who does well in school but does not seem extremely popular.
3) A bored male teenager who seems indifferent about being in detention, possibly because he ends up there regularly.
4) A rebellious male teenager who dresses scruffily and seems unaware of his surroundings, suggesting he comes from a less wealthy family.
El documento describe diferentes teorías sobre el liderazgo. Explica que el liderazgo se define como la capacidad de influir en otros para lograr objetivos. Analiza los rasgos, habilidades y estilos de conducta de los líderes efectivos según diferentes investigaciones, incluyendo orientación a tareas vs personas, iniciar estructura vs consideración, y estilos transaccional vs transformacional. También discute cómo el estilo de liderazgo apropiado depende de factores situacionales como las tareas, poder y necesidades de los seguidores.
Learn about the changing ways Chinese students interact and international study options. Learn how to evaluate traditional and emerging social media channels in China and avoid common pitfalls that hamper successful recruitment in this country.
Silabus mata pelajaran Multimedia di SMK Muhammadiyah 1 Banjarsari mencakup 6 kompetensi dasar yang meliputi penyusunan proposal penawaran, penerapan K3LH, dan evaluasi proposal. Mata pelajaran ini diajarkan selama 18 jam pelajaran.
La teoría de situaciones de Brousseau estudia los procesos de enseñanza y aprendizaje de conceptos matemáticos a nivel escolar. Propone el uso de situaciones didácticas construidas intencionalmente para hacer que los estudiantes adquieran un determinado concepto matemático, pasando por situaciones de acción, formulación, validación e institucionalización. El sentido de un conocimiento matemático se define por cómo el estudiante lo utiliza para resolver problemas en diferentes contextos.
This Guide provides non-Canadians with an introduction to the laws and regulations that affect the conduct of business in Canada and, in particular, in the province of Ontario. In some cases, this Guide also identifies issues in the provinces of Alberta and British Columbia. Because of Canada’s federal structure, the authority to make laws and regulations is divided between the federal and provincial governments by the Canadian Constitution although, in some areas of divided authority, both federal and provincial laws may apply.
The study surveyed 426 marketing executives from destination marketing organizations and accommodation firms about their online marketing strategies and budgets. It found that accommodation firms on average spent over 10 times more on marketing than destination firms, at $1.35 million compared to $136,000. Accommodation firms were also more likely to outsource functions like search engine optimization and pay-per-click advertising, while destination marketers generally handled more in-house. Most respondents from both groups expected their online marketing budgets to increase in 2011.
Cross-country Differences in Hotel Guest SatisfactionDavid Mora
The study analyzed survey responses from nearly 200,000 hotel guests across eight countries from 2010-2011. It found some differences in the key reasons guests from different countries selected their hotel:
- While convenience/location and price remained the top factors for most countries, Japanese guests placed more importance on price than other countries.
- European guests, particularly those from Italy and Spain, weighed reputation more heavily compared to other countries.
- Membership in rewards programs was a more significant deciding factor for U.S. guests compared to guests from other nations.
Ten principles for designing an effective customer reward programMarinet Ltd
This document provides 10 principles for designing an effective customer reward program. It summarizes that reward programs are meant to create loyalty but have proliferated with little evidence they build loyalty. It recommends identifying effective program components and offering principles for hospitality managers to design more effective programs. Key points include genuinely rewarding guests, differentiating programs from competitors, and reevaluating tier requirements for continued participation. The principles aim to help managers lead conversations on improving programs.
The study examined how hotel brand ownership of properties affects opportunistic behavior by hotel managers. Contrary to expectations, the study found that brand-owned hotels reported higher levels of opportunism compared to hotels owned by third parties. However, opportunism was limited when the brand could easily monitor hotel performance and retaliate for opportunistic behavior. Unexpectedly, ownership had no effect on opportunism even when combined with relational norms or transaction-specific assets between the brand and hotel.
Developing an Effective Communication Strategy to Convey Environmental ValuesSustainable Brands
The document provides guidelines for developing an effective communication strategy to convey a hotel's environmental values and sustainability initiatives. It discusses choosing from three "green story lines" - the environmental story, the financial story, and the service story. It also explains how to focus the story using seven patterns of communication: teacher-student, coach-player, friend-friend, salesperson-customer, cheerleader-fan, host-guest, and statesman-citizen. Principles for effective communication include using multiple media, minimizing audience effort, encouraging participation, and retelling the story. The strategy aims to increase credibility and support for a hotel's environmental programs from employees, guests and other stakeholders.
Social media e canali on line nella scelta degli hotel da parte dei viaggiatoriMassimo Bonini
This document discusses a study on how travelers use online and social media channels to make hotel choices. The study found that business travelers primarily use hotel company websites and loyalty programs to book hotels, while leisure travelers more often turn to review sites, travel sites, and social networking sites to research options and make selections. The rise of social media has created new opportunities for hotels to market and learn about customers, but has also changed how guests, especially leisure guests, choose hotels. Hotels need to understand how social media influences travelers and find ways to effectively engage on these channels.
This document summarizes three innovative human resource practices implemented by Fairmont Hotels, McDonald's, and Sodexo. Fairmont developed an employee recognition program called "Service Plus" that offers meaningful rewards to employees for consistent excellence. McDonald's implemented sales promotion incentives that drive both product sales and employee retention. Sodexo uses multiple social media platforms to attract and engage potential employees and brand itself as a desirable employer.
This document summarizes a survey of 166 restaurant managers on their use of social media. It finds that while many restaurants are using social media, many lack clear goals for their social media activities and are uncertain if social media is achieving goals like increasing loyalty, new customers, and revenues. Restaurants rely more on non-financial metrics than financial data to measure returns on social media due to uncertainty in measuring financial impact. Independent restaurants make more use of social media than chains. The findings suggest restaurants should reevaluate their social media strategies to ensure purposeful and effective use.
The document discusses multi-restaurant reservation sites and their role in restaurant distribution management. It finds that while the telephone remains the most common way for consumers to make reservations, over half of survey respondents had made reservations online. About 60% of those making online reservations used a multi-restaurant site like OpenTable. Younger consumers and those who dine out more frequently were more likely to use these sites. While multi-restaurant sites provide benefits like additional exposure, restaurants have concerns about costs and loss of control over their inventory and customer data. The document examines advantages and disadvantages of these sites from the perspectives of both consumers and restaurants.
This document discusses the importance of listening skills for hospitality managers. It finds that managers agree listening is vital for business success but that most in their organizations do not listen well. Listening is key to exchanging information accurately and building strong relationships, both important for good service. While listening skills are difficult to develop, managers can improve employees' abilities by modeling good listening, providing training, and reinforcing skills on the job to ultimately enhance service delivery.
The document summarizes the proceedings of the 2011 Cornell Hospitality Service Innovation Roundtable. The roundtable examined mechanisms for service innovation in the hospitality industry and specific innovations aimed at improving the guest experience, including interactions with employees and addressing technical issues. Many hospitality firms are focusing on innovation to enhance guest satisfaction, boost revenues, and increase participation in loyalty programs. Metrics for service innovations include improved customer satisfaction scores and cost savings from more efficient guest service processes.
This document summarizes discussions from the 2011 Cornell Hospitality Service Innovation Roundtable. Many innovations focused directly on improving the guest experience. Marriott discussed improving the lobby experience through its "great room" concept. Wyndham emphasized sustainability initiatives through its Wyndham Green program. Data analytics and social media were discussed as sources of innovative ideas. Successful innovation requires a data-driven approach as well as tenacity to overcome challenges in implementing new ideas. Measuring the impact of service innovations can be difficult but metrics like customer satisfaction, loyalty program participation, and cost savings were cited. Throughout the process of innovating, both support and resistance must be addressed.
Cornell using economic value added (eva) as a barometer of hotel investment p...João Vilhena
This document summarizes a report by Matthew J. Clayton and Crocker H. Liu on using Economic Value Added (EVA) as a metric to evaluate hotel investment performance. EVA represents returns above financing costs and incorporates both risky debt and equity financing costs, unlike traditional measures like cap rates. The authors find that EVA spread peaked in early 2004 during the hotel boom, hovered near zero in 2007 at the peak values, and turned negative in 2008 as values declined, coinciding with economic weakness. A negative EVA spread suggests properties are purchased with expectations of cash flow growth through repositioning. The authors conclude EVA below 1% equivalent to 1% RevPAR growth warrants checking investment viability.
El documento describe diferentes teorías sobre el liderazgo. Explica que el liderazgo se define como la capacidad de influir en otros para lograr objetivos. Analiza los rasgos, habilidades y estilos de conducta de los líderes efectivos según diferentes investigaciones, incluyendo orientación a tareas vs personas, iniciar estructura vs consideración, y estilos transaccional vs transformacional. También discute cómo el estilo de liderazgo apropiado depende de factores situacionales como las tareas, poder y necesidades de los seguidores.
Learn about the changing ways Chinese students interact and international study options. Learn how to evaluate traditional and emerging social media channels in China and avoid common pitfalls that hamper successful recruitment in this country.
Silabus mata pelajaran Multimedia di SMK Muhammadiyah 1 Banjarsari mencakup 6 kompetensi dasar yang meliputi penyusunan proposal penawaran, penerapan K3LH, dan evaluasi proposal. Mata pelajaran ini diajarkan selama 18 jam pelajaran.
La teoría de situaciones de Brousseau estudia los procesos de enseñanza y aprendizaje de conceptos matemáticos a nivel escolar. Propone el uso de situaciones didácticas construidas intencionalmente para hacer que los estudiantes adquieran un determinado concepto matemático, pasando por situaciones de acción, formulación, validación e institucionalización. El sentido de un conocimiento matemático se define por cómo el estudiante lo utiliza para resolver problemas en diferentes contextos.
This Guide provides non-Canadians with an introduction to the laws and regulations that affect the conduct of business in Canada and, in particular, in the province of Ontario. In some cases, this Guide also identifies issues in the provinces of Alberta and British Columbia. Because of Canada’s federal structure, the authority to make laws and regulations is divided between the federal and provincial governments by the Canadian Constitution although, in some areas of divided authority, both federal and provincial laws may apply.
The study surveyed 426 marketing executives from destination marketing organizations and accommodation firms about their online marketing strategies and budgets. It found that accommodation firms on average spent over 10 times more on marketing than destination firms, at $1.35 million compared to $136,000. Accommodation firms were also more likely to outsource functions like search engine optimization and pay-per-click advertising, while destination marketers generally handled more in-house. Most respondents from both groups expected their online marketing budgets to increase in 2011.
Cross-country Differences in Hotel Guest SatisfactionDavid Mora
The study analyzed survey responses from nearly 200,000 hotel guests across eight countries from 2010-2011. It found some differences in the key reasons guests from different countries selected their hotel:
- While convenience/location and price remained the top factors for most countries, Japanese guests placed more importance on price than other countries.
- European guests, particularly those from Italy and Spain, weighed reputation more heavily compared to other countries.
- Membership in rewards programs was a more significant deciding factor for U.S. guests compared to guests from other nations.
Ten principles for designing an effective customer reward programMarinet Ltd
This document provides 10 principles for designing an effective customer reward program. It summarizes that reward programs are meant to create loyalty but have proliferated with little evidence they build loyalty. It recommends identifying effective program components and offering principles for hospitality managers to design more effective programs. Key points include genuinely rewarding guests, differentiating programs from competitors, and reevaluating tier requirements for continued participation. The principles aim to help managers lead conversations on improving programs.
The study examined how hotel brand ownership of properties affects opportunistic behavior by hotel managers. Contrary to expectations, the study found that brand-owned hotels reported higher levels of opportunism compared to hotels owned by third parties. However, opportunism was limited when the brand could easily monitor hotel performance and retaliate for opportunistic behavior. Unexpectedly, ownership had no effect on opportunism even when combined with relational norms or transaction-specific assets between the brand and hotel.
Developing an Effective Communication Strategy to Convey Environmental ValuesSustainable Brands
The document provides guidelines for developing an effective communication strategy to convey a hotel's environmental values and sustainability initiatives. It discusses choosing from three "green story lines" - the environmental story, the financial story, and the service story. It also explains how to focus the story using seven patterns of communication: teacher-student, coach-player, friend-friend, salesperson-customer, cheerleader-fan, host-guest, and statesman-citizen. Principles for effective communication include using multiple media, minimizing audience effort, encouraging participation, and retelling the story. The strategy aims to increase credibility and support for a hotel's environmental programs from employees, guests and other stakeholders.
Social media e canali on line nella scelta degli hotel da parte dei viaggiatoriMassimo Bonini
This document discusses a study on how travelers use online and social media channels to make hotel choices. The study found that business travelers primarily use hotel company websites and loyalty programs to book hotels, while leisure travelers more often turn to review sites, travel sites, and social networking sites to research options and make selections. The rise of social media has created new opportunities for hotels to market and learn about customers, but has also changed how guests, especially leisure guests, choose hotels. Hotels need to understand how social media influences travelers and find ways to effectively engage on these channels.
This document summarizes three innovative human resource practices implemented by Fairmont Hotels, McDonald's, and Sodexo. Fairmont developed an employee recognition program called "Service Plus" that offers meaningful rewards to employees for consistent excellence. McDonald's implemented sales promotion incentives that drive both product sales and employee retention. Sodexo uses multiple social media platforms to attract and engage potential employees and brand itself as a desirable employer.
This document summarizes a survey of 166 restaurant managers on their use of social media. It finds that while many restaurants are using social media, many lack clear goals for their social media activities and are uncertain if social media is achieving goals like increasing loyalty, new customers, and revenues. Restaurants rely more on non-financial metrics than financial data to measure returns on social media due to uncertainty in measuring financial impact. Independent restaurants make more use of social media than chains. The findings suggest restaurants should reevaluate their social media strategies to ensure purposeful and effective use.
The document discusses multi-restaurant reservation sites and their role in restaurant distribution management. It finds that while the telephone remains the most common way for consumers to make reservations, over half of survey respondents had made reservations online. About 60% of those making online reservations used a multi-restaurant site like OpenTable. Younger consumers and those who dine out more frequently were more likely to use these sites. While multi-restaurant sites provide benefits like additional exposure, restaurants have concerns about costs and loss of control over their inventory and customer data. The document examines advantages and disadvantages of these sites from the perspectives of both consumers and restaurants.
This document discusses the importance of listening skills for hospitality managers. It finds that managers agree listening is vital for business success but that most in their organizations do not listen well. Listening is key to exchanging information accurately and building strong relationships, both important for good service. While listening skills are difficult to develop, managers can improve employees' abilities by modeling good listening, providing training, and reinforcing skills on the job to ultimately enhance service delivery.
The document summarizes the proceedings of the 2011 Cornell Hospitality Service Innovation Roundtable. The roundtable examined mechanisms for service innovation in the hospitality industry and specific innovations aimed at improving the guest experience, including interactions with employees and addressing technical issues. Many hospitality firms are focusing on innovation to enhance guest satisfaction, boost revenues, and increase participation in loyalty programs. Metrics for service innovations include improved customer satisfaction scores and cost savings from more efficient guest service processes.
This document summarizes discussions from the 2011 Cornell Hospitality Service Innovation Roundtable. Many innovations focused directly on improving the guest experience. Marriott discussed improving the lobby experience through its "great room" concept. Wyndham emphasized sustainability initiatives through its Wyndham Green program. Data analytics and social media were discussed as sources of innovative ideas. Successful innovation requires a data-driven approach as well as tenacity to overcome challenges in implementing new ideas. Measuring the impact of service innovations can be difficult but metrics like customer satisfaction, loyalty program participation, and cost savings were cited. Throughout the process of innovating, both support and resistance must be addressed.
Cornell using economic value added (eva) as a barometer of hotel investment p...João Vilhena
This document summarizes a report by Matthew J. Clayton and Crocker H. Liu on using Economic Value Added (EVA) as a metric to evaluate hotel investment performance. EVA represents returns above financing costs and incorporates both risky debt and equity financing costs, unlike traditional measures like cap rates. The authors find that EVA spread peaked in early 2004 during the hotel boom, hovered near zero in 2007 at the peak values, and turned negative in 2008 as values declined, coinciding with economic weakness. A negative EVA spread suggests properties are purchased with expectations of cash flow growth through repositioning. The authors conclude EVA below 1% equivalent to 1% RevPAR growth warrants checking investment viability.
Creating Value for Women Business Travelers: Focusing on Emotional Outcomes
Given the dramatic increase in women business travelers, addressing the needs of this
market segment has become increasingly critical for hotel companies. While previous
research has attempted to identify the specific items or features which women travelers
want from their hotel stay, this report suggests a more holistic approach to capturing this
market segment. Rather than emphasize the importance of specific items that fluctuate from one survey
to the next, this study instead suggests that managers focus on how combinations of services, amenities,
and facilities contribute to the desired affective responses sought by women business travelers. Based
on a review of the literature on gender and emotion, a model is presented that emphasizes the flexibility
managers have to accommodate women travelers within the context of a particular property. A
convenience survey of hotel managers’ perceptions of women’s preferences shows that women are
developing a clear and consistent message about the need to feel safe, comfortable, empowered, and
pampered. Guided by these themes, hotel managers are in an excellent position to go beyond a focus
on individual attributes and amenities to provide an experience that exceeds the expectations of this
dynamic and growing market segment.
This document discusses the future of meetings and makes the case for face-to-face meetings over virtual meetings in certain situations. It summarizes research showing that face-to-face meetings are preferred by business executives and generate a high return on investment. The document then proposes three situations where face-to-face meetings are most effective: 1) to capture attention, particularly when initiating something new, 2) to inspire a positive emotional climate and catalyze collaboration, and 3) to build human networks and relationships, as relationships are more valuable than information sharing alone.
The document discusses the future of meetings and makes the case for face-to-face meetings over virtual meetings in certain situations. It summarizes research showing that face-to-face meetings are preferred by business executives and generate a high return on investment. The authors analyze human dynamics research and conclude that face-to-face meetings are best for three strategic needs: to capture attention, inspire positive emotion, and build personal networks and relationships.
The future of revenue management cornell universityGabriela Otto
The document discusses how revenue management in hotels will evolve in the future to become more strategic and supported by advanced technology. It predicts that revenue management will be applied to more areas beyond rooms, such as function space, spas, restaurants, and golf courses. As a result, revenue management will become a more central department within hotel operations, directly overseen by the general manager. Future revenue managers will need strong analytical, leadership, and communication skills to handle the expanded scope and strategic nature of the role. Metrics may shift from a room-focused RevPAR to ones incorporating total revenue or profit.
Key Issues of Concern in the Lodging Industry
Human resources management is the most troubling issue of concern to managers and
executives in the lodging industry worldwide, according to a survey of 243 managers taken
during 2008. The study identified a common set of shared problems that impede the ability
of industry leaders to manage effectively, with human resources issues being at the forefront.
Over 60 percent of respondents from six different regions of the world in both general manager and
executive positions reported that the human resource issues of attraction, retention, training, and
morale were key areas of concern. Other problems include economic and environmental matters,
understanding customer needs, rising operating costs, and thinking strategically in a competitive
environment. The study provides an update to a similar study conducted in 2001. Certain issues
identified in that earlier study, including information technology and branding, have dropped from
hotel executives’ list of concerns.
For the past seven months, the author immersed themselves in research and study of the hospitality industry in order to pursue a career transition. They studied topics such as branding, loyalty, online travel agencies, pricing, guest perceptions, revenue management, food and beverage, and more. The author gathered resources from over 200 industry reports and studies, 100 hotel brands, 20 universities and business schools, and advice from award-winning hospitality professionals. With this in-depth knowledge and their extensive customer service background, the author believes they can provide significant value to a hospitality employer.
Making Too Many Responses To Hotel Reviews Is Worse Than Offering No Response...Francesco Canzoniere
The study re-confirmed an earlier estimate that an increase in a hotel’s TripAdvisor rating is reflected in an increase in revenue. Most interesting, the study found that revenue improvements based on review responses are limited in two ways. First, revenue levels increase as the number responses increases, but only to a point. After about a 40-percent response rate, hotels seem to reach a point of diminishing returns, and making too many responses is worse than offering no response at all. Second, consumers seem to be most appreciative of responses to negative reviews, rather than positive reviews, as indicated by the fact that ratings improve more substantially in connection with constructive responses to negative reviews than simple acknowledgment of positive comments.
Download at: http://scholarship.sha.cornell.edu/chrreports/10/
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Making Too Many Responses To Hotel Reviews Is Worse Than Offering No Response...
The Impact of Social Media on Lodging Performance
1. Cornell University School of Hotel Administration
The Scholarly Commons
Center for Hospitality Research Publications The Center for Hospitality Research (CHR)
11-1-2012
The Impact of Social Media on Lodging
Performance
Chris Anderson Ph.D.
Cornell University, cka9@cornell.edu
Follow this and additional works at: http://scholarship.sha.cornell.edu/chrpubs
Part of the Hospitality Administration and Management Commons
This Article is brought to you for free and open access by the The Center for Hospitality Research (CHR) at The Scholarly Commons. It has been
accepted for inclusion in Center for Hospitality Research Publications by an authorized administrator of The Scholarly Commons. For more
information, please contact hlmdigital@cornell.edu.
Recommended Citation
Anderson, C. (2012). The impact of social media on lodging performance [Electronic article]. Cornell Hospitality Report, 12(15), 6-11.
3. 021992 - 2012
th
ANNIVERSARYAll CHR tools are available for free download,
but may not be reposted, reproduced, or distributed without the express
permission of the publisher.
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021992 - 2012
th
ANNIVERSARY
Cornell Hospitality Report
Vol. 12 No.
All CHR reports are available for free download,
but may not be reposted, reproduced, or distributed without the express permission of the publisher.
The Impact of Social Media on
Lodging Performance
by Chris K. Anderson, Ph.D.
15, November 2012
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About the Author
The Impact of
Social Media on
Lodging Performance
Chris K. Anderson, Ph.D., is an associate professor at the Cornell School of Hotel Administration (cka9@
cornell.edu). Formerly on faculty at the Ivey School of Business in London, Ontario, his main research focus is
on revenue management and service pricing. He actively works with numerous industry types in the application
and development of RM, having worked with a variety hotels, airlines, rental car, and tour companies as well as
numerous consumer packaged good and financial services firms. He serves on the editorial board of the Journal of
Revenue and Pricing Management and is the regional editor for the International Journal of Revenue Management.
by Chris K. Anderson
7. Cornell Hospitality Report • November 2012 • www.chr.cornell.edu 5
Executive Summary
S
ocial media has been touted as having an increasingly important role in many aspects of the
hospitality industry, including guest satisfaction and process improvement. However, one of
the more intriguing aspects of social media is their potential to move markets by driving
consumers’ purchasing patterns and influencing lodging performance. In the absence of a
comprehensive attempt to quantify the impact of social media upon lodging performance as measured
by bookings, occupancy, and revenue, this report uses the unique position of Cornell’s Center for
Hospitality Research to combine data from three CHR research partners (ReviewPro, STR, and
Travelocity), and two other data providers (comScore and TripAdvisor) in a first attempt at determining
ROI for social-media efforts. The analysis finds the following. First, the percentage of consumers
consulting reviews at TripAdvisor prior to booking a hotel room has steadily increased over time, as
has the number of reviews they are reading prior to making their hotel choice. Second, transactional
data from Travelocity illustrate that if a hotel increases its review scores by 1 point on a 5-point scale
(e.g., from 3.3 to 4.3), the hotel can increase its price by 11.2 percent and still maintain the same
occupancy or market share. Third, to measure the impact of user reviews on hotel pricing power,
consumer demand, and revenue performance the study uses matched-sample data from ReviewPRO
and STR. By matching ReviewPRO’s Global Review IndexTM with STR’s hotel sales and revenue data,
a regression analysis finds that a 1-percent increase in a hotel’s online reputation score leads up to a
0.89-percent increase in price as measured by the hotel’s average daily rate (ADR). Similarly this
1-percent increase in reputation also leads to an occupancy increase of up to 0.54 percent. Finally, this
1-percent reputation improvement leads up to a 1.42-percent increase in revenue per available room
(RevPAR).
8. 6 The Center for Hospitality Research • Cornell University
COrnell Hospitality Report
Hotel industry executives and managers have seen much anecdotal evidence that
social media influence guests’ booking behavior—and thereby rate and occupancy.
However, so far I am aware of no comprehensive analysis of the extent to which
social media postings move markets. The cooperation of three Cornell Center for
Hospitality Research partners makes such an analysis possible, as presented in this report. Those
partners, ReviewPro, STR, and Travelocity, make data available on a non-disclosure basis for aggregate
analysis, in this case, an estimate of return on investment for social-media activities. For this report,
comScore and TripAdvisor also provided data.
The Impact of Social Media on
Lodging Performance
by Chris K. Anderson
9. Cornell Hospitality Report • November 2012 • www.chr.cornell.edu 7
In this CHR Report, I analyze the effect of social media
upon consumers’ purchase decisions and hotels’ top-line
performance. Using online consumer panel data from
comScore, the study illustrates the upstream impact of
TripAdvisor on online hotel reservations. In this portion of
the study, I show that the percentage of consumers consulting
reviews at TripAdvisor prior to booking a hotel room has
steadily increased over time, as has the number of reviews
they are reading prior to making their hotel choice. Using
transactional data from Travelocity, I illustrate the impact
of user reviews upon consumers’ hotel choice at the time of
purchase. Data from purchased and non-purchased hotels
illustrate that if a hotel increases its review scores by 1 point
on a 5-point scale (e.g., from 3.3 to 4.3), the hotel can increase
price by 11.2 percent and still maintain the same occupancy
or market share. Last I measure the impact of user reviews
on hotel pricing power, consumer demand, and revenue
performance using matched-sample data from ReviewPRO
and STR. By matching ReviewPRO’s Global Review IndexTM
with STR’s hotel sales and revenue data, I estimate the impact
of hotels’ online reputation in social-media channels upon
hotel performance. I demonstrate that a 1-percent increase
in a hotel’s online reputation score leads up to a 0.89-percent
increase in price as measured by the hotel’s average daily rate
(ADR). Similarly this 1-percent increase in reputation also
leads to demand creation with up to a 0.54-percent increase
in occupancy. Finally, this 1-percent reputation improvement
leads up to a 1.42-percent increase in revenue per available
room (RevPAR).
This research is the first to perform an assessment of the
influence of social media upon hotel performance by illustrat-
ing the increasing role of social media in the research phase
and how this ultimately leads to hotel pricing power and
revenue generation. This is a step beyond earlier efforts that
focused more on the use of social media rather than its
impact on performance.1 Similar to the early days of elec-
tronic distribution,2 social media and user-generated con-
tent are of increasing importance in the eyes of hospitality
companies as consumers become more engaged across
numerous platforms during the decision process. One of
the aims of this study is to help shed light on why some
hotel companies are able to achieve price and occupancy
premiums in this new environment.3
User Generated Content During Consumers’
Hotel Search
TripAdvisor is by far the dominant source for online
reviews in the hospitality space, with more than 75 million
reviews generated by some 32 million users.4 In terms of
the hotel choice process, as reported by Market Metrix,5
the tipping point came in 2010, as shown in Exhibit 1. At
this point, the guest experience mentioned in customer re-
views became the dominant factor in hotel selection, with
51 percent of survey respondents indicating they factored
1 Rohit Verma and Ken McGill, “Travel Industry Benchmarking: Mar-
keting ROI, Opportunities, and Challenges in Online and Social Media
Channels for Destination and Marketing Firms,” Cornell Hospitality
Report, Center for Hospitality Research, Vol. 11 No. 9 (2011).
2 Judy Siguaw and Bill Carroll, “Evolution in Electronic Distribution: Ef-
fects on Hotels and Intermediaries,” Cornell Hospitality Report, Cornell
Center for Hospitality, Vol. 3 No 5 (2005).
3 Cathy A. Enz, Linda Canina, and Mark Lomanno, Competitive Hotel
Pricing in Uncertain Times,” Cornell Hospitality Report, Center for
Hospitality Research, Vol. 9 No. 10 (2010).
4 TripAdvisor.com, viewed October 2012.
5 Jonathan Barsky and Lenny Nash, “What Is More Important than
Location in Selecting a Hotel?,” Hotel & Motel Management, January 13,
2010 (www.marketmetrix.com/en/default.aspx?s=research&p=MoreImp
ortantThanLocation).
Exhibit 1
Factors in hotel selection
Guest Experience Factors
Location
Price
Loyalty Program Points
Promotions
Amenities
Convention
Green Program
51%
48%
42%
18%
16%
8%
8%
1%
Study by Market Metrix. Hotel &
Motel Management, January 13, 2010.
10. 8 The Center for Hospitality Research • Cornell University
guest experience factors into their hotel selection decision.
Given TripAdvisor’s dominance in the generation of user
reviews I focused on how often consumers consult TripAd-
visor prior to booking a room using publicly available data
from comScore.
TripAdvisor Traffic Prior to Brand.com
Reservation
Using online consumer panel data from comScore I tracked
TripAdvisor.com utilization during consumers’ hotel re-
search phase. The comScore panel measures how consumers
behave in the digital environment, specifically their internet
browsing, buying, and other activity. The firm does this by
continuously measuring the online site visits made by ap-
proximately 2 million worldwide consumers.
This comScore dataset consists of 1,720 purchase events
(hotel reservations) at InterContinental Hotels Group’s
HolidayInn.com site during nine months: June, July, and
August of 2008, 2009, and 2010. This is an example of a
brand’s website that has come to be generically known as
Brand.com. Owing to the nature of the comScore data I have
all travel-related website visits (e.g., TripAdvisor.com, Orbitz.
com, LasVegas.com) and travel-related searches (i.e., Google,
Yahoo, and Bing) for 60 days prior to each of these reserva-
tions. Thus I can track the clickstream where consumers
went online prior to making a reservation at the suppliers’
Brand.com website, and determine what sort of travel-relat-
ed research they performed. As one would expect; consum-
ers who make reservations online also spend a great deal of
time online researching those transactions.
I focused on TripAdvisor reviews in this study. For a
more generalized look at online behavior, please see my
CHR Report, “Search, OTAs, and Online Booking: An
Expanded Analysis of the Billboard Effect.”6 Exhibit 2 sum-
marizes TripAdvisor behavior of guests who book directly at
the Brand.com website. As shown, an increasing proportion
of guests over the three years are visiting TripAdvisor prior
to booking with the hotel directly. Not only is the fraction of
consumers increasing, but those consumers that do visit are
visiting more often (that is, visits per reservation are increas-
ing) and they view more pages overall (although pages per
visit and time per visit dropped slightly). I believe the drop
in time per visit may be due to a more efficient TripAdvi-
sor experience and faster connections (and computers) or
simply the increase in consumers’ search abilities.
Exhibit 3 summarizes customer activity in terms of
when they visit TripAdvisor prior to booking their hotel at
6 C.K. Anderson, “Search, OTAs, and Online Booking: An Expanded
Analysis of the Billboard Effect,” Center For Hospitality Research Report,
Vol 11 No 8 (2011).
Exhibit 2
TripAdvisor visitation prior to Brand.com booking
Year
% of Brand.com
visiting TripAdvisor
Visits per
reservation Pages per visit
Time per visit
(minutes)
2008 28% 3.71 6.89 4.52
2009 26% 3.78 6.19 4.27
2010 36% 4.72 5.51 3.44
Exhibit 3
Distribution of when guests visit TripAdvisor.com
PercentageofTripAdvisorVisits
Days Before Reservation
0.3
0.25
0.2
0.15
0.1
0.05
0
5 10 15 20 25 30 35 40 45 50 55 60
11. Cornell Hospitality Report • November 2012 • www.chr.cornell.edu 9
the hotel’s website. A little more than one-fourth (26.5%) of
TripAdvisor visits occur in the last five days prior to the res-
ervation, with the remaining three-quarters roughly equally
spread out over the other 55 days. This may be an indication
of how guests’ research intensifies just prior to making the
purchase decision. The close proximity (to the purchase) of
consumer visitation to TripAdvisor perhaps indicates that
user reviews are some of the final and potentially pivotal
criteria in the hotel selection process.
Point of Purchase Impact
Moving away from Brand.com, let’s look at the impact
of user reviews at a different point of purchase, in this
case, at an online travel agency. I analyzed the impact of
user reviews at Travelocity.com upon the purchases made
through that site. The data consist of 13,341 reservations
made during July 2012 in nine major U.S. cities.7 For each
of these 13 thousand-plus reservations, I have information
(as provided by a typical OTA display) for the property
purchased, as well as all other properties not purchased on
the final page the customer looked at prior to selecting the
property in question.
Using these data we can gain insight into some of the
key attributes that drive hotel selection decisions. Specifi-
cally, I estimate the probability a customer would purchase
a given hotel as a function of price, user review ratings, and
the number of user reviews. Because the outcome variable is
binary (1 or 0; 1 for purchase, 0 for non-purchase), regu-
lar linear regression can’t be used to estimate the impacts
of these attributes upon the purchase decision. However,
logistic regression can be applied. Using logistic regression
I model the probability that a customer would purchase a
listed hotel given its attributes (e.g., price, star rating). The
logistic regression model given here:
Probability of Purchase | X =
7 Boston, Chicago, Dallas, Houston, Los Angeles, Miami, New York,
Orlando, and Phoenix.
is similar to linear regression where outcomes are mod-
eled as a function of a constant (α) and some attributes (X),
which are weighted by parameters (β) modified with the
use of Euler’s number or e, a mathematical constant equal
to about 2.71828. Please contact me if you would like a
discussion of the technical issues behind why we need such a
model. For this purpose, what is important to realize is that
the bs in logistic regression, as in regular regression, indicate
the impact of the attribute upon the outcome.
Exhibit 4 summarizes parameter estimates from a
logistic regression model of purchase decisions. To account
for the hotel’s position on the screen, I added a variable,
Position, to the independent variables. Position describes
the placement of the hotel in the list of hotels (e.g., 1st, 2nd,
or 3rd, from the top and so forth). Position takes values of
1-25 with 1 being the top position and 25 at the bottom of
the list. Owing to the differences in prices across chain scales
I use a relative price measure. The Price variable is a hotel’s
price divided by the average price of all same star hotels co-
listed with the subject hotel. I also control for chain scale by
adding an indicator variable for each star level. Of particular
interest are the remaining two variables, review scores and
review volume and their impacts upon price. Using the
regression I estimate how much higher the hotel could price
if it had better review scores.
Given the nature of logistic regression, the parameter
estimates (the bs) are not as easily interpreted as in regu-
lar regression. Instead of using the parameter estimates,
we focus on the odds ratio. The odds ratio represents the
change in the odds of an option being chosen (in this case,
that is the odds of the hotel being booked) given a one-unit
change in the attribute. The odds are the probability of being
selected divided by probability of not being selected ( ).
The Position value of 0.885 demonstrates the negative
effect of being ever lower on the search results. If a hotel is
listed at spot 2 versus 1 (or 10 versus 9) its odds of being
selected decrease to 0.885 of the odds of being selected when
in position 1. That equates to an 11.5-percent decrease in its
chances for every notch it drops (all else being equal).
α+βX
1+e
α+βX
e
Parameter Estimates* Odds Ratio
Position -0.1218 0.885
User review score 0.133 1.142
Number of reviews 0.0025 1.002
Relative price -1.192 0.304
*All significant at 0.001 level.
Exhibit 4
Logistic regression results: position, reviewer score, number of reviews, and relative room price
P
1-P
12. 10 The Center for Hospitality Research • Cornell University
The results of review scores move in the other direc-
tion. Using Travelocity’s 5-point score for user reviews, the
Review Score odds ratio means that increasing one point
increases the odds of being selected by 14.2 percent Using
the example of a hotel that goes from a review score of, say,
3.3 to one of 4.3, that property has increased its odds of be-
ing selected by 1.142 times the odds when its review score
was 3.3. A similar result is found for Number of reviews.
The 1.002 indicates that for each new review a hotel adds, it
increases its odds of being selected increase by 1.002 or 0.2
percent.
It is a little harder to interpret the odds ratio of price in
this equation because this variable is actually relative price.
Price is perhaps best understood by combining the effects
of price and review scores. Say that the average price of all
competing hotels (those with the same star rating) that ap-
pear on the list page with our hotel was $100 and our hotel’s
price was $100. If we were to increase our review score from
3.3 to 4.3 we could increase our price about 11.2 percent and
maintain the same probability of being selected. The posi-
tive effect of the review score change on the odds of being
chosen would offset the presumably negative odds caused by
a price increase.
Impact on Hotel Performance
Taking the analysis one step further, I analyze the effect of
social presence on overall hotel performance, again using
matched samples of performance data and online reputation
data. Performance data are monthly revenue, demand, and
supply data from STR for 2½ years (January 2010 through
June 2012) for each subject property. I also compared each
hotel with its specified list of competitors, to gain a sense of
relative performance in an effort to control for seasonality.
I have these data for 11 major markets (6 European and 5
North American cities).8
I use ReviewPro’s Global Review Index (GRI) for the
subject hotels as well as each hotel within its STR listed com-
petitive set as a measure of online reputation. ReviewPro
aggregates hundreds of millions of social media mentions,
in over 35 languages, from Online Travel Agencies (OTAs),
review websites and social media platforms. Their GRI is
an aggregate online reputation score for an individual hotel,
group of hotels, or chain. It is based on scores given by re-
viewers on major online review sites and online travel agen-
cies (OTAs). The GRI is calculated by analyzing quantitative
scores on these sites, using a proprietary algorithm.9
With this matched data set we look at the impact of GRI
on three typical industry metrics: ADR (average daily rate),
8 Berlin, Chicago, London, Madrid, Miami, Milan, Los Angeles, New
York, Prague, Rome, and San Francisco.
9 More details on the Global Review Index can be found at www.review-
pro.com/product/global-review-index.
occupancy, and RevPAR (revenue per available room). In all
cases, I am using an index. Thus the measurements are the
effect of GRI against a hotel’s pricing power as measured by
its ADR Index, which is a hotel’s average daily rate divided
by the average of its competitors’ ADRs; the GRI’s impact
upon demand as measured by the occupancy index, and on
overall performance as measured by GRI upon a RevPAR
index. Likewise, the GRI Index is calculated as the subject
hotel’s GRI divided by the average GRI of its competitive set
hotels. This GRI Index is the independent variable. Similar
to many marketing actions (e.g., advertising and pricing)
we can anticipate decreasing marginal returns.10 That is, as
the GRI score increases the additional impact upon per-
formance decreases. To incorporate decreasing marginal
returns, I use a multiplicative model of impact often referred
to as a constant elasticity model. Using price and demand as
an example I illustrate this approach as follows.
Price elasticity of demand is defined as the percentage
change in demand for a given percentage change in price. So,
for example, if price increased by1 percent, and as a result
demand fell 2 percent, then elasticity is -2 (-2%/1%). Price
elasticity (ε) can be expressed as:
where ε is the price elasticity, P is the price, and Q is the
quantity demanded.
If we propose decreasing marginal returns, a demand
model might look like Q=aPb. If we take the natural loga-
rithm (the inverse of Euler’s number) of each side of this
equation we get a log-linear demand model of the following
form:
lnQ = a + b·lnP
where Q and P are defined as before, and a and b are pa-
rameters to be estimated. The log-linear demand function
implies that the price elasticity of demand is constant:
Using data from over 50,000 monthly observations
from the eleven global cities, we can look at the impact of
GRI upon performance in this log linear framework where
I model the impact of ln(GRI Index) upon ln(ADR Index),
ln(Occupancy Index), and ln(RevPAR Index), using three
log linear models. Exhibit 5 summarizes the elasticities
for GRI upon these three performance metrics. The table
indicates a stronger impact of GRI upon pricing power
10 For an example of the diminishing marginal returns principle, see:
Joseph Thomas, “Linear Programming Models for Production-Adver-
tising Decisions,” Management Science, Vol. 17, No. 8 (April 1971), pp.
B-474–B-484.
ε = dlnQ
=%∆Q
%∆P
∂Q
∂P
ε = P
Q
dlnP
b=
13. Cornell Hospitality Report • November 2012 • www.chr.cornell.edu 11
(ADR) than on demand (Occupancy). This indicates firms
are pricing consistent with their value proposition. Better re-
views lead to higher prices, while lower reviews force prices
lower for hotels to achieve similar occupancies under both
settings. As the impacts of GRI upon demand and pricing
power are both positive, the impact upon performance or
RevPAR is even stronger. The first row in Exhibit 5 looks at
all chain scales together, with the subsequent rows looking
at online reputation impact by chain scale. The table entries
represent the percentage impact upon pricing, demand, and
performance given a 1-percent change in online reputation
as measured by GRI. Looking at the first row, a 1-percent
increase in a hotel’s GRI score, say from 80 to 80.8 aligns
with a 0.96-percent increase in RevPAR. It is interesting to
compare the RevPAR elasticity across chain scales, as the
effect of online reputation is stronger for lower-end chain
scales. Thus, the gain from online reputation improvement is
much more profound for a midscale property (1.42%) than
for a luxury hotel (.49%). Given the vast diversity of service
levels in midscale hotels, would-be guests may experience
more uncertainty in the level of service in lower chain scales.
Thus, it makes sense that reviews in the form of the GRI
have a much stronger effect on lower chain scales. The im-
provement in online reputation represented by a strong GRI
reduces the level of service quality uncertainty in the eyes
of consumers. As a result those highly rated firms have in-
creased pricing power compared to those with lower ratings.
Summary
Hotel operators have suspected that the effect of social
media and user generated content on hotel performance
has been strengthening. This paper provides a numerical
confirmation and estimate of those effects. Reviews and
review sites continue to be in the forefront when consumers
are planning a hotel room purchase. Our comScore sample
indicates that the percentage of consumers consulting online
review sites prior to their purchase is increasing with time,
and the number of visits per person also has grown notice-
ably. With regard to online reviews, TripAdvisor continues
to play an increasing role in the eyes of consumers, and with
its marketing options this site has the potential to affect
hotel performance as it acts as a portal to brand sites. More
generally, OTA reviews, their quality and numbers, lead to
increased conversion rates and improved pricing power at
the OTA, as evidenced by our investigation of transactions
at Travelocity. Using logistic regression to model purchase
incidence I estimate that a 1-point increase in user review
score (on an OTA’s 5-point scale) would allow a property
to increase price by 11.2 percent and maintain the same
purchase probability or market share. Last, the cumulative
impact of user reviews across all channels shows a positive
relationship with overall hotel performance. We see that
improved online reputation, as measured by ReviewPRO’s
GRI, results in increased pricing power and occupancy for a
hotel. The model estimates that a 1-percent increase in GRI
leads to as much as a 0.89-percent increase in ADR, and a
0.54-percent increase in occupancy. Combining these effects,
a 1-percent increase in GRI results in up to a 1.42-percent
increase in RevPAR.
As a note of caution this study has focused on the
impact of user generated content and hotel performance.
Needless to say, many factors contribute to hotel perfor-
mance that are not measured here. That said, these results
are generalizable to the extent that the factors that are not
measured are random across the firms in our samples. As I
attempted to collect a sample across a wide spectrum loca-
tions, it is reasonable to say that these results do apply to
hotels generally. n
Exhibit 5
GRI elasticity
Pricing Power (ADR) Demand (Occupancy) Performance (RevPAR)
All 0.80 0.20 0.96
Luxury 0.44 0.09 0.49
Upper Upscale 0.57 0.30 0.74
Upscale 0.67 0.19 0.83
Upper MidScale 0.74 0.42 1.13
MidScale 0.89 0.54 1.42
14. 12 The Center for Hospitality Research • Cornell University
Cornell Center for Hospitality Research
Publication Index
www.chr.cornell.edu
Cornell Hospitality Quarterly
http://cqx.sagepub.com/
2012 Reports
Vol. 12 No. 14 HR Branding How
Human Resources Can Learn from
Product and Service Branding to Improve
Attraction, Selection, and Retention, by
Derrick Kim and Michael Sturman, Ph.D.
Vol. 12 No. 13 Service Scripting and
Authenticity: Insights for the Hospitality
Industry, by Liana Victorino, Ph.D.,
Alexander Bolinger, Ph.D., and Rohit
Verma, Ph.D.
Vol. 12 No. 12 Determining Materiality in
Hotel Carbon Footprinting: What Counts
and What Does Not, by Eric Ricaurte
Vol. 12 No. 11 Earnings Announcements
in the Hospitality Industry: Do You Hear
What I Say?, Pamela Moulton, Ph.D., and
Di Wu
Vol. 12 No. 10 Optimizing Hotel Pricing:
A New Approach to Hotel Reservations,
by Peng Liu, Ph.D.
Vol. 12 No. 9 The Contagion Effect:
Understanding the Impact of Changes in
Individual and Work-unit Satisfaction on
Hospitality Industry Turnover, by Timothy
Hinkin, Ph.D., Brooks Holtom, Ph.D., and
Dong Liu, Ph.D.
Vol. 12 No. 8 Saving the Bed from
the Fed, Levon Goukasian, Ph.D., and
Qingzhong Ma, Ph.D.
Vol. 12 No. 7 The Ithaca Beer Company:
A Case Study of the Application of the
McKinsey 7-S Framework, by J. Bruce
Tracey, Ph.D., and Brendon Blood
Vol. 12 No. 6 Strategic Revenue
Management and the Role of Competitive
Price Shifting, by Cathy A. Enz, Ph.D.,
Linda Canina, Ph.D., and Breffni Noone,
Ph.D.
Vol. 12 No. 5 Emerging Marketing
Channels in Hospitality: A Global Study of
Internet-Enabled Flash Sales and Private
Sales, by Gabriele Piccoli, Ph.D., and
Chekitan Dev, Ph.D.
Vol. 12 No. 4 The Effect of Corporate
Culture and Strategic Orientation on
Financial Performance: An Analysis of
South Korean Upscale and Luxury Hotels,
by HyunJeong “Spring” Han, Ph.D., and
Rohit Verma, Ph.D.
Vol. 12 No. 3 The Role of Multi-
Restaurant Reservation Sites in Restaurant
Distribution Management, by Sheryl E.
Kimes and Katherine Kies
Vol. 12 No. 2 Compendium 2012
Vol. 12 No. 1 2011 Annual Report
2012 Tools
The Hotel Reservation Optimizer, by Peng
Liu
Vol. 3 No. 3 Restaurant Table Simulator,
Version 2012, by Gary M. Thompson,
Ph.D.
Vol. 3 No. 2 Telling Your Hotel’s
“Green” Story: Developing an Effective
Communication Strategy to Convey
Environmental Values, by Daphne A.
Jameson, Ph.D., and Judi Brownell, Ph.D.
Vol. 3 No. 1 Managing a Hotel’s
Reputation: Join the Conversation, by
Amy Newman, Judi Brownell, Ph.D. and
Bill Carroll, Ph.D.
2012 Proceedings
Vol. 4, No. 6 Fostering Ethical Leadership:
A Shared Responsibility, by Judi Brownell,
Ph.D.
Vol. 4 No. 5 Branding Hospitality:
Challenges, Opportunities, and Best
Practices, by Chekitan Dev, Ph.D., and
Glenn Withiam
Vol. 4 No. 4 Connecting Customer Value
to Social Media Strategies: Focus on India,
by Rohit Verma, Ph.D., Ramit Gupta, and
Jon Denison
Vol. 4 No. 3 The International Hospitality
Industry: Overcoming the Barriers to
Growth, by Jan Hack Katz and Glenn
Withiam
Vol. 4 No. 2 The Intersection of
Hospitality and Healthcare: Exploring
Common Areas of Service Quality,
Human Resources, and Marketing, by
Brooke Hollis and Rohit Verma, Ph.D.
Vol. 4 No. 1 The Hospitality Industry
Confronts the Global Challenge of
Sustainability, by Eric Ricaurte
2012 Industry Perspectives
Vol. 2 No. 3 Energy University: An
Innovative Private-Sector Solution to
Energy Education, by R. Sean O’Kane and
Susan Hartman
Vol. 2 No. 2 Engaging Customers:
Building the LEGO Brand and Culture
One Brick at a Time, by Conny Kalcher
Vol. 2 No. 1 The Integrity Dividend: How
Excellent Hospitality Leadership Drives
Bottom-Line Results, by Tony Simons,
Ph.D.
15. Cornell Hospitality Report • November 2012 • www.chr.cornell.edu 13
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